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New Markets. New Innovation. New Growth.
Annual Report 2016
Wabash National Corporation
1000 Sagamore Parkway South
Lafayette, IN 47905
Dear Fellow Shareholders,
As I look back on the past year, I’m extremely pleased by what the Wabash National team was able to
accomplish. Following a year of record industry demand for total trailers in 2015, the operating environment
in 2016 proved to be somewhat softer. Nonetheless the Wabash team delivered another outstanding year in
almost all performance categories, delivering net income levels never before achieved.
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consecutive year of operating income and margin growth, our initiatives, actions and performance helped
drive 33% in share price growth, with a strong start again this year.
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management team, and the dedication of associates around the world were critical to delivering
Wabash National’s record performance. Let’s take a look at some of the many highlights from the year.
2016 Highlights
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addressing both return of capital to shareholders and debt reduction in 2016, including reinstatement
of a quarterly dividend.
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we have held for seven consecutive years and 16 of the past 23 years.
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in 2006, 2013 and 2015.
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registrations for environmental management.
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woman-owned organizations.
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o Set all-time records for gross margin and operating margin performance through operational
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Introduced the Cold Chain Series refrigerated van trailer manufactured with our proprietary
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enhance durability for customers.
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to prevent underride in a 30 percent offset impact scenario. Subsequently, the Insurance Institute
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expansion opportunities for our Wabash Composites business.
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equipment for craft brewers, providing product and market expansion opportunities for the
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capabilities and opportunities to drive further growth in new or previously untapped markets.
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Concluding Remarks
In closing, I wish to extend special thanks and appreciation to our entire team of more than 6,000 associates who
make up the Wabash National team across the globe for their outstanding efforts during the past year, and for their
passion and commitment to take us to even greater levels of performance and achievement during the current year
and beyond. It will always remain a privilege and honor to work with such dedicated and talented individuals.
While pleased to have delivered another in a long string of record performance years, we are far from where we
want to take the company. We remain committed to seek out opportunities to strategically, but selectively, grow our
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Sincerely,
Sincerely,
Richard J. Giromini
Richard J. Giromini
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New Markets. New Innovation. New Growth.
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WABASH NATIONAL CORPORATION
1000 Sagamore Parkway South
Lafayette, Indiana 47905
NOTICE OF ANNUAL MEETING OF STOCKHOLDERS
To Be Held On May 18, 2017
To the Stockholders of Wabash National Corporation:
The 2017 Annual Meeting of Stockholders of Wabash National Corporation will be held at the Wabash National
Corporation Ehrlich Innovation Center, located at 3233 Kossuth Street, Lafayette, IN 47904, on Thursday, May 18,
2017, at 10:00 a.m. local time for the following purposes:
1. To elect seven members of the Board of Directors from the nominees named in the accompanying proxy
statement;
2. To hold an advisory vote on the compensation of our executive officers;
3. To hold an advisory vote on the frequency of advisory votes on the compensation of our executive officers;
4. To approve the Wabash National Corporation 2017 Omnibus Incentive Plan;
5. To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered
public accounting firm for the year ending December 31, 2017; and
6. To consider any other matters that properly come before the Annual Meeting or any adjournment or
postponement thereof. Management is currently not aware of any other business to come before the Annual Meeting.
Each outstanding share of Wabash National Corporation (NYSE:WNC) Common Stock entitles the holder of
record at the close of business on March 20, 2017, to receive notice of and to vote at the Annual Meeting or any
adjournment or postponement of the Annual Meeting. Shares of our Common Stock can be voted at the Annual
Meeting only if the holder is present in person or by valid proxy. Management cordially invites you to attend the
Annual Meeting.
IF YOU PLAN TO ATTEND
Please note that space limitations make it necessary to limit attendance to stockholders and one guest. Registration
and seating will begin at 9:00 a.m. Stockholders holding stock in brokerage accounts (“street name” holders) will need
to bring a copy of a brokerage statement reflecting stock ownership as of the record date. Cameras, recording devices
and other electronic devices will not be permitted at the meeting.
By Order of the Board of Directors
April 6, 2017
ERIN J. ROTH
Senior Vice President
General Counsel and Corporate Secretary
IMPORTANT: WHETHER OR NOT YOU EXPECT TO ATTEND IN PERSON, WE URGE YOU TO VOTE
YOUR SHARES AT YOUR EARLIEST CONVENIENCE. THIS WILL ENSURE THE PRESENCE OF A
QUORUM AT THE ANNUAL MEETING. PROMPTLY VOTING YOUR SHARES BY SIGNING, DATING
AND RETURNING THE PROXY CARD MAILED WITH YOUR NOTICE, OR BY VOTING VIA THE
INTERNET OR BY TELEPHONE, WILL SAVE US THE EXPENSE AND EXTRA WORK OF
ADDITIONAL SOLICITATION. AN ADDRESSED ENVELOPE FOR WHICH NO POSTAGE IS
REQUIRED IF MAILED IN THE UNITED STATES IS ENCLOSED WITH YOUR PROXY CARD.
SUBMITTING YOUR PROXY NOW WILL NOT PREVENT YOU FROM VOTING YOUR SHARES AT
THE MEETING IF YOU DESIRE TO DO SO, AS YOUR PROXY IS REVOCABLE AT YOUR OPTION.
YOUR VOTE IS IMPORTANT, SO PLEASE ACT TODAY.
TABLE OF CONTENTS
PROXY STATEMENT
Annual Meeting of Stockholders on May 18, 2017
ABOUT THE ANNUAL MEETING ............................................................................................................................5
PROPOSAL 1 Election of Directors .............................................................................................................................9
Corporate Governance Matters ................................................................................................................................. 9
Related Persons Transactions Policy ........................................................................................................................9
Director Independence ............................................................................................................................................11
Qualifications and Nomination of Director Candidates ..........................................................................................11
Information on Directors Standing for Election ......................................................................................................12
Meetings of the Board of Directors, its Leadership Structure and its Committees ............................................15
Nominating and Corporate Governance Committee ..........................................................................................16
Compensation Committee ..................................................................................................................................16
Audit Committee ................................................................................................................................................17
Board’s Role in Risk Oversight .........................................................................................................................18
Director Nomination Process .............................................................................................................................19
Communications with the Board of Directors ....................................................................................................19
Director Compensation ......................................................................................................................................20
Section 16(a) Beneficial Ownership Reporting Compliance .............................................................................21
Beneficial Ownership of Common Stock ...........................................................................................................21
Executive Compensation Compensation Discussion and Analysis .............................................................................25
Executive Summary 2016 Financial Highlights ..........................................................................................................25
Best Practices ..........................................................................................................................................................26
Compensation Program Objectives and Philosophy ...............................................................................................27
Summary of Key Compensation Decisions and Outcomes for 2016 ......................................................................28
Our 2016 Say-on-Pay Vote ................................................................................................................................30
2016 Compensation Overview ...........................................................................................................................30
Philosophy and Objectives of Wabash National Compensation Program ..............................................................30
Compensation Methodology and Process Independent Review and Approval of Executive Compensation ..............33
The Role of the Compensation Committee’s Independent Compensation Consultant ...........................................33
Peer Group Analysis and Compensation Market Data ............................................................................................34
Direct Compensation Elements ..........................................................................................................................36
Base Salary .............................................................................................................................................................36
Short-Term Incentive Plan ......................................................................................................................................37
Long-Term Incentive Plan ......................................................................................................................................39
Executive Stock Ownership Guidelines and Insider Trading Policy..................................................................44
Deductibility Cap on Executive Compensation ................................................................................................. 45
Indirect Compensation Elements .......................................................................................................................45
Perquisites ...............................................................................................................................................................45
1
Retirement Benefits ................................................................................................................................................45
Deferred Compensation Benefits ............................................................................................................................46
Potential Payments Upon Change-in-Control and Other Potential Post-Employment Payments ...........................46
Compensation Committee Report ......................................................................................................................47
Executive Compensation Tables .............................................................................................................................48
Summary Compensation Table for the Year Ended December 31, 2016 ...........................................................48
Grants of Plan-Based Awards for the Year Ended December 31, 2016 .............................................................50
Narrative to Summary Compensation Table and Grants of Plan-Based Awards Table ..........................................52
Outstanding Equity Awards at Fiscal Year-End December 31, 2016 ................................................................53
Option Exercises and Stock Vested ...................................................................................................................55
Non-Qualified Deferred Compensation .............................................................................................................55
Potential Payments on Termination or Change-in-Control .....................................................................................56
Potential Payments on Termination or Change in Control – Payment and Benefit Estimates ................................62
Equity Compensation Plan Information ..................................................................................................................65
Restricted Stock Grants ..........................................................................................................................................65
PROPOSAL 2 Advisory Vote on the Compensation of Our Executive Officers ........................................................67
PROPOSAL 3 Advisory Vote on the Frequency of the Advisory Vote on the Compensation of Our Executive
Officers ........................................................................................................................................................................70
PROPOSAL 4 Approval of the Wabash National Corporation 2017 Omnibus Incentive Plan ...................................71
PROPOSAL 5 Ratification of Appointment of Independent Registered Public Accounting Firm .............................81
Independent Registered Public Accounting Firm ...................................................................................................81
Principal Accounting Fees and Services .................................................................................................................81
Pre-Approval Policy for Audit and Non-Audit Fees ...............................................................................................82
Audit Committee Report ....................................................................................................................................82
General Matters ...........................................................................................................................................................83
Availability of Certain Documents .........................................................................................................................83
Stockholder Proposals and Nominations ................................................................................................................83
Householding of Proxy Materials ...........................................................................................................................83
Directions to the Annual Meeting ...........................................................................................................................84
Other Matters ..........................................................................................................................................................84
2017 OMNIBUS INCENTIVE PLAN ............................................................................................................ Exhibit A
2
WABASH NATIONAL CORPORATION
1000 Sagamore Parkway South
Lafayette, Indiana 47905
PROXY STATEMENT
Annual Meeting of Stockholders on May 18, 2017
This Proxy Statement is furnished on or about April 6, 2017 to stockholders of Wabash National Corporation
(hereinafter, “we,” “us,” “Company,” “Wabash,” and “Wabash National”), 1000 Sagamore Parkway South, Lafayette,
Indiana 47905, in connection with the solicitation by our Board of Directors of proxies to be voted at the Annual
Meeting of Stockholders to be held at the Wabash National Corporation Ehrlich Innovation Center, located at 3233
Kossuth Street, Lafayette, IN 47904, on Thursday, May 18, 2017 at 10:00 a.m. local time, (the “Annual Meeting”)
and at any adjournments or postponements of the Annual Meeting.
PROXY SUMMARY
This summary highlights information contained elsewhere in this Proxy Statement. This summary does not contain
all of the information that you should consider, and you should read the entire Proxy Statement carefully before
voting. Page references are supplied to help you find further information in this Proxy Statement.
Annual Meeting of Stockholders
Date and Time:
10:00 a.m. on Thursday, May 18, 2017, Eastern Daylight Time
Location:
Wabash National Corporation Ehrlich Innovation Center
3233 Kossuth Street, Lafayette, IN 47904
Record Date:
March 20, 2017
Voting:
Stockholders as of the record date are entitled to vote. Each share of Common Stock is entitled
to one vote for each director nominee and one vote for each of the other proposals to be voted
on.
Voting Matters and Vote Recommendation (page 5)
The following table summarizes the proposals to be considered at the Annual Meeting and the Board’s voting
recommendation with respect to each proposal.
Proposals
Election of Directors
Advisory Vote on the Compensation of Our Executive Officers
(“Say on Pay”)
Advisory vote on Frequency of Future Say on Pay Votes
Approval of the Wabash National Corporation 2017 Omnibus
Incentive Plan
Ratification of Appointment of Independent Registered Public
Accounting Firm
Board Vote Recommendation
FOR EACH NOMINEE
Page
9
FOR
FOR ANNUALLY
FOR
FOR
67
70
71
81
3
Board Nominees (page 9)
The following table provides summary information about each director nominee, as of the Record Date.
Name
Director
Since
Age
Richard J. Giromini 63 December
Dr. Martin C. Jischke 75
2005
January
2002
John E. Kunz
52 March
Larry J. Magee
62
2011
January
2005
Occupation
Chief Executive Officer, Wabash National
Corporation
Retired
Chairman of the Board of Directors, Wabash
National Corporation
Vice President and Controller, Tenneco, Inc.
Retired
Ann D. Murtlow
56 February
Scott K. Sorensen
55 March
2013
Brent L. Yeagy
46 October
2005
2016
President and Chief Executive Officer, United Way
of Central Indiana
Chief Executive Officer, Sorenson Holdings and
Sorenson Communications
President and Chief Operating Officer, Wabash
National Corporation
Other
Public
Boards
No
Independent
No
Yes
Yes
Yes
Yes
Yes
Yes
No
No
No
Yes
No
No
Executive Officer Compensation (Say on Pay) (page 67)
We are asking stockholders to vote to approve, on an advisory (non-binding) basis, the compensation of our named
executive officers. The primary objectives and philosophy of our compensation programs are to (i) drive executive
behaviors that maximize long-term stockholder value creation, (ii) attract and retain talented executive officers with
the skills necessary to successfully manage and grow our business, and (iii) align the interests of our executive officers
with those of our stockholders by rewarding them for strong Company performance. In 2016:
(cid:2)
(cid:2)
(cid:2)
Coming off of exceptional 2015 performance, our CEO still only received a modest base salary
increase of 3%, resulting in approximately 81% of his target total compensation being performance-
based.
Approximately 62% of our CEO’s total compensation was targeted to be delivered in the form of
restricted stock units and performance stock units, with a goal of driving sustainable stockholder
value.
Driven largely by record operating income for the fifth consecutive year, which was up 12% over
the prior year, our CEO received a payout of 114% under our Short-Term Incentive plan.
Frequency of Future Say on Pay Votes (page 70)
We are asking our stockholders to vote, on an advisory (non-binding) basis, to hold future say on pay votes every
year. Our stockholders voted on a similar proposal in 2011, with the majority voting to hold the say on pay vote every
year. Our Board of Directors continues to believe that holding a say on pay vote every year is most appropriate for
our company so that our stockholders may express their views on our executive compensation program annually, and
recommends that you vote to hold such advisory vote in the future every year.
2017 Omnibus Incentive Plan (page 71)
We are asking our stockholders to approve adoption of our 2017 Omnibus Incentive Plan and approve certain material
terms and conditions relating to performance-based compensation under the 2017 Omnibus Incentive Plan. The Board
believes that the Company’s incentive compensation plans are valuable compensation tools to align individual and
corporate performance with the interests of our stockholders. The proposed 2017 Omnibus Incentive Plan renews and
4
updates our long-standing performance-based incentive programs, including replacing our existing equity incentive
plan. The 2017 Omnibus Incentive Plan has the following plan highlights:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Minimum vesting requirements (with 5% exception)
No “liberal” change in control definition
No automatic “single-trigger” vesting on a change in control
No liberal share recycling for stock option and SAR awards
No discounted stock options or SARs
No re-pricing of stock options or SARs; no reload awards
No dividend equivalents may be granted on stock options/SARs and no dividends or dividend
equivalents may be distributed on unvested awards prior to the vesting of such awards
Forfeiture and recoupment provisions
Limits on non-employee director compensation of $350,000 per year
Independent Registered Public Accounting Firm (page 81)
We ask that our stockholders ratify the selection of Ernst & Young LLP as our independent registered public
accountants for the year ending December 31, 2016. Below is summary information about Ernst & Young’s fees for
services provided in fiscal years 2016 and 2015.
Fee Category
Audit Fees
Audit-Related Fees
Tax Fees
All Other Fees
Total Fees
2016
2015
($ in thousands)
$
1,424
$
1,342
-
-
-
305
-
-
$
1,424
$
1,647
Important Notice Regarding the Availability of Proxy Materials for the Stockholder Meeting to Be Held on
May 18, 2017.
Our Annual Report and this Proxy Statement are available at www.proxyvote.com. To access our Annual Report and
Proxy Statement, enter the control number referenced on your proxy card.
What is the Purpose of the Annual Meeting?
ABOUT THE ANNUAL MEETING
At the Annual Meeting, our management will report on our performance during 2016 and respond to
questions from our stockholders. In addition, stockholders will act upon the matters outlined in the accompanying
Notice of Annual Meeting of Stockholders, which include the following five proposals:
Proposal 1
To elect seven members of the Board of Directors.
Proposal 2
To hold an advisory vote on the compensation of our executive officers.
Proposal 3
To hold an advisory vote on the frequency of advisory votes on the compensation of our
executive officers.
Proposal 4
To approve the Wabash National Corporation 2017 Omnibus Incentive Plan.
5
Proposal 5
To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s
independent registered public accounting firm for the year ending December 31, 2017.
Stockholders will also consider any other matters that properly come before the Annual Meeting or any
adjournment or postponement thereof. Management is currently not aware of any other business to come before the
Annual Meeting.
Who is Entitled to Vote?
Only stockholders of record at the close of business on March 20, 2017 (the “Record Date”) are entitled to
receive notice of the Annual Meeting and to vote the shares of common stock of the Company (“Common Stock”)
that they held on the Record Date at the Annual Meeting, or any postponement or adjournment of the Annual Meeting.
Each share entitles its holder to cast one vote on each matter to be voted upon.
A list of stockholders of record as of the Record Date will be available for inspection during ordinary business
hours at our offices located at 1000 Sagamore Parkway South, Lafayette, Indiana 47905, from May 11, 2017 to the
date of our Annual Meeting. The list will also be available for inspection at the Annual Meeting.
Who can Attend the Annual Meeting?
All stockholders as of the close of business on the Record Date, or their duly appointed proxies, may attend
the Annual Meeting.
Please note that if you hold your shares in “street name” (that is, through a broker or other nominee), you
will need to bring a copy of a brokerage statement reflecting your stock ownership as of the Record Date and check
in at the registration desk at the Annual Meeting. Alternatively, to vote, you may contact the person in whose name
your shares are registered and obtain a proxy from that person and bring it to the Annual Meeting.
What Constitutes a Quorum?
The presence at the Annual Meeting, in person or by valid proxy, of the holders of a majority of the shares
of our Common Stock outstanding on the Record Date will constitute a quorum, permitting us to conduct our business
at the Annual Meeting. As of the Record Date, 60,448,111 shares of Common Stock, held by 642 stockholders of
record, were outstanding and entitled to vote at the Annual Meeting. Proxies received but marked as abstentions and
broker non-votes will be included in the calculation of the number of shares considered to be present at the Annual
Meeting.
How do I Vote?
You can vote on matters to come before the Annual Meeting in the following four ways:
•
•
•
•
Visit the website noted on your proxy card to vote via the internet;
Use the telephone number on your proxy card to vote by telephone;
Vote by mail by completing, dating and signing the proxy card mailed with your notice and returning
it in the provided postage-paid envelope. If you do so, you will authorize the individuals named on
the proxy card, referred to as the proxies, to vote your shares according to your instructions. If you
provide no instructions, the proxies will vote your shares according to the recommendation of the
Board of Directors or, if no recommendation is given, in their own discretion; or,
Attend the Annual Meeting and cast your vote in person.
6
What if I Vote and Then Change my Mind?
You may revoke your proxy at any time before it is exercised by:
•
•
•
•
Providing written notice of revocation to the Corporate Secretary, Wabash National Corporation,
1000 Sagamore Parkway South, Lafayette, Indiana 47905;
Voting again, on a later date, via the internet or by telephone (only your latest internet or telephone
proxy submitted prior to the Annual Meeting will be counted);
Submitting another duly executed proxy bearing a later date; or
Attending the Annual Meeting and casting your vote in person.
Your last vote will be the vote that is counted.
What are the Board’s Recommendations?
The Board recommends that you vote FOR election of each of the director nominees (p. 9), FOR the approval
of the compensation of our executive officers (p. 67), FOR holding an annual advisory vote on executive pay
ANNUALLY (p. 70), FOR the approval of the Wabash National Corporation 2017 Omnibus Incentive Plan (p. 71),
and FOR ratification of the appointment of our auditors (p. 81). Unless you give other instructions, the persons named
as proxy holders on the proxy card will vote in accordance with the Board’s recommendation. With respect to any
other matter that properly comes before the meeting, the proxy holders will vote in their own discretion.
What Vote is Required for Each Proposal?
The following table summarizes the vote threshold required for approval of each proposal and the effect of
abstentions, uninstructed shares held by banks or brokers, and unmarked, signed proxy cards. If you hold your shares
in “street name” through a broker or other nominee, your broker or nominee may elect to exercise voting discretion
with respect to the appointment of our auditors. Under New York Stock Exchange (“NYSE”) Rules, this proposal is
considered a “discretionary” item, meaning that brokerage firms that have forwarded this Proxy Statement to clients
25 days or more before the Annual Meeting may vote in their discretion for this item on behalf of clients who have
not furnished voting instructions at least 15 days before the date of the Annual Meeting and brokerage firms that have
forwarded this Proxy Statement to clients less than 25 days before the Annual Meeting may vote in their discretion
for this item on behalf of clients who have not furnished voting instructions at least 10 days before the date of the
Annual Meeting. If you do not give your broker or nominee specific instructions, your broker or nominee may elect
not to exercise its discretion on the ratification of the appointment of our auditors, in which case your shares will not
be voted on this matter.
If you hold your shares in “street name” through a broker or other nominee, your broker or nominee may not
exercise discretion to vote your shares with respect to the election of directors, the advisory vote on executive
compensation and the advisory vote on the frequency of the vote on executive compensation, and the approval of the
2017 Omnibus Incentive Plan. Shares for which the broker does not exercise its discretion or for which it has no
discretion and for which it has received no instructions, so-called broker “non-votes,” will not be counted in
determining the number of shares necessary for approval of such matters; however, those shares will be counted in
determining whether there is a quorum.
On all proposals, if you sign and return a proxy or voting instruction card, but do not mark how your shares
are to be voted, they will be voted as the Board recommends.
7
Proposal
Number
Item
1
2
3
4
5
Election of Directors
Advisory vote on executive compensation
Advisory vote on the frequency of the advisory vote
on executive compensation
Approve the Wabash National Corporation 2017
Omnibus Incentive Plan
Ratification of Appointment of Independent Auditor
Vote Required for
Approval of Each Item
Majority of votes cast
Majority of shares present
and entitled to vote
Abstentions
No effect
Same effect
as "against"
Uninstructed
Shares
Unmarked
Proxy Cards
Not voted
Voted "for"
Not voted
Voted "for"
Plurality of votes cast
No effect
Not voted
Voted "for"
an annual
vote
Majority of shares present
and entitled to vote
Majority of shares present
and entitled to vote
Same effect
as "against"
Same effect
as "against"
Not voted
Voted "for"
Discretionary
vote
Voted "for"
Who will Bear the Costs of this Proxy Solicitation?
We will bear the cost of solicitation of proxies. This includes the charges and expenses of brokerage firms
and others for forwarding solicitation material to beneficial owners of our outstanding Common Stock. We may solicit
proxies by mail, personal interview, telephone or via the Internet through our officers, directors and other management
associates, who will receive no additional compensation for their services. In addition, we have retained Laurel Hill
Advisory Group, LLC to assist with proxy solicitation. For their services, we will pay a fee of $6,000 plus out-of-
pocket expenses.
8
PROPOSAL 1
Election of Directors
Our Bylaws provide that our Board of Directors, or the Board, shall be comprised of not less than three, nor
more than nine, directors with the exact number to be fixed by resolution of the Board. The Board has fixed the
authorized number of directors at seven directors.
At the Annual Meeting, seven directors are to be elected, each of whom shall serve for a term of one year or
until his or her successor is duly elected and qualified or until his or her earlier death, resignation or removal. Proxies
representing shares held on the Record Date that are returned duly executed will be voted, unless otherwise specified,
in favor of the seven nominees for the Board named below. In accordance with our Bylaws, each nominee, as a
condition to nomination, has submitted to the Nominating and Corporate Governance Committee an irrevocable
resignation from the Board that is effective only in the event a nominee does not receive the required vote of our
stockholders to be elected to the Board and the Board accepts the nominee’s resignation. Each of the nominees has
consented to be named in this Proxy Statement and to serve on the Board if elected. It is not anticipated that any
nominee will become unable or unwilling to accept nomination or election, but, if that should occur, the persons named
in the proxy intend to vote for the election in his or her stead, such other person as the Nominating and Corporate
Governance Committee may recommend to the Board.
Corporate Governance Matters
Our Board has adopted Corporate Governance Guidelines (the “Guidelines”). Our Board has also adopted a
Code of Business Conduct and Ethics and a Code of Business Conduct and Ethics for the Chief Executive Officer and
Senior Financial Officers (the “Codes”). The Guidelines set forth a framework within which the Board oversees and
directs the affairs of Wabash National. The Guidelines cover, among other things, the composition and functions of
the Board, director independence, director stock ownership, management succession and review, Board committees,
the selection of new directors, and director responsibilities and duties.
The Codes cover, among other things, compliance with laws, rules and regulations (including insider trading),
conflicts of interest, corporate opportunities, confidentiality, protection and use of company assets, and the reporting
process for any illegal or unethical conduct. The Code of Business Conduct and Ethics applies to all of our directors,
officers, and associates, including our Chief Executive Officer and Chief Financial Officer. The Code of Business
Conduct and Ethics for the Chief Executive Officer and Senior Financial Officers includes provisions that are
specifically applicable to our Chief Executive Officer, Chief Financial Officer and senior financial executives.
Any amendment to or waiver from a provision of the Codes for a director or executive officer (including for
our Chief Executive Officer, or CEO, and Chief Financial Officer, or CFO) will be promptly disclosed and posted on
our website as required by law or the listing standards of the NYSE.
The Guidelines and the Codes are available on the Investor Relations/Corporate Governance page of our
website at www.wabashnational.com and are available in print without charge by writing to: Wabash National
Corporation, Attention: Corporate Secretary, 1000 Sagamore Parkway South, Lafayette, Indiana 47905.
Related Persons Transactions Policy
Our Board has adopted a written Related Persons Transactions Policy. The Related Persons Transactions
Policy sets forth our policy and procedures for review, approval and monitoring of transactions in which the Company
and “related persons” are participants. Related persons include directors, nominees for director, officers, stockholders
owning 5% or greater of our outstanding stock, and any immediate family members of the aforementioned. The
Related Persons Transactions Policy is administered by a committee designated by the Board, which is currently the
Audit Committee.
The Related Persons Transactions Policy covers any related person transaction that meets the minimum
threshold for disclosure in our annual meeting proxy statement under the relevant Securities and Exchange
Commission (the “SEC”) rules. Currently, pursuant to the Policy, transactions involving amounts exceeding
9
$120,000, in which a related person has a direct or indirect material interest, must be approved, ratified, rejected or
referred to the Board by the Audit Committee. The policy provides that as a general rule all related person transactions
should be on terms reasonably comparable to those that could be obtained by the Company in arm’s length dealings
with an unrelated third party. However, the policy takes into account that in certain cases it may be impractical or
unnecessary to make such a comparison. In such cases, the transaction may be approved in accordance with the
provisions of the Delaware General Corporation Law. When evaluating potential related person transactions, the Audit
Committee considers all reasonably available facts and circumstances and approves only the related person
transactions determined in good faith to be in compliance with, or not inconsistent with, our Code of Business Conduct
and Ethics, and the best interests of our stockholders.
The Related Persons Transaction Policy provides that management, or the affected director or officer will
bring any potentially relevant transaction to the attention of the Audit Committee. Additionally, each year, our
directors and executive officers complete annual questionnaires designed to elicit information about potential related
person transactions, and the directors and officers must promptly advise the Corporate Secretary if there are any
changes to the information previously provided. If a director is involved in the transaction, he or she will be recused
from all discussions and decisions with regard to the transaction, to the extent practicable. The transaction must be
approved in advance whenever practicable, and if not practicable, must be ratified as promptly as practicable. All
related person transactions will be disclosed to the full Board, and will be included in the Company’s proxy statement
and other appropriate filings as required by the rules and regulations of the SEC and the NYSE.
Our General Counsel, Erin J. Roth, disclosed to the Audit Committee that she is married to an equity partner
in the law firm of Barnes & Thornburg, LLP, a firm retained by the Company for several legal matters, including
product liability, commercial and employment litigation matters, and for associate benefits, environmental, real estate,
intellectual property, tax, anti-corruption, and export compliance legal counseling services. The Company has retained
Barnes & Thornburg for such services since 2006, which pre-dates Ms. Roth’s employment with the Company. The
process for retaining Barnes & Thornburg is the same as for retaining other law firms on behalf of the Company, with
members of the legal department considering attorney expertise and familiarity with the Company and the legal issue,
jurisdiction, any actual or potential conflicts of interest, past performance and/or referral recommendations, as well as
fee/rate structure prior to engaging any law firm for any legal matters. Additionally, prior to payment of any invoice
issued by Barnes & Thornburg, the Company’s Chief Financial Officer reviews and approves such invoices. During
2016, the Company paid Barnes & Thornburg approximately $283,823 for legal services rendered. The fees the
Company paid to Barnes & Thornburg were less than or consistent with fees paid to – and were retained under similar
terms and fee arrangements as – numerous other law firms retained in 2016 by the Company. Pursuant to our Related
Persons Transaction Policy and the Audit Committee Charter, these transactions were approved by the Audit
Committee, and subsequently approved by the Board, after determining that it is not inconsistent with our Code of
Business Conduct and Ethics.
Our President and Chief Operating Officer (“COO”), Brent L. Yeagy, disclosed to the Audit Committee that
the Company has utilized MidState Engineering LLC (“MidState”), a company co-owned by Mr. Yeagy’s brother, to
provide the following services from time to time: automation and controls programming; facility engineering; machine
fabrication and design; and equipment fabrication/maintenance services. The process to retain MidState is the same
as the process for retaining other vendors of facilities, equipment and maintenance-related services, and is ultimately
managed through the Company’s Global Supply Chain function. Multiple parties and functions throughout the
Company are involved in the decision to retain the services of MidState, including maintenance services, facilities
services, van operations, platform operations, advanced manufacturing and Wabash Composites – none of which were
under the direct supervision or control of Mr. Yeagy in his previous role as Senior Vice President – Group President
of Commercial Trailer Products Group, but which report directly to him in his new role as President and Chief
Operating Officer. As a result of this direct reporting relationship, payment of any open purchase orders with MidState
after October 1, 2016 were to be approved by our Chief Executive Officer. And, as of December 31, 2016, MidState
was removed from the Company’s authorized vendor list and all personnel previously involved in procuring services
from MidState were instructed that Wabash National may no longer contract with MidState for services of any kind.
During 2016, the Company paid MidState approximately $571,033. The fees the Company paid to MidState were
consistent with fees paid to, and were contracted under terms similar to, other facilities, equipment and maintenance-
related services retained in 2016 by the Company. Pursuant to the Related Persons Transaction Policy and the Audit
Committee Charter, these transactions were approved by the Audit Committee, and subsequently approved by the
10
Board of Directors, after determining that they were not inconsistent with the Company’s Code of Business Conduct
and Ethics.
Director Independence
Under the rules of the NYSE, the Board must affirmatively determine that a director has no material
relationship with the Company for the director to be considered independent. Our Board of Directors undertook its
annual review of director independence in February 2017. The purpose of the review was to determine whether any
relationship or transaction existed that was inconsistent with a determination that the director or director nominee is
independent. The Board considered transactions and relationships between each director and director nominee, and
any member of his or her immediate family, and Wabash and its subsidiaries and affiliates. The Board also considered
whether there were any transactions or relationships between directors or director nominees or any member of their
immediate families (or any entity of which a director or director nominee or an immediate family member is an
executive officer, general partner or significant equity holder) and members of our senior management or their
affiliates. As a result of this review, the Board of Directors affirmatively determined that all of the directors nominated
for election at the Annual Meeting are independent of Wabash National and its management within the meaning of
the rules of NYSE, with the exception of Richard J. Giromini, our CEO, and Brent L. Yeagy, our COO.
On May 24, 2007, Dr. Martin Jischke assumed the position of Chairman of the Board. Among his other
responsibilities, our Chairman of the Board presides at the executive sessions of our independent and non-management
directors and facilitates communication between our independent directors and management.
Qualifications and Nomination of Director Candidates
To be considered by the Nominating and Corporate Governance Committee, a director nominee must meet
the following minimum criteria:
•
•
•
•
•
•
•
Has the highest personal and professional integrity;
Has a record of exceptional ability and judgment;
Possesses skills and knowledge useful to our oversight;
Is able and willing to devote the required amount of time to our affairs, including attendance at
Board and committee meetings;
Has the interest, capacity and willingness, in conjunction with the other members of the Board, to
serve the long-term interests of the Company and its stockholders;
May be required to be a “financial expert” as defined in Item 401 of Regulation S-K; and
Is free of any personal or professional relationships that would adversely affect their ability to
serve our best interests and those of our stockholders.
Pursuant to the Guidelines, the Nominating and Corporate Governance Committee also reviews, among other
things, expertise, skills, knowledge, and experience. In reviewing these items, the Board may consider the diversity
of director candidates, including diversity of expertise, geography, gender, and ethnicity. We seek independent
directors who represent a mix of backgrounds and experiences that will enhance the quality of the Board’s
deliberations and decisions. The goal in reviewing these considerations for individual director candidates is that they,
when taken together with those of other Board members, will lead to a Board that is effective, collegial, and responsive
to the needs of the Company and its stockholders.
11
Information on Directors Standing for Election
The biographies of each of the nominees below contains information regarding the experiences,
qualifications, attributes or skills that caused the Nominating and Corporate Governance Committee and the Board to
determine that the person should serve as a director for the Company. The name, age (as of the Record Date), business
experience, and public company directorships of each nominee for director, during at least the last five years, are set
forth in the table below. For additional information concerning the nominees for director, including stock ownership
and compensation, see “Director Compensation” and “Beneficial Ownership of Common Stock,” which follow:
NAME
AGE OCCUPATION, BUSINESS EXPERIENCE & DIRECTORSHIPS
SINCE
Richard J. Giromini
December
2005
63 Mr. Giromini has served as our Chief Executive Officer since January
2007, while also serving as our President until October 2016. Previously,
Mr. Giromini served as our Executive Vice President and Chief Operating
Officer from February 2005 until December 2005, when he was appointed
President and a Director of the Company. Mr. Giromini joined the
Company in July 2002, as Senior Vice President - Chief Operating
Officer. Earlier experience includes 26 years in the transportation
industry, having begun his career with General Motors Corporation (1976
– 1985), serving in a variety of positions of increasing responsibility within
the Tier 1 automotive sector, most recently with Accuride Corporation
(Senior Vice President and General Manager), AKW LP (President and
CEO), and ITT Automotive (Director of Manufacturing). Mr. Giromini
holds a Master of Science degree in Industrial Management and a Bachelor
of Science degree in Mechanical and Industrial Engineering, both from
Clarkson University. He is also a graduate of the Advanced Management
Program at the Duke University Fuqua School of Management.
The sales, operations and strategic leadership experience reflected in
Mr. Giromini’s summary, as well as his performance as our Chief
Executive Officer, his participation on our Board, and his prior experience
as a board member for another public company, supported the Board’s
conclusion that he should again be nominated as a director.
Dr. Martin C. Jischke 75
Dr. Jischke served as President of Purdue University, West Lafayette,
Indiana, from August 2000 until his retirement in July 2007. Dr. Jischke
became Chairman of our Board of Directors at the 2007 Annual Meeting.
Dr. Jischke also serves as a Director of Vectren Corporation, and on the
Board of Trustees of the Illinois Institute of Technology. Dr. Jischke has
served in leadership positions, including as President, of four major
research universities in the United States, in which he was charged with the
strategic and financial leadership of each organization. He was also
previously appointed as a Special Assistant to the United States Secretary
of Transportation.
January
2002
The financial and strategic leadership experience reflected in Dr. Jischke’s
summary, the diversity of thought provided by his academic background,
his current and prior service on the boards of other large public companies
and his performance as Chairman of our Board, supported the Board’s
conclusion that he should again be nominated as a director.
12
John E. Kunz
52
March
2011
Mr. Kunz is the Vice President and Controller of Tenneco Inc., a global
manufacturer of automotive emission control and ride control systems. In
this role, which he has held since March 1, 2015, Mr. Kunz serves as the
company's principal accounting officer with responsibility for the
company’s corporate accounting and financial reporting globally. Prior to
his current position, Mr. Kunz served as Tenneco’s Vice President,
Treasurer and Tax, a position he held since July 2006, preceded by his
position as Tenneco’s Vice President and Treasurer, which he held from
February 2004 until July 2006. Prior to his employment with Tenneco, Mr.
Kunz was the Vice President and Treasurer of Great Lakes Chemical
Corporation, a position he held from August 2001 until February 2004,
after holding several finance positions of increasing responsibility at Great
Lakes, beginning in 1999. Additionally, Mr. Kunz was employed by
KPMG, LLP from 1986 to 1990.
the financial aspects of cyclical manufacturers
As reflected in his summary, Mr. Kunz’s financial expertise, his experience
managing
the
transportation, chemical and steel sectors, as well as his expertise in
managing financing and equity transactions, and his participation on our
Board all supported the Board’s conclusion that he should again be
nominated as a director.
in
Larry J. Magee
62
January
2005
Mr. Magee was the President and CEO of Heartland Automotive Services,
Inc., the largest operator of quick lube retail service centers, operating over
540 Jiffy Lube locations in North America. He held this position from April
2015 until his retirement in October 2016. Mr. Magee remains on the Board
of Directors of Heartland Automotive. Prior to assuming the role of
President and CEO of Heartland Automotive, Mr. Magee was the President,
Consumer Tire U.S. & Canada, for Bridgestone Americas Tire Operations,
LLC a position he held from January 2011 until his retirement from
Bridgestone in September 2013. He also served as Chairman of BFS Retail
& Commercial Operations, LLC and Bridgestone of Canada, Inc. From
December 2001 until January 2011, he served as Chairman, Chief
Executive Officer and President of BFS Retail & Commercial Operations,
LLC. Prior to December 2001, Mr. Magee served as President of
Bridgestone/Firestone Retail Division, beginning in 1998. Mr. Magee has
over 38 years combined experience in sales, marketing, and operational
management, and held positions of increasing responsibility within the
Bridgestone/Firestone family of companies during his 38-year tenure with
Bridgestone/Firestone.
The retail leadership expertise reflected in Mr. Magee’s summary,
including his performance as the chief executive officer and as a board
member for divisions of another company, as well as his participation on
our Board, supported the Board’s conclusion that he should again be
nominated as a director.
13
Ann D. Murtlow
56
Scott K. Sorensen
55
Brent L. Yeagy
46
February
2013
Mrs. Murtlow is the President and Chief Executive Officer of United Way
of Central Indiana, a position she has held since April 1, 2013. Prior to
assuming this role, beginning in 2011, she was the principal in a consulting
firm, AM Consulting LLC, which provided global energy and utility
mergers and acquisition advisory services. From 2002 to 2011, Mrs.
Murtlow was an AES Corporation executive, where she was one of the few
female CEOs in the electric utility industry, holding the role of President
and Chief Executive Officer at Indianapolis Power & Light Company. Mrs.
Murtlow also currently serves as a Director of First Internet Bancorp and
its subsidiary First Internet Bank, and Great Plains Energy and its
subsidiaries Kansas City Power & Light Company and KCP&L Greater
Missouri Operations.
The financial and strategic leadership experience reflected in Mrs.
Murtlow’s summary, her service on the boards of other public and private
companies, and her participation on our Board supported the Board’s
decision that she should again be nominated as a director.
its
Mr. Sorensen is the Chief Executive Officer and a member of the Board of
Directors of Sorenson Holdings and
subsidiary Sorenson
Communications, a provider of communication services and products. Mr.
Sorensen held the position of Chief Financial Officer of Sorenson
Communications from August 2007 to March 2016. Previously, Mr.
Sorensen was the Chief Financial Officer of Headwaters, Inc. from October
2005 to August 2007. Prior to joining Headwaters, Mr. Sorensen was the
Vice President and Chief Financial Officer of Hillenbrand Industries, Inc.,
a manufacturer and provider of products and services for the health care
and funeral services industries, from March 2001 until October 2005.
March
2005
Mr. Sorensen’s financial expertise and experience in corporate finance,
combined with his experience in manufacturing and technology, as
reflected in his summary, and his participation on our Board, supported the
Board’s conclusion that he should again be nominated as a director.
October
2016
Mr. Yeagy has served as President and Chief Operating Officer, and as a
Director of the Company, since October 2016. He had been Senior Vice
President – Group President of Commercial Trailer Products Group from
June 2013 to October 2016. Previously, he served as Vice President and
General Manager for the Commercial Trailer Products Group from 2010 to
2013. Mr. Yeagy has held numerous operations related roles since joining
Wabash National in February 2003. Prior to joining the Company, Mr.
Yeagy held various roles within Human Resources, Environmental
Engineering and Safety Management for Delco Remy International from
July 1999 through February 2003. Mr. Yeagy served in various Plant
Engineering roles at Rexnord Corporation from December 1995 through
July 1997. Mr. Yeagy is a veteran of the United States Navy, serving from
1991 to 1994. He received his Masters of Business Administration from
Anderson University and his Master and Bachelor degrees in Science from
Purdue University. He is also a graduate of the University of Michigan,
Ross School of Business Program in Executive Management and the
Stanford Executive Program.
14
Mr. Yeagy’s more than 25 years of experience in executive leadership,
beginning with his career in the United States Navy, and his strong
background in managing many facets of operations in a manufacturing
company, as reflected in his summary, supported the Board’s conclusion
that he should be nominated as a director.
Board Recommendation
The Board of Directors UNANIMOUSLY recommends a vote “FOR” the election of each of the director
nominees listed above.
Meetings of the Board of Directors, its Leadership Structure and its Committees
Information concerning the Board and the three standing committees maintained by the Board is set forth
below. Board committees currently consist only of directors who are not employees of the Company and whom the
Board has determined are “independent” within the meaning of the listing standards of the NYSE.
During 2016, our Board held six meetings. In 2016, each director attended all meetings of the Board and of
the committees on which s/he serves. Our Board strongly encourages all of our directors to attend our Annual Meeting.
In 2016, all of our directors attended the Annual Meeting.
The Guidelines provide that the independent members of the Board may select the Chairman of the Board
and the Company’s Chief Executive Officer in the manner they consider in the best interests of the Company. The
Chairman of the Board and Chief Executive Officer positions are held by separate persons, and the Board believes
that this is appropriate given the differences between the two roles in our current management structure. Our Chief
Executive Officer, among other duties, is responsible for setting the strategic direction for the Company and the day-
to-day leadership and performance of the Company, while the Chairman of the Board, among his other responsibilities,
presides at the executive sessions of our independent and non-management directors and facilitates communication
between our independent directors and management. The Board does not have a formal policy on whether the roles
of Board Chairman and Chief Executive Officer should be separate or combined and reserves the right to change the
Board’s current leadership structure when, in its judgment, such a change is appropriate for our Company.
The Board has three standing committees: the Nominating and Corporate Governance Committee; the
Compensation Committee; and the Audit Committee. All committee charters can be accessed electronically from the
Investor Relations/Corporate Governance page of our website at www.wabashnational.com or by writing to us at
Wabash National Corporation, Attention: Corporate Secretary, 1000 Sagamore Parkway South, Lafayette, Indiana
47905.
The following table indicates each standing committee or committees on which our directors served in 2016:
Name
Richard J. Giromini
Dr. Martin C. Jischke
James D. Kelly
John E. Kunz
Larry J. Magee
Ann D. Murtlow
Scott K. Sorensen
Nominating and Corporate
Governance Committee
Compensation Committee
Audit
Committee
X
X'
X
X
X
X'
X
X
X
X
X
X'
Brent L. Yeagy
1 Indicates the current chair of the applicable committee.
15
Effective following the 2017 Annual Meeting, if all of the nominees for election at the Annual Meeting are
elected, the directors who will serve on the Nominating and Corporate Governance Committee are currently expected
to be Mrs. Murtlow and Messrs. Kunz and Magee, with Mr. Magee serving as chair; the directors who will serve on
the Compensation Committee are currently expected to be Dr. Jischke, Mrs. Murtlow and Messrs. Kunz, Sorensen
and Magee, with Mr. Kunz serving as chair; and the directors who will serve on the Audit Committee are currently
expected to be Dr. Jischke, and Messrs. Sorensen and Kunz, with Mr. Sorensen serving as chair.
Nominating and Corporate Governance Committee
The Nominating and Corporate Governance Committee met three times during 2016. The Committee’s
responsibilities include:
•
•
•
•
Assisting the Board by either identifying or reviewing stockholder-nominated individuals
qualified to become directors and by recommending to the Board the director nominees for the
next annual meeting of stockholders;
Developing and recommending to the Board corporate governance principles;
Leading the Board in its annual review of the CEO’s and the Board’s performance (including each
of its members); and
Recommending to the Board director nominees for each Board committee.
As part of the Committee’s annual review of the Board’s performance, and its process for recommending director
nominees for the next annual meeting of stockholders, it regularly considers each member’s attendance and overall
contributions to the Board, the diversity of the Board’s composition (including diversity of expertise, geography, age,
gender, and ethnicity), and the willingness of a member to represent and serve the long-term interests of our
stockholders. And, as required by the Guidelines, once any Board member reaches the age of 72, the Committee
annually considers the member’s continuation on the Board, and recommends to the Board whether, in light of all the
circumstances, the Board should request that such member continue to serve on or retire from the Board. Pursuant to
the Guidelines, in 2016, the Committee considered the continued membership of Dr. Jischke and determined, in light
of his leadership of and overall contributions to the Board, he should continue as a member of the Board for at least
another year.
The Compensation Committee met five times during 2016. The Compensation Committee’s responsibilities
Compensation Committee
include:
•
•
•
Considering, recommending, administering and implementing our incentive compensation plans
and equity-based plans;
Annually reviewing and recommending to the Board the forms and amounts of director
compensation; and
Annually reviewing and approving the corporate goals and objectives relevant to the CEO’s and
other executive officers’ compensation, evaluating their performance in light of those goals and
objectives, and setting compensation levels based on the evaluations.
The Compensation Committee is responsible for determining our compensation policies for executive
officers and for the administration of our equity and incentive plans, including our 2011 Omnibus Incentive Plan. The
Compensation Committee works closely with our Senior Vice President of Human Resources in gathering the
necessary market data to assess executive compensation. In addition, our CEO makes recommendations to the
Compensation Committee for the other executive officers on the amount of base salary, target cash awards pursuant
to our short-term incentive plan and target equity awards pursuant to our long-term incentive plan. Our CEO also
16
discusses with and makes recommendations to the Compensation Committee regarding performance targets for our
short-term and long-term incentive plans before they are established, and upon conclusion of the performance period.
For a discussion of our CEO’s role and recommendations with respect to compensation decisions affecting our Named
Executive Officers, see the Compensation Discussion and Analysis below. Pursuant to the Compensation Committee’s
charter, the Committee may form and delegate its responsibilities to subcommittees of the Committee.
The Compensation Committee has historically engaged an independent compensation consultant, which is
currently Meridian Compensation Partners LLC (“Meridian”). The Committee requested that Meridian provide
competitive market assessments regarding executive officer compensation, which were used by the Committee in
determining the appropriate executive compensation levels for 2016 and 2017, in line with the Company’s
compensation plans, philosophies and goals.
Additionally, the Compensation Committee is responsible for assessing and setting the compensation of the
Company’s non-employee directors. In February 2017 a competitive market assessment of director compensation
was prepared by Meridian. The Committee reviewed this market assessment and, following its review, recommended
that no changes to director compensation levels be made in 2017. See Schedule of Director Fees.
Audit Committee
The Board has established a separately-designated standing Audit Committee in accordance with
Section 3(a)(58)(A) of the Securities Exchange Act of 1934 (the “Exchange Act”). The Audit Committee met eight
times during 2016. In addition to the Board’s determination that each member of the Audit Committee is
“independent” within the meaning of the rules of the NYSE, the Board also determined that Mr. Kunz and
Mr. Sorensen are “audit committee financial experts” as defined by the rules of the SEC, and that they, along with Dr.
Jischke, have accounting and related financial management expertise within the meaning of the listing standards of
the NYSE. The experience of Mr. Kunz and Mr. Sorensen relevant to such determination is described above under
“Information on Directors Standing for Election.”
The Audit Committee’s responsibilities include:
•
•
•
•
•
•
•
•
•
•
Reviewing the independence of the independent auditors and making decisions regarding
engaging and discharging independent auditors;
Reviewing with the independent auditors the plans and results of auditing engagements;
Reviewing and approving non-audit services provided by our independent auditors and the range
of audit and non-audit fees;
Reviewing the scope and results of our internal audit procedures and the adequacy of the system of
internal controls;
Overseeing special investigations;
Reviewing our financial statements and reports filed with the SEC;
Overseeing our efforts to ensure that our business and operations are conducted in compliance
with legal and regulatory standards applicable to us, as well as ethical business practices;
Overseeing the Company’s internal reporting system regarding compliance with federal, state and
local laws;
Establishing and implementing procedures for confidential communications for “whistleblowers”
and others who have concerns with our accounting, internal accounting controls and audit
matters; and
Reviewing our significant accounting policies.
17
Board’s Role in Risk Oversight
The Board believes that strong and effective internal controls and risk management processes are essential
elements in achieving long-term stockholder value. The Board, directly and through its committees, is responsible for
overseeing risks potentially affecting the Company, while management is principally tasked with direct responsibility
for management and assessment of risks and the implementation of processes and controls to mitigate their effects on
the Company. The Board conducts oversight of risks that may affect the Company primarily through the Audit
Committee and the Nominating and Corporate Governance Committee.
Specifically, the Audit Committee (i) reviews with senior management our internal system of audit and
financial controls and steps taken to monitor and mitigate risk exposure and (ii) reviews and investigates any matters
pertaining to the integrity of management, including conflicts of interest, compliance with our financial controls, and
adherence to standards of business conduct as required in the policies of the Company. This is accomplished through
the regular review of reports and presentations given by senior management, including our Senior Vice President –
Chief Financial Officer and our Senior Vice President – General Counsel, as well as our Corporate Controller and
Director of Internal Audit. The Audit Committee also regularly meets with our Vice President – Chief Information
Officer to discuss and assess potential information/data security risks. In addition, the Audit Committee regularly
meets with our external auditors to discuss and assess potential risks, and regularly reviews our risk management
practices and risk-related policies (for example, the Company’s Code of Business Conduct and Ethics, information
security policies, risk management and insurance portfolio, and legal and regulatory reviews).
The Nominating and Corporate Governance Committee oversees the Guidelines and other governance
matters that contribute to successful risk oversight and management. This is accomplished through, among other tasks,
reviewing succession plans for the CEO and other key executives, reviewing performance evaluations of the Board
(including each of its members) and CEO, monitoring legal developments and trends regarding corporate governance
practices, and evaluating potential related persons transactions.
The committees make full reports to the Board of Directors at each quarterly meeting regarding each
committee’s considerations and actions. The Board of Directors also receives regular reports directly from officers
responsible for oversight of financial and systemic risks within the Company, on both the nature of those risks and on
how the officers assess and manage risks generally. The Company holds quarterly disclosure committee meetings
prior to the submission of quarterly or annual reports on the financial performance of the Company at which areas of
risk are discussed, and is adopting similar procedures for the Company’s submission of its reports on the Company’s
reasonable country of origin inquiry and due diligence into the source country of certain “conflict minerals” necessary
to the functionality of products manufactured by the Company, and reports to the Audit Committee on the results of
those meetings. In addition, the Company’s Director of Internal Audit conducts regular interviews with officers
responsible for oversight of financial and systemic risks within the Company, as well as testing regarding the same,
and reports the results of those interviews to the Board on at least a quarterly basis.
The Board of Directors, primarily through the Compensation Committee, also considers the structure and
nature of the Company’s compensation policies and procedures, with a focus on the level of risk to the Company, if
any, from those policies and procedures. In carrying out its oversight in this area, the Board of Directors and
Compensation Committee regularly interact with the Senior Vice President of Human Resources, who reviews with
them the Company’s pay practices for salaried associates, including the Company’s compensation plans and the
methods of review and approval for these plans. Additionally, the Company’s incentive-based pay programs are
benchmarked and designed in consultation with the Compensation Committee’s independent compensation
consultant, Meridian. Based on reports to the Board of Directors and Compensation Committee and discussions
thereof, the Board of Directors has concluded that the Company’s compensation policies and practices are not
reasonably likely to have a material adverse effect on the Company. This is due, in part, to the fact that the performance
metrics for determining short-term incentive awards are based on publicly reported metrics and, therefore, are not
easily susceptible to manipulation; the maximum payouts for short-term incentive awards are capped, thereby reducing
the risk that executives might be motivated to pursue excessively high short-term goals to maximize short-term
payouts; and, the maximum number of long-term incentive awards that are performance-based are also capped, thereby
reducing the risk that executives may be motivated to pursue excessively high performance targets (at the expense of
long-term strategic growth) to maximize the number of performance-based awards received. In addition, the
18
Company’s stock ownership guidelines incentivize our executives to focus on the Company’s long-term, sustainable
growth.
Director Nomination Process
The Nominating and Corporate Governance Committee will consider stockholder recommendations for
director nominees sent to the Nominating and Corporate Governance Committee, Wabash National Corporation,
Attention: Corporate Secretary, 1000 Sagamore Parkway South, Lafayette, Indiana 47905. Stockholder
recommendations for director nominees should include:
•
•
•
•
•
•
The name and address of the stockholder recommending the person to be nominated;
A representation that the stockholder is a holder of record of our stock, including the number of
shares held and the period of holding;
A description of all arrangements or understandings between the stockholder and the
recommended nominee;
Such other information regarding the recommended nominee as would be required to be included
in a proxy statement filed pursuant to Regulation 14A under the Exchange Act;
The consent of the recommended nominee to serve as a director if so elected; and
All other required information set forth in our Bylaws.
Stockholders’ nominees that comply with the procedures for submitting a stockholder nomination will
receive the same consideration as other candidates identified by or to the Nominating and Corporate Governance
Committee. The procedures for submitting a stockholder nomination are set forth below under “Stockholder
Proposals and Nominations.” Upon receipt by the Corporate Secretary of a stockholder notice of a director nomination,
the Corporate Secretary will notify the stockholder that the notice has been received and will be presented to the
Nominating and Corporate Governance Committee for review.
Identifying and Evaluating Nominees for Directors
The Nominating and Corporate Governance Committee, with the assistance of the General Counsel and, if
desired by the Nominating and Corporate Governance Committee, a retained search firm, will screen candidates,
perform reference checks, prepare a biography for each candidate for the Nominating and Corporate Governance
Committee to review and conduct interviews. The Nominating and Corporate Governance Committee, the Chairman,
and the Chief Executive Officer will interview candidates that meet the criteria. The Nominating and Corporate
Governance Committee will recommend to the Board of Directors nominees that best suit the Board’s needs.
Communications with the Board of Directors
Stockholders or other interested persons wishing to make known complaints or concerns about our
accounting, internal accounting controls or auditing matters, or bring other concerns to the Board or the Audit
Committee, or to otherwise communicate with our independent directors as a group or the entire Board, individually
or as a group, may do so by sending an email to board@wabashnational.com or auditcommittee@wabashnational.com,
or by writing to them care of Wabash National Corporation, Attention: General Counsel, 1000 Sagamore Parkway
South, Lafayette, Indiana 47905. You may report your concerns anonymously or confidentially.
Pursuant to the direction of the Board, all correspondence will be received and processed by the General
Counsel’s office. You will receive a written acknowledgment from the General Counsel’s office upon receipt of your
written correspondence. All communications received in accordance with the above procedures will be reviewed
initially by the General Counsel, who will relay all such communications to the appropriate director, directors or
committee.
19
Non-employee directors were compensated in 2016 for their service as a director as shown in the chart below:
Director Compensation
Schedule of Director Fees
Effective January 1, 2016
Annual Retainers (1)
Board
Member:
Audit Committee
Compensation Committee
Nominating and Corporate Governance Committee
Chairman of the Board
Audit Committee Chair
Compensation Committee Chair
Nominating and Corporate Governance Committee Chair
Amount
$
175,000
(2)
$
10,000
8,000
8,000
25,000
15,000
12,000
10,000
(1) All annual cash retainers are paid in quarterly installments. Annual grants of restricted stock units,
referenced in footnote 2 below, are paid in full following the election of directors at the annual meeting.
(2) Consists of a $75,000 cash retainer and an award of restricted stock units of Company stock having an
aggregate market value at the time of grant of $100,000. Restricted stock units vest in full on the first
anniversary of the grant date.
At the February 2017 Board meeting, the Board resolved to maintain its compensation for 2017 at the level
in effect as of January 1, 2016.
The following table summarizes the compensation paid to our directors during 2016, other than Mr. Giromini
and Mr. Yeagy, whose compensation is discussed below under Executive Compensation.
Director Compensation for Year-End
December 31, 2016
(1)
Fees Earned or
Paid in Cash
(2)
Stock Awards
(3)
All Other
Compensation
Total
($)
$118,000
$91,000
$97,000
$93,000
$91,000
$98,000
($)
$100,012
$100,012
$100,012
$100,012
$100,012
$100,012
($)
$0
$3,640
$3,880
$3,720
$0
$3,920
($)
$218,012
$194,652
$200,892
$196,732
$191,012
$201,932
Consists of cash fees earned in 2016, some of which were not paid until January 2017, for annual
retainers and compensation pursuant to our Non-Qualified Deferred Compensation Plan, whose
material terms are described in the narrative preceding the Non-Qualified Deferred Compensation
Table in the Executive Compensation section below. This column includes any amounts a director
elects to defer pursuant to the Non-Qualified Deferred Compensation Plan.
Name
Martin C. Jischke
James D. Kelly
John E. Kunz
Larry J. Magee
Ann D. Murtlow
Scott K. Sorensen
(1)
(2)
Consists of a grant of restricted stock units on May 12, 2016, which will vest on May 12, 2017.
20
(3)
Consists of the Company’s match pursuant to our Non-Qualified Deferred Compensation Plan.
The Company fully matches the first 3% of earnings deferred by a participant under the non-
qualified deferred compensation plan. In addition, the Company will contribute ½% for each
additional percent of deferred earnings contributed by the participant, up to a maximum of 5% of
the participant’s deferred earnings (thus resulting in a maximum of a 4% Company match on a
participant’s deferral of 5% of his/her earnings).
Non-employee Director Stock Ownership Guidelines
The Board believes that it is important for each director to have a financial stake in the Company, aligning
the director’s interests with those of the Company’s stockholders. To meet this objective, the Board has established
stock ownership guidelines, which provide that each non-employee director is required to hold 65% of all Company
shares received through Company incentive compensation plans (the “Director Holding Requirement”) until the non-
employee director achieves a target ownership level equal to five (5) times the cash portion of the non-employee
director’s Annual Board Retainer. Once a non-employee director has achieved his/her stated target ownership level,
s/he is no longer required to adhere to the Director Holding Requirement, unless and until his/her ownership level falls
below the target. For purposes of calculating target ownership levels, the following types of Company shares are
counted: stock owned by the non-employee director; vested or unvested restricted stock and restricted stock units; and
performance stock units deemed earned, but not yet vested.
Non-employee directors are required to comply with the guidelines immediately upon their appointment as
a director, however, they may forfeit shares to pay taxes upon vesting of shares and/or the exercise price upon stock
option exercise. As of December 31, 2016, all non-employee directors met the guidelines.
Other
The Board requires that every new non-employee director participate in a detailed orientation, which includes
a review of business and financial operations, meetings with company executives and others, and an overview of our
corporate governance policies and procedures. Additionally, all Board members travel at least annually to visit some
of our key operations and meet with business and operations leadership at these sites.
The Company reimburses all directors for travel and other reasonable, necessary business expenses incurred
in the performance of their services for the Company and extends coverage to them under the Company’s travel
accident and directors’ and officers’ liability insurance policies. In addition, the Company allocates to each director a
biennial allowance of $10,000 to reimburse costs associated with attending continuing education courses related to
Board of Directors service.
Section 16(a) Beneficial Ownership Reporting Compliance
Section 16(a) of the Exchange Act requires our directors, executive officers and 10% stockholders to file
reports of ownership of our equity securities. To our knowledge, based solely on our review of the copies of such
forms furnished to us in 2016 and written representations from our executive officers and directors, we believe that
all Section 16(a) filing requirements of our directors and executive officers were met.
Beneficial Ownership of Common Stock
The following table sets forth certain information as of March 20, 2017 (unless otherwise specified), with
respect to the beneficial ownership of our Common Stock by each person who is known to own beneficially more than
5% of the outstanding shares of Common Stock, each person currently serving as a director, each nominee for director,
each Named Executive Officer (as defined in the Compensation Discussion & Analysis below), and all directors and
executive officers as a group:
21
Name and Address of Beneficial Owner
The Vanguard Group, Inc.
100 Vanguard Boulevard
Malvern, Pennsylvania 19355
Black Rock, Inc. and affiliates
40 East 52nd Street
New York, New York 10022
Dimensional Fund Advisors LP
Building One, 6300 Bee Cave Road
Austin, Texas 78746
Vanguard Horizon Funds - Vanguard Strategic Equity
Fund - 23-2787277
100 Vanguard Boulevard
Malvern, Pennsylvania 19355
LSV Asset Management
155 N. Wacker Drive, Suite 4600
Chicago, Illinois 60606
Richard J. Giromini
Martin C. Jischke
James D. Kelly
John E. Kunz
Larry J. Magee
Ann D. Murtlow
William D. Pitchford
Erin J. Roth
Scott K. Sorensen
Jeffery L. Taylor
Mark J. Weber
Brent L. Yeagy
Shares of
Common Stock
Beneficially
Owned(1)
Percent of
Class
(rounded)
10,958,913
(2)
18.1%
7,212,458
(3)
11.9%
4,640,475
(4)
7.7%
3,482,495 (5)
5.8%
3,423,745
(6)
5.7%
1,027,778 (7)
1.7%
58,867 (8)
73,381 (9)
38,516 (10)
85,985 (11)
24,108 (12)
34,395 (13)
91,598 (14)
64,473 (15)
51,619 (16)
145,948 (17)
83,660 (18)
*
*
*
*
*
*
*
*
*
*
*
All of our directors and executive officers as a group (12 persons)
1,780,328 (19)
2.9%
* Less than one percent
(1) Beneficial ownership is determined in accordance with the rules of the SEC and generally includes voting or
investment power with respect to securities. Shares of Common Stock subject to restricted stock units and/or
performance stock units are not deemed outstanding by the Company for purposes of reporting on common
stock outstanding. As such, only those units that will vest within 60 days of March 20, 2017 are deemed
outstanding for purposes of computing the percentage ownership of the person holding such units. Shares of
Common Stock subject to options currently exercisable or exercisable within 60 days of March 20, 2017 are
deemed outstanding for purposes of computing the percentage ownership of the person holding such options,
but are not deemed outstanding for purposes of computing the percentage ownership of any other person.
Except where indicated otherwise, and subject to community property laws where applicable, the persons
22
named in the table above have sole voting and investment power with respect to all shares of Common Stock
shown as beneficially owned by them.
(2) Based solely on the Schedule 13G/A filed February 13, 2017 by The Vanguard Group, Inc. on its own behalf
and on behalf of its subsidiaries Vanguard Fiduciary Trust Company and Vanguard Investments Australia,
Ltd. (collectively, the “Vanguard Subsidiaries”). The Vanguard Group has sole voting power with respect
to 90,648 shares, shared voting power with respect to 12,831 shares, sole dispositive power with respect to
10,859,206 shares, and shared dispositive power with respect to 99,707 shares. None of the Vanguard
Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.
(3) Based solely on a Schedule 13G/A filed January 17, 2017 by BlackRock, Inc. on its own behalf and on behalf
of its subsidiaries BlackRock (Netherlands) B.V., BlackRock Advisors, LLC, BlackRock Asset Management
Canada Limited, BlackRock Asset Management Ireland Limited, BlackRock Asset Management Schweiz
AG, BlackRock Financial Management, Inc., BlackRock Fund Advisors, BlackRock Institutional Trust
Company, N.A., BlackRock International Limited, BlackRock Investment Management (Australia) Limited,
BlackRock Investment Management (UK) Ltd, BlackRock Investment Management, LLC (collectively, the
“BlackRock Subsidiaries”). BlackRock, Inc. has sole voting power with respect to 7,343,321 shares. None
of the BlackRock Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of
Common Stock except for BlackRock Fund Advisors.
(4) Based solely on the Schedule 13G filed February 9, 2017 by Dimensional Fund Advisors LP and its
subsidiaries. Dimensional Fund Advisors LP has sole voting power with respect to 4,429,947 shares. None
of Dimensional Fund Advisors LP’s subsidiaries claim beneficial ownership of 5% or greater of the
outstanding shares of Common Stock.
(5) Based solely on the Schedule 13G filed February 13, 2017 by Vanguard Horizon Funds – Vanguard Strategic
Equity Fund - 23-2787277.
(6) Based solely on the Schedule 13G filed February 6, 2017 by LSV Asset Management. LSV Asset
Management has sole voting power with respect to 1,842,791 shares.
(7) Includes options held by Mr. Giromini to purchase 416,841 shares that are currently, or will be within 60
days of March 20, 2017, exercisable. Does not include any unvested restricted stock units or performance
stock units, as no such awards held by Mr. Giromini will vest within 60 days of March 20, 2017.
(8) Includes 7,073 restricted stock units that are scheduled to vest within 60 days of March 20, 2017.
(9) Includes 7,073 restricted stock units that are scheduled to vest within 60 days of March 20, 2017.
(10) Includes 7,073 restricted stock units that are scheduled to vest within 60 days of March 20, 2017.
(11) Includes 7,073 restricted stock units that are scheduled to vest within 60 days of March 20, 2017.
(12) Includes 7,073 restricted stock units that are scheduled to vest within 60 days of March 20, 2017. Through
a family estate planning structure, Mrs. Murtlow shares voting and investment power on all reported shares
with her spouse.
(13) Includes options held by Mr. Pitchford to purchase 6,760 shares that are currently, or will be within 60 days
of March 20, 2017, exercisable. Does not include any unvested restricted stock units or performance stock
units, as no such awards held by Mr. Pitchford will vest within 60 days of March 20, 2017.
(14) Includes options held by Ms. Roth to purchase 21,080 shares that are currently, or will be within 60 days of
March 20, 2017, exercisable. Does not include any unvested restricted stock units or performance stock
units, as no such awards held by Ms. Roth will vest within 60 days of March 20, 2017.
23
(15) Includes 7,073 restricted stock units that are scheduled to vest within 60 days of March 20, 2017. Through
a family estate planning structure, Mr. Sorensen shares voting and investment power on all reported shares
with his spouse.
(16) Includes options held by Mr. Taylor to purchase 20,377 shares that are currently, or will be within 60 days
of March 20, 2017, exercisable. Does not include any unvested restricted stock units or performance stock
units, as no such awards held by Mr. Taylor will vest within 60 days of March 20, 2017.
(17) Includes options held by Mr. Weber to purchase 7,587 shares that are currently, or will be within 60 days of
March 20, 2017, exercisable. Does not include any unvested restricted stock units or performance stock
units, as no such awards held by Mr. Weber will vest within 60 days of March 20, 2017.
(18) Includes options held by Mr. Yeagy to purchase 35,567 shares that are currently, or will be within 60 days
of March 20, 2017, exercisable. Does not include any unvested restricted stock units or performance stock
units, as no such awards held by Mr. Yeagy will vest within 60 days of March 20, 2017.
(19) Includes options held by our executive officers to purchase an aggregate of 508,212 shares that are currently,
or will be within 60 days of March 20, 2017, exercisable. The Company's directors do not hold any options.
Includes 42,438 restricted stock units that are scheduled to vest to our directors within 60 days of March 20,
2017.
24
Executive Compensation
Compensation Discussion and Analysis
The Board of Directors and the Company recognize that our stockholders should have as much trust in the
integrity of the Company’s executive compensation process as our customers have in the quality of our products. We
place tremendous effort and rigor into our executive compensation processes. We strive to be fair and reasonable
while simultaneously aligning the interests of our stockholders and the executives who have been entrusted to lead the
Company.
The following compensation discussion and analysis (“CD&A”) provides information regarding the
objectives and elements of our compensation philosophy and policies for our NEOs in 2016 and key changes to the
policies in 2017. Throughout this CD&A, Wabash National’s Named Executive Officers, or NEOs, means:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Richard J. Giromini – chief executive officer (“CEO”)
Jeffery L. Taylor – senior vice president and chief financial officer (“CFO”)
Erin J. Roth – senior vice president, general counsel and secretary (“General Counsel”)
Mark J. Weber – senior vice president, group president – Diversified Products Group (“Group
President – DPG”)
Brent L. Yeagy – president and chief operating officer (“COO”)
Mr. Yeagy began serving in his current role as president and chief operating officer effective October 1,
2016. Prior to that time, he served as senior vice president, group president – Commercial Trailer Products Group,
and Mr. Giromini served as both chief executive officer and president.
Executive Summary
2016 Financial Highlights
Over the past six years, we have made significant progress toward our strategy to transform ourselves into a
diversified industrial manufacturer with a higher growth and margin profile. With this strategic goal in mind, we
accomplished the following since 2011:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Grown revenue from $1.19 billion in 2011 to $1.85 billion in 2016;
Grown operating income from $19.8 million in 2011 to $202.5 million in 2016;
Grown net income from $15.0 million in 2011 to $119.4 million in 2016;
Improvement in gross profit margins from 5.6% in 2011 to 17.6% in 2016; and
Net debt and liquidity as of year-end 2011 were $49.8 million and $125.7 million, respectively. As
of year-end 2016, net debt and liquidity were $77.2 million and $333.0 million, respectively.
During 2016, management continued to make progress on our strategic initiatives, as highlighted in the
specific accomplishments detailed below:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Record operating income for the fifth consecutive year, up 12% over the prior year;
Continued to maintain record liquidity levels, with year-end 2016 liquidity of $333 million;
Reduced net debt by $70 million during 2016;
Repurchased $77 million of shares under the Company’s share repurchase plan;
Announced in December 2016 the reinstatement of a dividend program by which the Company will
pay a regular quarterly cash dividend to the stockholders of its common stock; and
Continued to execute on the Company’s strategy to reduce debt by entering into agreements to
repurchase up to $82 million in principal of the Company’s outstanding Convertible Senior Notes.
25
Best Practices
Highlighted below are certain executive compensation governance practices (that we employ and avoid) that
support the needs of our business, drive performance and align with our stockholders’ long-term interests. We believe
our executive compensation practices align with our corporate values and mission and provide a foundation for long-
term success. These practices include:
PRACTICES WE EMPLOY
√ Pay for Performance – We tie pay to
performance. The majority of NEO pay is
not guaranteed – and is performance-based.
We set financial goals for corporate and
business unit performance.
√ Reasonable Executive Severance/Change-
in-Control Policy – We believe we have
reasonable post-employment and change-in-
control provisions that are generally in line
with those of our peer group.
√ Peer Review – We closely monitor the
compensation systems of companies of
similar size and similar industries, with the
objective of setting total compensation for
our NEOs at levels that are generally
competitive with our peer group, but also
account for the Company’s own financial
performance objectives.
√ Mitigate Undue Risk – Our compensation
to discourage
to
related
our
under
practices are designed
excessive
performance
compensation programs.
risk-taking
and
as
payout
√ Annual NEO Pay Review – Our
Compensation Committee reviews NEO pay
annually, and the CEO and other NEOs are
evaluated on their performance annually as
part of this process
PRACTICES WE AVOID
χ No Pledging/Hedging Transactions or
Short Sales Permitted – Our policies
prohibit executives, including the NEOs,
and directors from pledging or engaging in
hedging or short sales with respect to the
Company’s common stock.
χ No Repricing Underwater Stock Options
or Stock Appreciation Rights Without
Stockholder Approval – We do not permit
underwater
stock
appreciation rights to be repriced without
stockholder approval.
stock options or
χ Employment Contracts – With
the
exception of our CEO (whose contract was
originally executed upon his appointment
as our COO in 2002), we do not have
employment contracts for our NEOs. The
Compensation Committee reviews our
CEO’s performance on a yearly basis
before determining whether to renew the
agreement.
χ No Unique Retirement Programs – We
do not have retirement programs uniquely
applicable to our executive officers, nor do
we provide
supplemental
additional
executive retirement service credit as a
recruitment tool.
χ No Substantial Perquisites – We do not
to our
provide substantial perquisites
executive officers.
√ Double
Trigger
Change-in-Control
Severance Benefits – We employ a double-
trigger change in control provision as part of
our Change-in-Control policy.
√ Stock Ownership Guidelines
– Our
expectations for stock ownership align
executives’ interests with those of our
stockholders and all of the NEOs are in
compliance with those guidelines.
√ Independent Compensation Committee
and Compensation Consulting Firm – Our
is comprised
Compensation Committee
entirely of
independent directors and
engages an independent consultant.
26
Compensation Program Objectives and Philosophy
Our Compensation Committee (the “Committee”) works closely with the Company’s leadership team to
refine our compensation program, to clearly articulate its objectives to our executives and to emphasize through its
design our focus on performance-based compensation so that executives are awarded for results that create long-term
stockholder value. The main elements of our compensation structure and how each supports our compensation
philosophy and objectives are summarized below:
Wabash National Corporation Executive Compensation Design
Total Direct Compensation
Short-Term Compensation
Short-Term Incentive
Plan
Variable.
Annual cash award for
achievement of current-
year financial and
operational goals.
Base Salary
Fixed.
Fixed compensation
component payable
in cash. Reviewed
annually and
adjusted when
appropriate.
Long-Term
Compensation
Long-Term Incentive
Plan
Variable.
Equity awards designed to
attract and retain quality
executive management,
and align NEO interests
with those of the
Company’s stockholders.
Total Indirect
Compensation
Other Indirect
Components
Fixed.
Deferred compensation
benefits; perquisites;
additional benefits payable
upon a Change-in-Control
event or severance without
Cause.
The primary objectives and philosophy of our compensation programs are to (i) drive executive behaviors
that maximize long-term stockholder value creation, (ii) attract and retain talented executive officers with the skills
necessary to successfully manage and grow our business, and (iii) align the interests of our executive officers with
those of our stockholders by rewarding them for strong Company performance. In support of these objectives, we:
(cid:2)
(cid:2)
(cid:2)
Target NEO total compensation package competitive with peers – We regularly compare our
NEOs’ total compensation levels, as well as the elements of our NEO pay, with companies of a
similar size and complexity;
Deliver a meaningful proportion of NEO compensation in share-based and performance-
based incentives – In 2016, 44% to 62% of NEO total compensation was targeted to be delivered
in the form of restricted stock units and performance stock units, with a goal of driving sustainable
stockholder value; and
Weight a significant portion of NEO compensation toward variable and performance-based
pay elements – In 2016, 65% to 81% of NEO total compensation was targeted to be delivered in
variable Short-Term (annual) or Long-Term incentive compensation. As shown below,
approximately 81% of our CEO’s target total compensation in 2016 was performance-based.
27
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2016 Executive Compensation Mix -- at "Target"
P
e
r
f
o
r
m
a
n
c
e
-
b
a
s
e
d
m
r
e
T
g
n
o
L
m
r
e
T
t
r
o
h
S
62%
19%
19%
P
e
r
f
o
r
m
a
n
c
e
-
b
a
s
e
d
m
r
e
T
g
n
o
L
m
r
e
T
t
r
o
h
S
54%
18%
28%
P
e
r
f
o
r
m
a
n
c
e
-
b
a
s
e
d
m
r
e
T
g
n
o
L
m
r
e
T
t
r
o
h
S
44%
21%
35%
P
e
r
f
o
r
m
a
n
c
e
-
b
a
s
e
d
m
r
e
T
g
n
o
L
m
r
e
T
t
r
o
h
S
48%
20%
31%
P
e
r
f
o
r
m
a
n
c
e
-
b
a
s
e
d
m
r
e
T
g
n
o
L
m
r
e
T
t
r
o
h
S
47%
21%
32%
Giromini
Base Salary
Taylor
Short Term Incentive
Roth
Yeagy
Weber
Restricted Stock/Performance Stock Units
* Percentages listed in the chart above are rounded to the nearest whole number, which may result in totals slightly below or in
excess of 100%.
Summary of Key Compensation Decisions and Outcomes for 2016
The key decisions the Committee made during 2016 are summarized below and discussed in greater detail in the
remainder of this CD&A.
Base Salary Adjustments
The Committee approved increases in base salary for each of our NEOs, ranging from 3.0% to 15.4%, to more
closely align our NEOs with median base salary levels of our peer group. The Committee increased our CEO’s
base salary by 3.0% from $830,000 to $855,000 in 2016. Though Mr. Yeagy’s appointment to the position of COO
took effect October 1, 2016, an additional base salary increase for Mr. Yeagy as a result of this change in role did
not occur until January 1, 2017.
Short-Term Incentive Plan (“STI”)
Company-Wide:
(cid:2)
(cid:2)
(cid:2)
The metrics and respective weightings used in the Company-wide STI program in 2016, in which the
CEO, CFO and General Counsel participated, were as follows: Operating Income (80%) and Net Working
Capital (20%).
The target incentive award percentages (as a percentage of base salary) for each of our NEOs, including
our CEO, remained unchanged from 2015.
Based on actual Company-wide 2016 performance, attainment of the Operating Income metric was above
the target, but below the maximum level of achievement (attaining results at 142% of target), and
attainment of the Net Working Capital metric was below the threshold level of achievement (attaining
results at 0% of target), resulting in a weighted award payout of 114% to our CEO, CFO and General
Counsel. Payout of this incentive occurred in March 2017.
28
Commercial Trailer Products (“CTP”):
(cid:2)
(cid:2)
(cid:2)
The metrics and respective weightings used in CTP’s STI program in 2016, in which the COO participated
for the first nine months of 2016 in his role as senior vice president, group president – Commercial Trailer
Products Group (until his change in role to COO effective October 1, 2016), were as follows: Company-
wide Operating Income (55%), CTP Operating Income (25%), and Company-wide Net Working Capital
(20%).
The target incentive award percentage for Mr. Yeagy was unchanged from 2015 (at 65% of base salary).
Based on actual CTP 2016 performance, attainment of the CTP Operating Income metric was at the
maximum achievement, or 200% payout, level of performance. If Mr. Yeagy had continued to serve as
senior vice president, group president – Commercial Trailer Products Group through the end of 2016, this
would have resulted in a weighted award payout of 128% to Mr. Yeagy. However, because Mr. Yeagy
began serving as our president and chief operating officer effective October 1, 2016, nine months of his
Total STI Award were calculated using the CTP Operating Income metric while the remaining three
months of his Total STI Award were calculated using Company-wide metrics only. As a result, his
weighted award payout was 125%. Payout of this incentive occurred in March 2017.
Diversified Products Group (“DPG”):
(cid:2)
(cid:2)
(cid:2)
The metrics and respective weightings used in DPG’s STI program in 2016, in which the Group President
- DPG participated, were as follows: Company-wide Operating Income (55%), DPG Operating Income
(25%), and Company-wide Net Working Capital (20%).
The target incentive award percentage for our Group President - DPG was unchanged from 2015 (at 65%
of base salary).
Based on actual DPG 2016 performance, attainment of the DPG Operating Income metric was below the
threshold level of performance, attaining results at 0% of target and resulting in a weighted award payout
of 78% to our Group President – DPG, Mr. Weber. Payout of this incentive occurred in March 2017.
Long-Term Incentive Plan
The Committee granted performance stock units (“PSUs”), as well as service-based restricted stock units (“RSU’s”)
to each of the NEOs. Unlike 2015, where 20% of the total LTI award was represented by non-qualified stock
options, the Committee did not grant any stock options to the NEOs in 2016, as the Committee determined in
consultation with its independent compensation consultant that the use of options was no longer as prevalent from
a market perspective. In addition, the elimination of stock options from the LTI mix results in a more efficient use
of shares reserved for grant under the shareholder approved equity plan. As a result, each NEO’s total LTI award
was allocated as follows: 55% PSUs and 45% RSUs. The PSUs and RSUs will be settled in shares.
Consistent with 2015, for each of the NEOs, the number of PSUs earned will depend upon achievement against two
metrics: Relative Total Shareholder Return (“RTSR”) measured against a peer group of 12 similarly-cyclical
companies (i.e., a different peer group than the peer group used generally by the Committee in setting
compensation), and Cumulative EBITDA Performance. Each metric will be measured over a three-year period. In
2016, RTSR was weighted at 54.5% of the target value of the PSUs (30% of the overall 2016 LTI Award) and
Cumulative EBITDA Performance was weighted at 45.5% of the target value of the PSUs (25% of the overall 2016
LTI Award); previously, the two metrics had been weighted equally. The Committee made this change in weighting
to create greater direct alignment with stockholder returns.
Additionally, for our CEO only, the RSU award is performance-based; his ability to earn RSUs is tied to a one-year
operating income performance metric.
The Committee increased the 2016 target award percentages for our CEO (from 250% to 285% of salary grade
mid-point) and our CFO (from 125% to 135%), to better align the compensation of these executives with market
practices. The target award percentages for our General Counsel and Group President – DPG remained unchanged
(at 110% and 125%, respectively). Additionally, the target award percentage for Mr. Yeagy also remained
unchanged (at 125%) because any changes approved as a result of his new role did not become effective until
January 1, 2017.
29
Executive Severance Plan
In 2015, the Committee approved, and the Company adopted, an Executive Severance Plan (the “ESP”) for the
Company’s executives. The ESP became effective January 1, 2016 and reflects market practice and consistency
across the Company’s compensation arrangements. Pursuant to the ESP, to receive benefits under the ESP,
participants are required to execute a release, non-compete, and non-solicitation agreement with the Company.
Compensation Peer Group
The Committee utilizes two compensation benchmarking peer groups to assess the competitiveness of the NEOs’
target compensation levels. The peer groups are intended to reflect companies with similar revenue size and
business complexity as the Company.
Our 2016 Say-on-Pay Vote
The Compensation Committee carefully considered the results of the Company’s “Say on Pay Vote” taken
by stockholders at its 2016 Annual Meeting, and the Committee plans to continue to carefully consider the results of
this vote each year. At the 2016 Annual Meeting, approximately 96% of the stockholder votes cast on the proposal
were cast in favor of the resolution stating that the stockholders “approve the compensation of Wabash National’s
executive officers.” The Compensation Committee believes that the level of support indicated by this vote reflects
favorably on the Company’s executive compensation program, which emphasizes “pay for performance,” even in the
highly cyclical industry in which Wabash National operates.
2016 Compensation Overview
At Wabash National, we aspire to provide ever increasing value to all of our stakeholders, including
customers, stockholders, associates, suppliers and our community. To achieve this aspiration, our business strategy
includes:
(cid:2)
(cid:2)
(cid:2)
Exceptional operating performance, including driving continuous improvement, production safety,
product innovation and quality;
Disciplined growth of stockholder value; and
Development and retention of high performance associates.
Execution of our strategy is expected to create a sustainable business that rewards our customers, our
associates and our stockholders. Wabash National’s compensation program is designed to motivate our NEOs and
other salaried associates to execute our business strategies and strive for higher company performance, while
maintaining our core values of safety, customer satisfaction, product quality, best-in-class service, continuous
improvement, product innovation, and ethical, trustworthy business practices. Although Wabash National’s
compensation program applies to most salaried associates, this Proxy Statement focuses on its applicability to our
NEOs.
Philosophy and Objectives of Wabash National Compensation Program
Our overall compensation philosophy is to provide compensation packages to our executives, including our
NEOs, that are competitive with those of executives in our peer group, while at the same time keeping our
compensation program equitable, straightforward in structure, and reflective of our overall Company performance. In
implementing this philosophy, we award compensation to meet our three principle objectives: aligning executive
compensation with our Company’s annual and long-term performance goals; using equity-based awards to align
executive and stockholder interests; and setting compensation at levels that assist us in attracting and retaining
qualified executives.
30
To align the incentive components of our compensation program with Company performance, we choose
simple, transparent, and consistently communicated metrics that align compensation to our business strategies and our
stockholders’ interests. Additionally, we utilize a mix of compensation components to meet the following goals:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Attract, retain, and motivate high-caliber executives;
As the responsibility of an associate/executive increases within the Company, place a larger
portion of total compensation “at-risk,” with an increasing portion tied to long-term incentives;
Provide the appropriate level of reward for performance;
Recognize the cyclical nature of our primary truck-trailer business and the need to manage
stockholder value through the business cycle by managing compensation levels and components;
Provide stockholder alignment by encouraging NEOs to be long-term stockholders of Wabash
National;
Structure compensation programs to meet the tax deductibility criteria in the U.S. Internal
Revenue Code when practicable; and
Structure the compensation program to be regarded positively by our stockholders and associates,
while providing the Compensation Committee with the flexibility needed to satisfy all of the
above listed goals.
Each component of Wabash National’s compensation structure, and the primary objective of each
component, is summarized in the table below:
Component
Primary
Objective
Characteristics and
Description
Where Reported in the
Executive Compensation Tables
Base Salary
Short-Term
Incentive
Award
Long-Term
Incentive
Award
Attract and
retain.
Promote
achievement
of short-
term
financial
goals
aligned with
stockholder
interests.
Create
alignment
with
stockholder
interests and
promote
achievement
of longer-
term
financial
and strategic
objectives.
Fixed cash, competitively assessed against
our peer group. Also takes into
consideration level of responsibility,
experience, knowledge, individual
performance and internal equity
considerations. Reviewed annually and
adjusted when appropriate.
Short-term incentive paid in cash, based on
performance measured against annually
established company-wide and business
unit financial goals. Rewards executives
for superior financial performance of the
Company.
Award is delivered through a combination
of Performance Stock Units and Restricted
Stock Units. Rewards executives for long-
term growth of the Company.
31
Summary Compensation Table –
“Salary” column
Summary Compensation Table –
“Non-Equity Incentive Plan
Compensation” column
Grants of Plan-Based Awards
table – “Estimated Possible
Payouts Under Non-Equity
Incentive Plan Awards” column
Summary Compensation Table –
“Stock Awards” column
Grants of Plan-Based Awards
table – “Estimated Possible
Payouts Under Equity Incentive
Plan Awards” column
Outstanding Equity Awards at
Fiscal Year-End table
Option Exercises and Stock
Vested table
Component
Primary
Objective
Characteristics and
Description
Where Reported in the
Executive Compensation Tables
Perquisites
Attract and
retain.
Retirement
Benefits
Attract and
retain.
Deferred
Compensation
Benefits
Potential
Payments
Upon Change
in Control
Other Potential
Post-
Employment
Payments
Attract and
retain.
Encourage
executives
to operate in
the best
interests of
stockholders
both before
and after a
Change in
Control
event.
Provide
potential
payments
under
scenarios of
death,
disability,
termination
without
cause, and
voluntary
separation.
Executive physicals; credit monitoring;
health club discounts; matching
contributions to health savings accounts;
amounts paid on life/disability insurance on
behalf of the executive.
A 401(k) plan, on which the Company has
partially matched associate contributions,
when the performance of the Company has
allowed.
Non-qualified deferred compensation plan
under which a select group of associates,
including NEOs, can elect to defer base
salary and/or STI Awards. The Company
has partially matched associate
contributions, when the performance of the
Company has allowed.
Summary Compensation Table –
“All Other Compensation”
column
Summary Compensation Table –
“All Other Compensation”
column
Summary Compensation Table –
“All Other Compensation”
column
Non-Qualified Deferred
Compensation table
Fixed cash and certain rights with respect to
equity awards. Contingent in nature and
payable only if an NEO’s employment is
terminated as specified under the
Company’s Change in Control Plan (or
under the CEO’s employment agreement).
Potential Payments on
Termination or Change in
Control Payment and Benefits
Estimate table
Contingent in nature; amounts are payable
only if an NEO’s employment is terminated
as specified under the arrangements of
various plans – including the ESP – or
insurance policies.
Potential Payments on
Termination or Change in
Control Payment and Benefits
Estimate table
The Compensation Committee believes that the Company’s existing executive compensation structure
continues to encompass several “best practices,” as described earlier in this CD&A, and continues to be effective in
not only rewarding executives for Company performance, but also aligning executive interests with long-term
stockholder interests. The Committee will continue to analyze our executive compensation structure and adjust it as
appropriate to reflect our performance and competitive needs, while always incorporating our longstanding
philosophies of paying for performance, supporting business strategies, and paying competitively. We believe these
philosophies will continue to attract and retain quality business leaders, and will drive our NEOs and other salaried
associates to produce sustainable, positive results for Wabash National and its stockholders.
32
Compensation Methodology and Process
Independent Review and Approval of Executive Compensation
The Compensation Committee, consisting of only independent members of the Board, is responsible for
reviewing, approving and implementing the Wabash National compensation program, particularly the corporate and
business segment goals and objectives related to compensation for the majority of salaried associates, as well as our
executive compensation policies and programs. The Committee works closely with management, in particular our
CEO and our Senior Vice President of Human Resources, in assessing appropriate compensation for our NEOs. The
Committee evaluates the NEOs’ performance in relation to the established goals and ultimately approves the
compensation for the NEOs after evaluating their compensation packages. See the “Compensation Committee”
section of this Proxy Statement for a detailed listing of the Committee responsibilities and members and for more
information on the Committee’s processes and procedures.
To assist in identifying appropriate levels of compensation, the Committee has engaged the services of
Meridian, an independent compensation consultant, for assistance in 2016 compensation plan design, and to provide
compensation market data and general review and advice regarding our compensation disclosures. In reviewing
competitive peer group data discussed with management and Meridian, the Committee does not specifically
“benchmark” or target a certain percentage or level of compensation for the NEOs. Rather, the Committee considers
competitive peer group data as one significant factor in setting pay levels and amounts. The Committee realizes that
competitive alternatives vary from individual to individual and may extend beyond equivalent positions in our industry
or at other publicly-traded or similarly-situated companies. Consistent with our compensation objectives, the
Committee retains the flexibility to also consider subjective factors, such as each executive’s fulfillment of duties,
teamwork, level of responsibility, knowledge, time in position, experience and internal equity among the executives
with similar experience and job responsibilities. When determining long-term incentive compensation, the
Compensation Committee also considers the cost of the plan to the Company and the present and future availability
of shares under our equity plans.
The Committee annually reviews previously approved compensation plans and levels to ensure continued
alignment with our business strategy, the Company’s performance, and the interest of our associates and stockholders,
as well as market practices for all elements of executive compensation, and approves necessary adjustments to remain
competitive.
The Nominating and Corporate Governance Committee directs an annual evaluation of the CEO, and
provides the results of the evaluation to the Compensation Committee for the Compensation Committee to use in
making its decision whether to renew the CEO’s employment agreement, as well as setting and approving the CEO’s
compensation each year.
While the Committee does independently determine and approve the CEO’s compensation each year, it relies
on the input of the CEO in setting compensation for the other NEOs. (In addition, as noted on page 30, the Committee
also carefully considers the results of voting on the annual non-binding “say-on-pay” proposal.) The CEO provides
the Committee with an evaluation of each NEO’s performance, as well as his recommendations for changes to the
NEOs’ base salaries (if any) and STI and LTI award levels, which are based on criteria and peer group data discussed
with the Committee and Meridian. The Committee has the discretion to accept, reject or modify any of the CEO’s
recommendations. The other NEOs are not present during these discussions.
The Role of the Compensation Committee’s Independent Compensation Consultant
As noted under the “Compensation Committee” section of this Proxy Statement, the Committee has retained
Meridian, a national compensation consulting firm, to assist it in fulfilling its responsibilities and duties. Meridian
reviewed the Company’s executive compensation program design and assessed our compensation approach relative
to our performance and our market assessment peer group.
Specifically, Meridian’s engagement encompasses advisory services such as annual review of executive
compensation philosophy, a competitive assessment of executive compensation levels and “pay-for-performance”
linkage, executive cash and equity incentive program design, review of the CEO’s employment agreement,
33
competitive assessment of non-employee director compensation, and other ad hoc support. Meridian works at the
direction of, and reports directly to, the Compensation Committee. Meridian does not provide any other services to
Wabash National.
The Compensation Committee has evaluated Meridian as a compensation consultant, taking into
consideration all relevant factors, including the following factors: (i) the provision of other services to the Company
by Meridian; (ii) the amount of fees from the Company paid to Meridian as a percentage of Meridian’s total revenue;
(iii) the policies and procedures of Meridian that are designed to prevent conflicts of interest; (iv) any business or
personal relationship between the individual compensation advisors employed by Meridian and any executive officer
of the Company; (v) any business or personal relationship between the individual compensation advisors employed
by Meridian and any member of the Compensation Committee; and (vi) any stock of the Company owned by Meridian
or the individual compensation advisors employed by Meridian. The Compensation Committee has determined, based
on its analysis in light of all relevant factors, including the factors listed above, that the work of Meridian and the
individual compensation advisors employed by Meridian as compensation consultants to the Compensation
Committee has not created any conflicts of interest, and that Meridian is independent pursuant to the independence
standards set forth in the NYSE listing standards promulgated pursuant to Section 10C of the Exchange Act.
Peer Group Analysis and Compensation Market Data
To help assess the competitiveness of total compensation for each NEO, the Committee analyzed executive
compensation data from the following two sources: (i) published proxies of companies specifically selected as proxy
peer companies (the “Proxy Peer Group”), and (ii) the proprietary Equilar database (the “Equilar Peer Group”). For
purposes of review, the Committee utilized data from the Proxy Peer Group as the primary data source to assess the
competitive positioning for the CEO and CFO target compensation. Given the limited positional data available from
proxies, the Committee utilized data from the Equilar Peer Group as the primary data source to assess competitive
positioning for the other NEOs. Data from the Equilar Peer Group was considered a secondary data source for the
CEO and CFO positions.
The companies in the Proxy Peer Group and the Equilar Peer Group, indicated in the charts below, are similar
to Wabash National in revenue, complexity, and market capitalization. With the help of information provided by
Meridian, the Committee reviews annually both peer groups to confirm that they continue to be appropriate comparator
groups for NEO compensation, and makes adjustments as it deems appropriate. The Committee believes the exercise
of evaluating the peer groups is important because the availability of qualified executive talent is limited, and the
design of our compensation program is important in helping us attract – and retain – qualified candidates by providing
compensation that is competitive within the industries of industrial machinery, heavy trucks, and auto parts and
equipment and the broader market for executive talent. The revenues listed in the charts below reflect those from the
four quarters directly preceding the Committee’s December 2015 meeting, in which it reviewed and set the Company’s
2016 executive compensation programs.
34
2016 Proxy Peer Group
Revenues
($, in millions)
Market Cap as of
Oct. 31, 2015
($, in millions)
$2,356
$705
$1,400
$2,127
$1,262
$1,859
$1,193
$840
$2,473
$1,219
$919
$2,204
$2,066
$2,148
$2,655
$3,766
$1,496
$1,704
$2,068
$3,044
$2,001
$1,262
$2,001
$2,204
$1,863
$5,818
$135
$1,361
$4,909
$2,064
$784
$525
$125
$4,077
$1,078
$941
$1,118
$859
$5,874
$3,542
$1,050
$403
$4,293
$580
$7,995
$2,893
$784
$1,118
$4,077
$796
Company
A.O. Smith
Accuride Corporation
Actuant Corporation
Allison Transmission Holdings, Inc.
Barnes Group
Briggs & Stratton Corporation
Chart Industries, Inc.
Commercial Vehicle Group, Inc.
Donaldson Company
EnPro Industries, Inc.
Federal Signal Corporation
Greenbrier Companies, Inc.
Harsco Corporation
IDEX Corporation
ITT Corporation
Meritor, Inc.
Modine Manufacturing Company
Nordson Corp.
Tower International, Inc.
Westinghouse Air Brake Technologies (Wabtec) Corporation
Woodward, Inc.
25th Percentile
Median
75th Percentile
Wabash National Corporation
35
2016 Equilar Peer Group
Company
Flowserve Corp.
Trinity Industries Inc.
Colfax Corporation
Xylem Inc.
Harsco Corporation
Pall Corporation
ITT Corporation
Donaldson Company
A.O. Smith Corp.
Tower International, Inc.
IDEX Corporation
Nordson Corporation
TriMas Corporation
Chart Industries Inc.
Graco Inc.
Barnes Group Inc.
Drew Industries Inc.
Meritor, Inc.
Coherent Inc.
Checkpoint Systems Inc.
II-VI Inc.
ESCO Technologies Inc.
25th Percintile
Median
75th Percentile
Wabash National Corporation
Direct Compensation Elements
Revenues
($, in millions)
$
4,878
$
6,170
$
$
4,624
3,916
$
$
2,066
2,789
$
$
2,655
2,473
$
$
2,356
2,068
$
$
2,148
1,704
$
$
1,499
1,193
$
$
1,221
1,262
$
$
1,191
3,766
$
$
795
662
$
$
683
531
Market Value as
of Oct. 31, 2015
($, in millions)
$
6,067
$
4,138
$
$
3,349
6,531
$
859
N/A
$
$
3,542
4,077
$
$
5,818
580
$
$
5,874
4,293
$
$
906
525
$
$
4,104
2,064
$
$
1,444
1,050
$
$
1,346
315
$
$
1,151
968
$
1,200
$
968
$
2,067
$
2,064
$
2,756
$
4,138
$
1,863
$
796
The following information describes, in detail, each direct compensation element, including a discussion of
performance metrics, where applicable. It is intended that this information be read in conjunction with the information
provided in the tables that follow this CD&A.
Base Salary
In determining salary levels for each of our NEOs (other than our CEO), the Committee takes into
consideration a competitive market assessment provided to it by Meridian, which analyzes the pay practices at the
peer group companies listed above, as well as several subjective factors previously discussed on page 33. The
Committee also considers each NEO’s current salary as compared to an internal Company salary grade range for other
employees, as well as the salary practices of the relevant peer group.
36
In determining the salary level for our CEO, the Committee takes into consideration the Proxy Peer Group
assessment addressed above, as well as the annual performance evaluation of our CEO conducted by the Board’s
Nominating & Corporate Governance Committee. In 2016, the Compensation Committee increased our CEO’s salary
by 3.0%, from $830,000 to $855,000 – considering the Proxy Peer Group data, as well as the results of his performance
evaluation, which noted his significant role in leading the Company to another year of excellent financial performance
levels. The Committee also approved increases for each of the other NEOs, as follows, in each case in order to better
align the NEO’s base salary with the Proxy Peer Group data: increase to $375,000 for our CFO (15.4%); increase to
$350,000 for our General Counsel (4.5%); increase to $390,000 for our Group President – DPG (4.0%); and increase
to $415,000 for our COO (10.7%).
Though Mr. Yeagy’s appointment to the position of COO took effect on October 1, 2016, an additional base
salary increase for Mr. Yeagy as a result of this change in role did not occur until January 1, 2017.
Short-Term Incentive Plan
Our short-term incentive plan, or STI Plan, is designed to reward participants for meeting or exceeding
financial and other performance goals during a calendar year, and is available to NEOs, as well as other executives
and key associates. If STI Plan targets are met, participants receive a cash bonus. In short, we strive to pay for
performance – we pay higher compensation when our management team achieves our predetermined goals, and lower
compensation when it does not. The amount of the STI award actually paid to NEOs is determined by multiplying
base salary by Target STI Rate (as described below under Approval of STI Rates) by Wabash National’s operating
performance against the STI metrics (as described below under Performance Metrics for STI). Individual STI payouts
cannot exceed the maximum as established in the approved plan. However, in addition to the satisfaction of
performance metrics, participants in the STI Plan also had to meet or exceed personal performance criteria reviewed
during the Company’s associate performance review process or their STI Award could be decreased or eliminated.
Performance Metrics for the 2016 STI Plan
For 2016, as in 2015, the Committee established Operating Income and Net Working Capital as the corporate-
level performance metrics used in the calculation of STI awards. The Committee deemed these metrics appropriate
for the short-term focus and business goals of the Company, as both metrics provide clear and easily measurable goals
for Plan participants.
For those participants in the STI Plan who were employed at the corporate level of the Company, including
the following NEOs – Messrs. Giromini and Taylor, and Ms. Roth – payout under the STI Plan was contingent upon
the achievement of pre-determined corporate-wide targets of Operating Income and Net Working Capital for Wabash
National. Each performance metric was independent of the other in calculating whether corporate-level STI Plan
participants would earn a STI Award, with 80% of the total STI Award dependent upon achievement of the Operating
Income targets, and 20% upon achievement of the Net Working Capital targets.
For those participants in the STI Plan who were employed at a segment business unit (“SBU”) level of the
Company, including two of our NEOs – Messrs. Weber and Yeagy – 55% of any award made under the STI Plan was
contingent upon the achievement of the pre-determined Operating Income target at the corporate level, 20% was
contingent upon the achievement of the pre-determined Net Working Capital target at the corporate level, and the
remaining 25% of the STI Plan award was contingent upon the achievement of pre-determined Operating Income
targets at the applicable SBU level. The targets described above and Wabash National’s actual performance results
are listed in the table below under “2016 Performance Results for STI.”
Approval of STI Rates
After review and consideration of peer group data and discussion with Meridian, the Committee approves
target STI rates. In 2016, the Committee set target STI rates for our NEOs based on reference to the median target
cash bonus rates of the relevant peer group. Our CEO’s target STI rate represents the rate set forth in his employment
agreement, which the Proxy Peer Group data continues to indicate is an appropriate rate and consistent with the
37
median. In 2016, the rates for our NEOs were unchanged from 2015. The Committee’s 2016 approved STI Rates for
each NEO are set forth below:
Mr. Giromini
Mr. Taylor
Ms. Roth
Mr. Weber
Mr. Yeagy (1)
Target STI Rate
100%
65%
60%
65%
65%
(1) Mr. Yeagy began serving in his current role as COO effective October 1, 2016. Prior to that time, he served as
senior vice president, group president – Commercial Trailer Products Group. However, the Target STI Rate set forth
above for Mr. Yeagy did not change during 2016 as a result of his new role and therefore was applicable to his Base
Salary for the full year. The Committee determined that, effective January 1, 2017, the Target STI Rate applicable to
Mr. Yeagy’s Base Salary would increase to 75% as a result of his new role.
2016 Performance Results for STI
For our NEOs employed at the corporate level, as well as for those employed at the SBU level, the amount
of the Total STI Award paid in 2016 was calculated in two steps, as follows:
Corporate-level NEOs
SBU-level NEOs
1. Base Salary x Target STI Rate = Target STI Bonus
1. Base Salary x Target STI Rate = Target STI Bonus
2. Target STI Bonus
2. Target STI Bonus
x (20% x Actual Corporate NWC Payout as a % of Target)
x (20% x Actual Corporate NWC Payout as a % of Target)
x (80% x Actual Corporate OI Payout as a % of Target)
x (55% x Actual Corporate OI Payout as a % of Target)
= Total STI Award Amount
x (25% x SBU Corporate OI Payout as a % of Target)
= Total STI Award Amount
For Mr. Yeagy, who began serving as our president and chief operating officer effective October 1, 2016,
nine months of his Total STI Award were calculated using the above formula for SBU-level NEOs and the remaining
three months of his Total STI Award were calculated using the above formula for Corporate-level NEOs.
Both the Operating Income and the Net Working Capital performance metrics under the STI Plan may be
achieved at a threshold, target or maximum level. The threshold, target and maximum goals were based on various
outcomes considered by the Compensation Committee, with the target amounts reflecting the Company’s operating
budget approved by the Board.
Because annual targets for performance goals are set at levels based on our expected financial performance
for the year, the Committee believes that paying at 200% of a performance metric’s target for superior performance
(set at 115% or greater of the applicable metric under the Board-approved operating budget) provides appropriate
incentive to achieve outcomes clearly exceeding target expectations. However, by capping the potential payout for
such superior performance, the Committee believes this reduces the risk that executives might be motivated to pursue
excessively high short-term goals to maximize short-term payouts, at the expense of the long-term performance of the
Company.
The Committee further believes that threshold amounts, which are set at 85% or greater of the applicable
metric under the Board-approved operating budget, represent sufficient performance to warrant incentive
compensation, and that a potential payout equal to 50% of target is appropriate for such an achievement level. If the
threshold level of performance for a particular goal is not achieved, the payout for that goal is zero. Actual
performance payout is interpolated between the performance target levels set forth below.
38
The chart below details the goals necessary for the corporate–level NEOs (our CEO, CFO and General
Counsel) to achieve STI payout in 2016, as well as the Company’s actual performance results, calculated in accordance
with the STI Plan:
(reported in millions,
except for percentages)
Net Working Capital ("NWC")
20% of STI Award
Coporate Operating Income ("OI")
80% of STI Award
Threshold
12.0%
Target
11.0%
Maximum
10.0%
Actual
12.3%
$160.0 million
$190.0 million
$220.0 million
$202.5 million
Performance Payout
50%
100%
200%
Weighted Performance Payout to NEOs
(as a % of target)
0% - NWC
142% - Corp OI
114%
(Messrs. Giromini & Taylor,
and Ms. Roth)
The chart below details the corporate goals and the SBU Operating Income goals necessary for Messrs.
Weber and Yeagy to achieve payout, as well as the actual performance results for the Commercial Trailer Products
and Diversified Products business units, calculated in accordance with the STI Plan:
(reported in millions,
except for percentages)
Corporate NWC
20% of STI Award
Corporate OI
55% of STI Award
Operating Income -
Threshold
12.0%
Target
11.0%
Maximum
10.0%
Actual
12.3%
$160.0 million
$190.0 million
$220.0 million
$202.5 million
Commercial Trailer Products ("CTP")
$138.0 million
$163.9 million
$189.7 million
$212.4 million
25% of STI Award
Operating Income -
Diversified Products ("DPG")
$41.9 million
$49.7 million
$57.5 million
$24.6 million
25% of STI Award
Performance Payout on SBU OI Results
50%
100%
200%
Weighted Performance Payout to NEOs
(as a % of target)
200% - CTP OI
0% - DP OI
125% - Mr. Yeagy (CTP)(1)
78% - Mr. Weber (DPG)
(1)
If Mr. Yeagy had continued to serve as senior vice president, group president – Commercial Trailer Products
Group through December 2016, his Total STI Award would have been calculated using the formula for SBU-
level NEOs, and his weighted award payout would have been 128%.
As noted above, while actual performance against either metric might exceed the listed “Maximum”
performance levels, STI Plan Awards are capped at a maximum of 200% of the STI Award that can be earned for
meeting “Target” performance levels. The STI Plan Awards paid to each NEO under the STI Plan are also set forth in
footnote 3 to the Summary Compensation Table below. The Committee did not exercise its authority to decrease or
eliminate any NEO STI payouts for fiscal 2016. For fiscal 2016, STI award payouts to the NEOs represented
approximately 19.5% of the total amount of STI award payouts to all eligible STI Plan participants.
Long-Term Incentive Plan
Our long-term incentive plan, or LTI Plan, is designed to reward our executives, including NEOs, for
increasing stockholder value. It is also intended to be used as an attraction and retention tool in recruiting and
promoting executive talent. We believe that equity-based awards are an important part of an equitable structure
39
because it is fair to our executives and to the Company that the level of rewards for our executives increase and
decrease based on the return to stockholders.
Approval of LTI Award Values
In 2016, the Committee approved LTI awards consisting of Restricted Stock Units (“RSUs”) and
Performance Stock Units (“PSUs”), each awarded under the stockholder-approved 2011 Omnibus Incentive Plan. The
Committee establishes LTI award grant values to the NEOs based on the following factors: level of responsibility,
individual performance, peer group data, and the number of shares available under the 2011 Omnibus Incentive Plan.
Generally at its first regularly-scheduled Committee meeting each year, the Committee approves the anticipated LTI
award values and mix after review and consideration of peer group data on target long-term incentives. At the time
of grant, the Committee has the discretion to increase or decrease the base-level award to distinguish an individual’s
level of past performance, to deliver particular LTI value, or to reflect other adjustments as the Committee deems
necessary.
The Committee calculates and approves the actual number of each type of award granted to each NEO by:
(1) setting the overall LTI award value, taking into account the factors discussed above, which is generally expressed
as a percentage of the NEO’s salary grade mid-point; (2) calculating, at the close of the market on the day of the award
grants, the targeted value to apply to each of the PSUs and RSUs; and (3) dividing the overall LTI award value for
each NEO by the RSU and PSU targeted values, to reach the targeted award mix (see LTI Award Mix below for a
discussion of the 2016 approved LTI Award mix). For detail regarding the calculated values of each of the awarded
RSUs and PSUs, see the Grants of Plan-Based Awards table and footnote 5 thereto.
In establishing the LTI award values in 2016, the Committee increased the target LTI rates for our CEO (from
250% to 285% of salary grade mid-point) and CFO (from 125% to 135% of salary grade mid-point). The Committee
determined that it was appropriate to make these changes in light of common market practices. The target LTI rate for
our General Counsel, Group President – DPG and COO remained unchanged. The Committee’s 2016 approved LTI
award rates and salary grade mid-point values for each NEO are set forth below:
2016
LTI Award Rate
2016
Salary Grade
Mid-Point
2016
LTI Target
Grant Value
Mr. Giromini
Mr. Taylor
Ms. Roth
Mr. Weber
Mr. Yeagy (1)
285%
135%
110%
125%
125%
$862,800
$476,100
$362,200
$424,600
$424,600
$2,458,980
$642,735
$398,420
$530,750
$530,750
(1) Similar to the Target STI Rate for 2016, the 2016 LTI Award Rate set forth above for Mr. Yeagy did not change
during 2016 as a result of his new role and therefore was applicable to his 2016 Salary Grade Mid-Point for the
full year. The Committee determined that, effective January 1, 2017, the LTI Award Rate applicable to Mr.
Yeagy’s 2017 Base Salary would increase to 160% as a result of his new role.
LTI Award Mix
In 2016, the Committee approved a targeted award mix of 45% RSUs and 55% PSUs. The Committee
believes this mix, which includes the removal of stock options in 2016, is appropriate to emphasize its goals of
encouraging stock ownership in Wabash National, retaining NEOs in the long-term, focusing NEOs on long-term
growth in stockholder value and setting compensation that is in line with market practice. The general terms for each
form of equity awarded to the NEOs in 2016 are listed below:
40
PSUs
RSUs
Performance Metrics
Relative Total Shareholder Return
(54.5% weighting) and
Cumulative EBITDA Performance (45.5%
weighting)
None, with the exception of the RSUs
granted to our CEO, which were
conditioned upon the Company achieving
at least $50 million in Operating Income in
2016
Performance Period
Three years
None
Vesting Period
Earned awards, if any, vest in full on third
anniversary of the grant date
Award vests in full on third anniversary
of the grant date
Restrictions/Expiration
Earned only upon achievement of at least
threshold performance level, and paid out
in Wabash National Common Stock upon
vesting
Restricted until vesting date, at which
time they are settled in Wabash National
Common Stock
In addition to the restrictions listed above, all awards granted to the NEOs pursuant to the Company’s equity
compensation plans are subject to the Company’s Stock Ownership Guidelines, which are discussed on page 44. See
the Grants of Plan Based Awards table and footnotes on pages 50-51 for more information on LTI awards delivered
to the NEOs, as well as the terms of the awards.
The Committee views the PSUs as performance-based awards because PSUs can only be earned upon
achievement of the three-year performance metrics established by the Committee. Additionally, the Committee views
the RSU award to our CEO as performance-based, as the RSUs to be earned by Mr. Giromini were subject to a one-
year performance period with a performance target of $50 million in Operating Income in fiscal year 2016, as well as
a three-year time-based vesting period from the date of grant. The PSUs awarded to all NEOs, as well as our CEO’s
RSUs, are intended to be performance-based for purposes of preserving the tax deductibility of that portion of our
NEOs’ compensation under Section 162(m) of the Internal Revenue Code of 1986, as amended (“the Code”).
For fiscal 2016, the number of RSUs granted to the NEOs represented approximately 41% of the RSUs
granted to all LTI Plan eligible participants, and the target number of PSUs granted (but not yet earned) to the NEOs
represented approximately 52% of the target PSUs granted (but not yet earned) to all LTI Plan eligible participants.
These proportions are consistent with our philosophy that as our associates, including NEOs, assume greater
responsibility in the Company, a larger portion of incentive compensation should be focused on at-risk and long-term
awards.
PSU Performance Metrics
The Committee established two independent performance metrics associated with the award of PSUs in 2016:
(cid:2)
Relative Total Shareholder Return (“RTSR”); and
(cid:2)
Cumulative EBITDA Performance.
Each of these metrics are independent of the other in calculating whether LTI Plan participants will earn the
PSUs attributable to such metric, with RTSR weighted at 30% of the total LTI Award and Cumulative EBITDA
Performance weighted at 25% of the total LTI Award. The Committee chose these metrics to emphasize the
Company’s continued focus on growth and the creation of stockholder value in the long term, and determined that
RTSR should be weighted slightly more heavily than Cumulative EBITDA to create greater direct alignment with
stockholder returns.
41
Relative Total Shareholder Return
RTSR will be measured relative to a group of similarly cyclical companies over a three-year period, as the
Committee believes this is the fairest way to track and reward Company performance with regard to stockholder return
in a highly-cyclical industry. RTSR performance will be measured in relation to the following “Cyclical Peer Group”:
Accuride Corp (ACW)
Commercial Vehicle Group (CVGI)
Navistar (NAV)
Oshkosh (OSK)
Tower International (TOWR)
Modine (MOD)
Meritor (MTOR)
Federal Signal (FSS)
Spartan Motors (SPAR)
Paccar (PCAR)
Actuant Corporation (ATU)
Trinity Industries (TRN)
In the event any Cyclical Peer Group company ceases to be an independent, publicly traded company, or
spins off one of its businesses creating a stock split, during the performance period, the Committee may substitute an
alternate cyclical company, in the order listed below: Crane Co. (CO) and Manitowoc Company (MTW). As of
November 2016, Crane Co. replaced Accuride in the Cyclical Peer Group for the 2016 awards because Accuride
ceased being an independent, publicly traded company.
The Cyclical Peer Group companies were recommended following Meridian’s analysis to best correlate each
company’s cycle length and position in cycle, as compared to that of Wabash National. The start of the RTSR
performance period for the 2016 awards was the close of NYSE market on December 31, 2015 and Wabash National’s
relative ranking versus the Cyclical Peer Group will be measured at the completion of the three-year performance
period (close of NYSE market on December 31, 2018). RTSR performance will be measured on full-month stock
performance for December 2015 versus December 2018 (using average closing stock price performance for each
month), by including only those companies who are in the Cyclical Peer Group as of the close of business on December
31, 2015 and continue as independent, publicly traded companies on December 31, 2018.
The Company must achieve an RTSR ranking level within the Cyclical Peer Group of nine or above by the
end of the three-year performance period for the NEOs to earn at least 50% of the PSUs tied to the RTSR metric
granted under the 2016 LTI Plan. The chart below details the potential RTSR award rates for various ranking levels
that trigger payment of PSUs tied to the RTSR metric under the 2016 LTI Plan:
Wabash National
RTSR Ranking
RTSR Award
Rate
1st
2nd
3rd
4th
5th
6th
7th
8th
9th
10th-13th
200%
190%
180%
160%
140%
120%
100%
75%
50%
0%
Cumulative EBITDA Performance
The performance period for measurement of Cumulative EBITDA Performance began with the start of the
Company’s fiscal year on January 1, 2016 and will continue through the close of the Company’s fiscal year on
December 31, 2018.
42
Operating EBITDA is defined as earnings before interest, taxes, depreciation, amortization, stock-based
compensation, impairment of intangibles and other non-operating income and expense. Cumulative EBITDA
Performance is calculated by totaling the Company’s Operating EBITDA results from each of the three performance
period fiscal years.
The chart below details the level of Cumulative EBITDA Performance necessary for the NEOs to earn the
PSUs tied to this metric granted under the 2016 LTI Plan:
Cumulative EBITDA
as % of Target
Percent of
PSU Target Value
115%
100%
74%
< 74%
200% (Maximum)
100% (Target)
50% (Threshold)
0
If the Company fails to meet the “Threshold” performance level set forth above then our NEOs will not
receive any portion of the PSU awards that are tied to this metric. And, while actual Cumulative EBITDA Performance
might exceed the listed “Maximum” performance level, LTI Plan Awards are capped at a maximum of 200% of the
LTI Award that can be earned for meeting “Target” performance levels. Actual performance payout is interpolated
between the performance levels set forth above.
Calculation of Total PSUs Earned at End of Three-Year Performance Period
Assuming achievement of the goals associated with the RTSR and Cumulative EBITDA Performance
metrics, the total number of PSUs that will be earned by the NEOs at the end of the three-year performance period
will be calculated as follows:
Number of PSUs granted (but not yet earned) to NEOs in 2016
x (54.5% x Actual RTSR Ranking Award Rate)
x (45.5% x Actual Cumulative EBITDA Award Rate, as a Percentage of Target)
= Total Earned PSUs
Payout of PSUs for 2014 to 2016 Performance Cycle
The PSUs granted on February 19, 2014 were subject to a three-year performance period established by the
Compensation Committee in the Company’s 2014 LTI Plan, which ended on December 31, 2016. Under the
Company’s 2014 LTI Plan, the Committee established two performance metrics – RTSR and Cumulative EBITDA
Performance – for measurement over the three-year period. These metrics were independent of the other in calculating
whether LTI Plan participants would earn the PSUs tied to such metric, with each metric weighted at 50% of the total
LTI Award. As of December 31, 2016:
(cid:2)
(cid:2)
The Company ranked 5th within the Cyclical Peer Group with regard to the RTSR metric (resulting
in NEOs earning 140% of the portion of the award tied to that metric), and
The Company achieved Cumulative EBITDA over the performance period of $651.5 million, which
exceeded the “Maximum” performance level ($432 million) with regard to the Cumulative EBITDA
Performance metric (resulting in NEOs earning 200% of the portion of the award tied to that metric).
As a result, each NEO earned 170% of the targeted number of PSUs granted to them in February 2014. Each
earned PSU vested on February 19, 2016, which was three years from the original date of grant. Upon vesting, each
NEO received one share of the Company’s Common Stock for each fully vested PSU.
43
LTI Grant Practices
Grants of equity awards are generally made to our executives, including NEOs, at one time each year pursuant
to the LTI Plan. The Compensation Committee typically reviews and approves awards and award levels under the LTI
Plan in February of each year in conjunction with regularly scheduled meetings of the Compensation Committee and
the Board of Directors, which occur after the release of year-end financial results from the previous year.
While most of our equity awards are made at the above-described time period, we occasionally make grants
of RSUs to executives at other times, including in connection with the initial hiring of a new executive or a promotion.
We do not have any specific program, plan or practice related to the timing of equity award grants to executives in
coordination with the release of non-public information.
Mr. Giromini, who also serves as a director of the Company, has the authority to grant awards such as
inducement grants within prescribed parameters under the 2011 Omnibus Incentive Plan to Company associates who
are not officers or directors of the Company. Mr. Giromini is the only officer who has the authority to grant these
equity awards. No other executive officer has the authority to grant any equity awards under the Plan.
COO Promotional Grant
In connection with his appointment as our COO, Mr. Yeagy received a one-time grant of 18,000 restricted
stock units on October 1, 2016, which will vest on October 1, 2019.
Executive Stock Ownership Guidelines and Insider Trading Policy
In February 2005, we first adopted stock ownership guidelines for our executive officers, including our
NEOs. Upon evaluation of prevalent market practices, we revised these guidelines in September 2011.
These guidelines are designed to encourage our executive officers to work towards and maintain a certain
equity stake in the Company and more closely align their interests with those of other stockholders. Our current stock
ownership guidelines provide that each executive is required to hold 65% of all Company shares received through the
Company’s incentive compensation plans (the “Executive Holding Requirement”) until the executive achieves the
target ownership levels set for his/her position. Once a Company executive has achieved his/her stated target
ownership level, s/he is no longer required to adhere to the Executive Holding Requirement, unless and until his/her
ownership level falls below the target. The target ownership levels are as follows:
CEO
President and Executive Vice
Presidents
Senior Vice Presidents
Five (5) times base salary
Three (3) times bese salary
Two-and-one-half (2 1/2) times base salary
For purposes of calculating target ownership levels, the following types of Company shares are counted:
stock owned by the executive; vested and unvested restricted stock and restricted stock units; and, performance stock
units deemed earned, but not yet vested. Company executives are required to comply with the guidelines immediately
upon hire or promotion. However, executives may forfeit shares to pay taxes upon vesting of shares and/or the exercise
price upon stock option exercise. The Compensation Committee reviews compliance with the guidelines on a periodic
basis; as of December 31, 2016, all of our NEOs were in compliance.
Under our Insider Trading Policy, our executive officers, including our NEOs are prohibited from engaging
in:
(cid:2)
(cid:2)
(cid:2)
selling short our Common Stock;
pledging of Company securities and/or holding Company securities in margin accounts; and
hedging and/or offsetting transactions regarding our Common Stock.
44
Deductibility Cap on Executive Compensation
Under Section 162(m) of the Code, and applicable Treasury regulations, no tax deduction is allowed for
annual compensation in excess of $1,000,000 to the CEO and the three other most highly compensated officers other
than the CFO. However, performance-based compensation, as defined in the Code, is fully deductible if the programs,
among other requirements, are: (1) approved by stockholders, (2) the compensation is payable only upon attainment
of pre-established, objective performance goals, and (3) the board committee that establishes such goals consists only
of “outside directors” as defined for purposes of Section 162(m).
The Committee strives to provide NEOs with compensation programs that will preserve the tax deductibility
of compensation paid by Wabash National, to the extent reasonably practicable and to the extent consistent with
Wabash National’s other compensation objectives. For 2016, all of the members of the Compensation Committee
qualified as “outside directors,” as defined for purposes of Section 162(m). The Committee believes, however, that
stockholders interests are best served by not restricting the Committee’s discretion and flexibility in structuring
compensation programs, even though such programs may result in certain non-deductible compensation expenses.
With the exception of approximately $466,400 of non-performance-based compensation paid to Mr. Giromini in 2016,
all other 2016 executive compensation was fully deductible. As described in detail on pages 40-41 under LTI Award
Mix, the Compensation Committee took steps in 2014, 2015 and 2016 to qualify a greater amount of our CEO’s
compensation as deductible in the future by establishing an Operating Income performance metric that the Company
must first meet prior to our CEO receiving annual grants of RSUs.
Indirect Compensation Elements
The following sections describe each indirect compensation element. It is intended that this information be
read in conjunction with the information provided in the tables that follow this CD&A.
Perquisites
We offer our NEOs various perquisites that the Committee believes are reasonable to remain competitive.
These perquisites constitute a small percentage of total compensation. The Committee conducts an annual review of
perquisites offered to the NEOs as part of the Committee’s overall NEO compensation review process. For more
information on these perquisites and to whom they are provided, see footnote 5 to the Summary Compensation Table.
In addition to the items listed in the aforementioned footnote, NEOs, as well as other Company employees, are also
provided access to general financial planning services and Wabash National-sponsored seats at a local sporting venue
for personal use when not occupied for business purposes, both at no incremental cost to the Company.
Retirement Benefit Plan
Retirement Benefits
The Company has adopted a Retirement Benefit Plan that is also applicable to our NEOs. The purpose of
the plan is to clearly define benefits that are provided to qualified associates who retire from the workforce after
service to the Company. Additional information regarding this Plan, including definitions of key terms and a
quantification of retirement benefits, is set forth below in the section entitled Potential Payments on Termination or
Change-in-Control.
Tax-qualified Defined Contribution Plan
We maintain a tax-qualified defined contribution plan in the form of a traditional 401(k) plan with a Roth
401(k) option, either of which is available to a majority of the Company’s associates, including the NEOs. The
Company matches dollar-for-dollar the first 3% of compensation an associate places into these plans, and matches
one-half of the next 2% contributed by the associate to the plan, up to federal limits. Any annual Company matches
are reported under the “All Other Compensation” column, and related footnote 5, of the Summary Compensation
Table.
45
Deferred Compensation Benefits
We maintain a non-qualified, unfunded deferred compensation plan that allows our directors and eligible
highly-compensated associates, including the NEOs, to voluntarily elect to defer certain forms of compensation prior
to the compensation being earned and vested. We make the non-qualified plan available to our highly-compensated
associates as a financial planning tool and as an additional method to save for retirement. Executive officers do not
receive preferential earnings on their deferred compensation. As a result, we do not view earnings received on
contributions to the deferred compensation plan as providing executives with additional compensation. All deferred
compensation benefits are designed to attract, retain, and motivate associates. Such deferred compensation benefits
are commonly offered by companies with whom we compete for talent.
The Company matches dollar-for-dollar the first 3% of compensation an associate places into the non-
qualified deferred compensation plan, and matches one-half of the next 2% the associate contributes to the plan. Any
annual Company matches are reported under the “All Other Compensation” column, and related footnote 5, of the
Summary Compensation Table.
Participants in the Deferred Compensation Plan are general creditors of the Company. See the Non-Qualified
Deferred Compensation Table below for additional information.
Potential Payments Upon Change-in-Control and Other Potential Post-Employment Payments
Executive Severance Plan
On December 9, 2015, the Company adopted the Wabash National Corporation Executive Severance Plan
(the “ESP”). The ESP became effective as of January 1, 2016 and was adopted to provide enhanced severance
protections to certain executives who are designated by the Compensation Committee as eligible to participate in the
ESP, including all of the NEOs. The ESP is not intended to duplicate any benefits that may be provided under other
Company compensation plans or arrangements, but rather to provide enhanced benefits to certain executives who
agree to execute a release, non-compete, and non-solicitation agreement with the Company upon termination. For
additional information regarding the ESP, including definitions of key terms and benefits, see the section entitled
Potential Payments on Termination or Change in Control.
Other Severance and Change-in-Control Agreements
In 2016, we did not have individual employment or severance agreements with any of our NEOs, other than
an employment agreement with Mr. Giromini, which automatically renews on an annual basis unless either the Board
or Mr. Giromini chooses not to renew it. Mr. Giromini’s agreement provides for payments and other benefits if his
employment terminates based upon certain qualifying events, such as termination “without cause” or leaving
employment for “good reason.” The Board believed these terms, which were originally negotiated when Mr. Giromini
was initially hired in 2002, were necessary to hire Mr. Giromini and were consistent with industry practice. In
deciding to renew Mr. Giromini’s contract in 2016, the Board determined that such terms remained consistent with
industry practice. For more information on Mr. Giromini’s employment agreement, see pages 59-62.
We have adopted a Change in Control Plan applicable to NEOs, as well as other executives of the Company,
as specifically designated by our Board of Directors. We determined that this plan was appropriate based on the
prevalence of similar plans within the market, as well as the dynamic nature of the business environment in which we
operate. We also believe the Change in Control Plan, similar to the severance provisions of Mr. Giromini’s
employment agreement, is an appropriate tool to motivate executive officers to exhibit the proper behavior when
considering potential business opportunities. By defining compensation and benefits payable under various merger
and acquisition scenarios, change-in-control agreements enable the NEOs to set aside personal financial and career
objectives and focus on maximizing stockholder value. These agreements help to minimize distractions such as the
officer’s concern about what may happen to his or her position, and help to keep the officer focused on the Company’s
and its stockholders’ best interests in analyzing opportunities that may arise. Furthermore, they ensure continuity of
the leadership team at a time when business continuity is of paramount concern. Under the terms of his employment
46
agreement as amended in December 2010, and renewed most recently in 2016, Mr. Giromini is entitled to receive the
greater of the benefits pursuant to our Change in Control Plan or his employment agreement, but not both.
Additional information regarding these provisions, including a definition of key terms and a quantification
of benefits that would be received assuming a triggering event on December 31, 2016, is set forth below in the
Potential Payments on Termination or Change in Control – Payment and Benefit Estimates table.
Executive Life Insurance Program
Pursuant to the terms of his employment agreement, we maintain a life insurance policy on Mr. Giromini.
We have purchased and maintain this policy but provide Mr. Giromini with an interest in the death benefit.
Mr. Giromini is responsible for taxes on the income imputed in connection with this agreement under Internal Revenue
Service rules. Upon termination of employment, the life insurance policy will be assigned to Mr. Giromini or his
beneficiary. This was a negotiated benefit entered into when Mr. Giromini began employment with the Company.
Compensation Committee Report
The Compensation Committee reviewed and discussed with management the Compensation Discussion and
Analysis set forth in this Proxy Statement. Based on the review and discussion, the Compensation Committee
recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this Proxy
Statement and in the Wabash National Corporation Annual Report on Form 10-K for the fiscal year ended
December 31, 2016 (including through incorporation by reference to this Proxy Statement).
COMPENSATION COMMITTEE
Martin C. Jischke
James D. Kelly
John E. Kunz
Larry J. Magee
Ann D. Murtlow
Scott K. Sorensen
Compensation Committee Interlocks and Insider Participation
The Compensation Committee of the Board of Directors in 2016 consisted of Dr. Jischke, Mrs. Murtlow and
Messrs. Kelly, Kunz, Magee and Sorensen. None of these individuals is currently, or has ever been, an officer or
associate of Wabash National or any of our subsidiaries. In addition, during 2016, none of our executive officers
served as a member of a board of directors or on the compensation committee of any other entity that had an executive
officer serving on our Board of Directors or on our Compensation Committee.
47
Executive Compensation Tables
In this section, we provide tabular and narrative information regarding the compensation of our NEOs for the
fiscal year ended December 31, 2016.
Summary Compensation Table
for the Year Ended December 31, 2016
The following table summarizes the compensation of the NEOs for the year ended December 31, 2016 and
for the years ended December 31, 2015 and 2014. The NEOs are the Company’s Chief Executive Officer, Chief
Financial Officer, and the three other most highly compensated executive officers in 2016 as determined by calculating
total compensation pursuant to the table below.
Name and Principle Position
Richard J. Giromini
Chief Executive Officer,
Director
Jeffery L. Taylor
Senior Vice President,
Chief Financial Officer
Erin J. Roth
Senior Vice President,
General Counsel & Secretary
Mark J. Weber
Senior Vice President, Group President
Diversified Products
Brent L. Yeagy
President, Chief Operating Officer
Non-Equity
Incentive
Plan Compensation
(3)
Bonus
(2)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$974,700
$1,715,616
$1,052,624
$277,875
$435,125
$198,673
$239,400
$415,362
$231,734
$197,730
$415,780
$260,686
$335,786
$503,175
Salary
(1)
$855,000
$857,808
$797,442
$375,000
$334,712
$273,654
$350,000
$346,135
$319,192
$390,000
$387,673
$364,596
$415,000
$387,058
Year
2016
2015
2014
2016
2015
2014
2016
2015
2014
2016
2015
2014
2016
2015
Stock
Awards
Option
Awards
(4)
$2,770,403
$1,944,163
$1,500,825
$724,138
$472,981
$439,981
$448,881
$368,646
$303,681
$597,962
$472,981
$424,513
$597,962
$472,981
(4)
-
$412,776
$336,686
-
$100,372
$68,138
-
$78,322
$68,138
-
$100,372
$95,243
-
$100,372
All Other
Compensation
(5)
Total
($)
$161,703
$192,624
$166,634
$41,049
$43,162
$39,476
$28,470
$25,302
$25,233
$38,308
$47,471
$46,709
$39,230
$46,091
$4,761,806
$5,122,987
$3,854,210
$1,418,061
$1,386,352
$1,019,922
$1,066,751
$1,233,767
$947,978
$1,224,000
$1,424,277
$1,191,748
$1,387,977
$1,509,677
Director
(1)
(2)
(3)
$277,953
* All reported values are rounded to the nearest dollar; as a result, the value reported in the “Total” column
$1,036,790
$303,681
$343,788
$68,138
$43,230
2014
-
above may not reflect the sum of all other values reported in this table.
This column includes base salary for each NEO, as well as amounts deferred by the NEOs under the
Company’s Non-Qualified Deferred Compensation Plan. For salary amounts deferred in 2016, see the
first column of the Non-Qualified Deferred Compensation table on page 55. In prior years, this column
reported actual base salary earnings for each NEO, which could differ from base salary if any regularly
scheduled pay periods spanned over two fiscal years. For example, in 2015 and 2014, respectively, “base
salary” for each of our NEOs was: Mr. Giromini - $830,000 and $800,000; Mr. Taylor - $325,000 and
$275,000; Ms. Roth - $335,000 and $320,000; Mr. Weber - $375,000 and $365,000 and Mr. Yeagy -
$375,000 and $345,000, which differs from the actual base salary earnings reported for each year.
Our annual bonuses are performance based, not discretionary, and are therefore included as Non-Equity
Incentive Plan Compensation in the table above.
For 2016, Non-Equity Incentive Plan Compensation includes cash awards under the Company’s 2016 STI
Plan. Cash awards earned for the performance period ending December 31, 2016 were paid to NEOs in
March 2017 unless deferred by the NEO under the Company’s Non-Qualified Deferred Compensation
48
Plan. The following table shows the awards earned under the 2016 STI Plan. All reported values are
rounded to the nearest dollar:
2016 STI Plan Awards
Target Award as %
of Base
Salary Earnings
100%
65%
60%
65%
65%
Base Salary
Earnings
$855,000
$375,000
$350,000
$390,000
$415,000
Actual
Performance as %
of Target
114%
114%
114%
78%
125%
Award Amount
$974,700
$277,875
$239,400
$197,730
$335,785
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
For additional information on our STI Plan structure in 2016, including plan metrics and performance
measurements, see the CD&A relating to our STI Plan on pages 37-39. As noted on page 38 of our
CD&A, Mr. Yeagy began serving as our COO effective October 1, 2016 and, as a result, nine months of
his Total STI Plan Award were calculated using the formula for SBU-level NEOs and the remaining
three months of his Total STI Plan Award were calculated using the formula for Corporate-level NEOs.
(4)
Amounts represent the aggregate grant date fair value of grants made to each NEO during 2016 under the
Company’s 2016 LTI Plan, as computed in accordance with FASB ASC Topic 718. The values in these
columns exclude the effect of estimated forfeitures. Grants in 2016 consisted of restricted stock units
(RSUs) and performance stock units (PSUs) awarded under the Company’s stockholder-approved 2011
Omnibus Incentive Plan. For the per-share grant date fair values applicable to the RSUs and PSUs see
Grants of Plan Based Awards table. The following table shows the number of each award granted at
“Target” performance levels under the 2016 LTI Plan:
2016 LTI Plan Awards
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
RSUs
PSUs
(#)
93,695
24,490
15,181
20,223
20,223
(#)
114,516
29,933
18,555
24,717
24,717
As discussed in the CD&A, the PSUs reported above have not yet been earned by the NEOs and will be
earned only upon achievement of the Committee-approved performance metrics during the three-year
performance period. (See page 41). The PSUs reported above represent the “Target” payout level of
PSUs. At “Maximum” payout level, assuming the Company achieves “Maximum” performance levels for
both LTI performance metrics, the payout of PSUs would be 200% of “Target,” with award payouts to
each of the NEOs as follows: Mr. Giromini – 229,032, with a grant date fair value of $2,704,868; Mr.
Taylor – 59,866, with a grant date fair value of $707,017; Ms. Roth – 37,110, with a grant date fair value
of $438,269; Mr. Weber – 49,434, with a grant date fair value of $583,816; and Mr. Yeagy – 49,434,
with a grant date fair value of $583,816. All reported grant date fair values are rounded to the nearest
dollar.
For additional information on our LTI Plan structure in 2016, including plan metrics and performance
measurements, see the CD&A relating to our LTI Plan on pages 39-44. All awards granted to the NEOs
during 2016 are subject to the Company’s stock ownership guidelines. RSUs will vest in full three years
after the grant date. Earned PSUs will vest three years after the grant date, providing each participant
with one share of the Company’s common stock for each vested PSU.
49
Further information regarding the valuation of equity awards can be found in Note 8 to our Consolidated
Financial Statements in our Annual Report on Form 10-K for the year ended December 31, 2016. We
caution that the amounts reported in the table for equity awards and, therefore, total NEO compensation
may not represent the amounts that the NEOs will actually realize from the awards. Whether, and to what
extent, an NEO realizes value will depend on a number of factors, including our performance and stock
price.
(5)
The following table provides details about each component of the “All Other Compensation” column. All
reported values are rounded to the nearest dollar. Amounts in this column consist of: (i) payments with
respect to our 401(k) and non-qualified deferred compensation plans; (ii) payments with respect to term
life insurance for the benefit of the respective NEO; (iii) payments with respect to the Executive Life
Insurance Plan; and (iv) miscellaneous compensation or perquisites.
For 2016, the amount reported in “Misc Perquisites” for Mr. Giromini includes $69,647 in payments with
respect to the Executive Life Insurance Plan.
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
Company Contributions to
Defined Contribution Plans
Misc
Perquisites
Total All Other
Compensation
(a)
$83,988
$36,915
$24,500
$34,018
$37,785
(b)
$77,715
$4,134
$3,870
$4,290
$1,445
$161,703
$41,049
$28,370
$38,308
$39,230
(a) Company contributions to defined contribution plans include Company “matches” against cash
compensation (salary or bonus) deferred by an NEO into the Company’s 401(k) and non-
qualified deferred compensation plans. See the CD&A under Deferred Compensation Benefits
and Retirement Benefits on pages 45-46, as well as the Non-Qualified Deferred Compensation
table on page 55, for additional information regarding the Company’s deferred compensation
match programs.
(b) Miscellaneous perquisites include: amounts paid with respect to long-term disability insurance
and term life insurance for the benefit of the respective NEO, including the Executive Life
Insurance Plan for Mr. Giromini; executive physicals and health club discounts; credit
monitoring services; Company matching contributions to health savings accounts; and, as
applicable, tax gross ups associated with such benefits.
Grants of Plan-Based Awards
for the Year Ended December 31, 2016
Estimated Possible Payouts Under
Non-Equity Incentive Plan Awards
(2)
Estimated Possible Payouts Under
Equity Incentive Plan Awards
(3)
Threshold
Target
Maximum
Threshold
Target
Maximum
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
Grant Date
(1)
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
2/17/16
($)
(50% )
$427,500
-
-
($)
(100% )
$855,000
-
-
($)
(200% )
$1,710,000
-
-
$121,875
$243,750
$487,500
-
-
-
-
-
-
$105,000
$210,000
$420,000
-
-
-
-
-
-
$126,750
$253,500
$507,000
-
-
-
-
-
-
$134,875
$269,750
$539,500
-
-
-
-
-
-
(#)
(50% )
(#)
(100% )
-
(#)
(200% )
-
57,258
114,516
229,032
14,967
9,278
12,359
12,359
-
-
-
-
-
-
-
-
-
29,933
18,555
24,717
24,717
-
-
-
-
-
-
-
-
-
59,866
37,110
49,434
49,434
-
-
-
-
-
-
-
-
-
-
50
All Other Stock
Awards: Number of
Shares of
Stock or Units
(4)
(#)
Grant Date Fair Value
of Stock and Option
Awards
(5)
($)
-
-
93,695
-
-
24,490
-
-
15,181
-
-
20,223
-
-
20,223
-
$1,663,865
$1,106,538
-
$434,911
$289,227
-
$269,593
$179,288
-
$359,128
$238,834
-
$359,128
$238,834
(1) As discussed under “LTI Grant Practices” in the CD&A above, the grant date of equity awards is set by our
Board of Directors with a date that is generally the date the awards are approved by the Compensation
Committee.
(2) These columns show the range of cash payouts targeted for 2016 performance under our STI Plan as described
in the section titled “Short-Term Incentive Plan” in the CD&A. In February 2016, the Compensation Committee
recommended, and our Board of Directors approved, STI Plan awards for all eligible associates, including awards
to the NEOs (for a detailed description of the awards, see pages 37-39 in the CD&A).
(3) Represents the potential payout range of PSUs granted in 2016 pursuant to the 2011 Omnibus Incentive Plan.
As set forth in the chart below, the number of PSUs actually earned by each NEO will be dependent upon meeting
Company financial performance targets over a three-year performance period, as established in the Company’s
2016 LTI Plan. Under the Company’s 2016 LTI Plan, the Committee established two performance metrics –
Relative Total Shareholder Return (“RTSR”) and Cumulative EBITDA Performance; these metrics are
independent of the other in calculating whether LTI Plan participants will earn the PSUs, with RTSR weighted
at 54.5% of the target value of the PSUs (30% of the overall 2016 LTI Award) and Cumulative EBITDA
Performance weighted at 45.5% of the target value of the PSUs (25% of the overall 2016 LTI Award). No PSUs
will be awarded unless the Company meets the “Threshold” achievement level on at least one of these metrics at
the end of the three-year performance period. The maximum number of PSUs each NEO could earn, assuming
the Company achieves the established “Maximum” performance level on each of the performance metrics, is
listed in the “Maximum Achievement Level” column. For a detailed description of the awards and the PSUs the
NEOs will earn as a result of Company achievement against each of the performance metrics described above,
see pages 39-44 in the CD&A, under Long-Term Incentive Plan. The amounts reported in the table below have
been rounded to the nearest whole PSU.
Each earned PSU will vest in full on the three-year anniversary of the date of grant, which was February 17,
2016. Upon vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each
fully vested PSU. Dividends are not paid or accrued on the PSU awards unless and until the Company has met
the performance metrics described above.
Grant at Threshold Achievement Level
of Each Performance Metric
Grant at Target Achievement Level of
Each Performance Metric
Grant at Maximum Achievement Level
of Each Performance Metric
(#)
(#)
(#)
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
Relative Total
Shareholder
Return
Cumulative
EBITDA
Performance
Relative Total
Shareholder
Return
Cumulative
EBITDA
Performance
Relative Total
Shareholder
Return
Cumulative
EBITDA
Performance
31,206
8,157
5,056
6,735
6,735
26,052
6,810
4,221
5,623
5,623
62,411
16,313
10,112
13,471
13,471
52,105
13,620
8,443
11,246
11,246
124,822
32,627
20,225
26,942
26,942
104,210
27,239
16,885
22,492
22,492
(4) Amounts represent the number of RSUs granted pursuant to the 2011 Omnibus Incentive Plan, which vest in full
on the three-year anniversary of the date of grant. These awards were granted on February 17, 2016, and upon
vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each fully vested RSU.
Dividends, when paid, will accrue on RSUs at the same rate as on shares of our Common Stock, but any dividends
so declared by the Company will not be paid to holders of RSUs unless and until the RSUs vest to the grantee.
(5) The amounts shown in this column represent the grant date fair market value of the PSUs and RSUs granted on
February 17, 2016, as determined pursuant to FASB ASC Topic 718, and exclude the effect of estimated
forfeitures. The amount reported for the PSUs represents the grant date fair market value of the PSUs at “Target.”
For PSUs, the fair value for 45.5% of the award (the portion of the award requiring achievement of established
Cumulative EBITDA Performance metrics) was the market value of the underlying stock on the grant date (which
was $11.81); the fair value for the other 54.5% of the PSU award (the portion of the award requiring achievement
of established RTSR metrics, which is a market-based metric) was $16.80, which was calculated using a Monte
51
Carlo pricing model used to value market-based metrics. For RSUs, the fair value on the grant date was $11.81,
which was the market value of the underlying stock on the dates of grant.
Narrative to Summary Compensation Table and Grants of Plan-Based Awards Table
For Mr. Giromini, the amounts disclosed in the tables above are in part a result of the terms of his employment
agreement. We have no other employment agreements with our NEOs.
Effective January 1, 2007, the Board appointed Mr. Giromini to serve as Chief Executive Officer and his
employment agreement was amended. The following is a description of Mr. Giromini’s employment agreements in
effect since 2002. In June 2002, we entered into an employment agreement with Mr. Giromini to serve as Chief
Operating Officer effective July 15, 2002 through July 15, 2003. Mr. Giromini’s initial base salary was $325,000 per
year, subject to annual adjustments. On January 1, 2007, in connection with Mr. Giromini becoming our Chief
Executive Officer, we entered into an amendment to his employment agreement to provide that Mr. Giromini’s title
and duties would be those of the President and Chief Executive Officer. The amendment provided that Mr. Giromini
would receive an annual base salary of not less than $620,000, with eligibility for an annual incentive bonus targeted
at 80% of his base salary, which was increased by the Compensation Committee in February 2010 to 100% of his base
salary. The actual annual incentive bonus for Mr. Giromini may range from 0% to 200% of base salary and is
determined at the discretion of the Compensation Committee on an annual basis, based upon Company and individual
performance criteria set by the Committee each year. In addition, Mr. Giromini is entitled to payment of an additional
sum to enable him to participate in an executive life insurance program. Effective December 31, 2010, we entered
into an amendment to his employment agreement for purposes of clarifying language in connection with Section 409A
of Code.
The term of Mr. Giromini’s employment agreement is one year, but it automatically renews for an additional
year unless either the Board or Mr. Giromini chooses not to renew the agreement by providing notice to the other
party not less than 60 days prior to the end of the then current term. As such, at least 60 days prior to the end of the
one-year term, the Compensation Committee evaluates the agreement and Mr. Giromini’s performance to determine
if the agreement should renew for another one-year term. Mr. Giromini’s agreement provides for payments and other
benefits if his employment terminates based upon certain qualifying events, such as termination “without cause” or
leaving employment for “good reason.” The Board believed these terms, which were originally negotiated when
Mr. Giromini was initially hired in 2002, were necessary to hire Mr. Giromini and were consistent with industry
practice at that time. In deciding to allow Mr. Giromini’s contract to renew in 2016, the Board determined that such
terms remained consistent with industry practice. A description of the termination provisions, whether or not
following a change-in-control, and a quantification of benefits that would be received by Mr. Giromini can be found
under the heading “Potential Payments upon Termination or Change-in-Control.”
52
Outstanding Equity Awards at Fiscal Year-End
December 31, 2016
Option Awards
Stock Awards
(1)
Number of
Securities
Underlying
Unexercised
Options
Unexercisable
(#)
Option
Exercise Price
($)
-
-
-
-
13,457
-
31,200
-
-
2,723
-
-
7,586
-
-
-
2,723
-
5,920
-
-
-
-
-
-
3,807
-
7,586
-
-
-
-
2,723
-
7,586
-
-
$8.57
$10.21
$10.85
$9.61
$13.32
-
$14.16
-
$9.61
$13.32
-
-
$14.16
-
$10.85
$9.61
$13.32
-
$14.16
-
$3.59
$2.06
$10.21
$10.85
$9.61
$13.32
-
$14.16
-
$14.19
$10.85
$9.61
$13.32
-
$14.16
-
-
Number of Shares
or Units of Stock
that Have Not Yet
Vested
(#)
(2)
Market Value of
Shares of Stock
That Have Not
Vested
($)
Option Expiration
Date
Equity Incentive
Plan Awards:
Number of
Unearned Shares,
Units or Other
Rights That Have
Not Vested
(2)
Equity Incentive Plan
Awards: Market or
Payout Value of
Unearned Shares,
Units or Other
Rights That Have Not
Yet Vested
(#)
($)
2/6/2018
2/23/2021
2/23/2022
2/20/2023
2/19/2024
-
2/17/2025
-
2/20/2023
2/19/2024
-
-
2/17/2025
-
2/23/2022
2/20/2023
2/19/2024
-
2/17/2025
-
2/11/2019
1/5/2020
2/23/2021
2/23/2022
2/20/2023
2/19/2024
-
2/17/2025
-
5/24/2017
2/23/2022
2/20/2023
2/19/2024
-
2/17/2025
-
-
-
-
-
-
37,889
109,803
44,284
93,695
-
7,840
22,219
10,000
10,930
24,490
-
-
7,840
22,219
8,520
15,181
-
-
-
-
-
10,960
31,059
10,930
20,223
-
-
-
7,840
22,219
10,930
20,223
18,000
(3)
(4)
(5)
(6)
(3)
(4)
(9)
(5)
(6)
(3)
(4)
(5)
(6)
(3)
(4)
(5)
(6)
(3)
(4)
(5)
(6)
(10)
-
-
-
-
$599,404
$1,737,083
$700,573
$1,482,255
-
$124,029
$351,505
$158,200
$172,913
$387,432
-
-
$124,029
$351,505
$134,786
$240,163
-
-
-
-
-
$173,387
$491,353
$172,913
$319,928
-
-
-
$124,029
$351,505
$172,913
$319,928
$284,760
-
-
-
-
-
-
-
-
-
-
-
-
74,890
114,516
(7)
(8)
$1,184,760
$1,811,643
-
-
-
-
-
-
-
-
18,220
29,933
(7)
(8)
$288,240
$473,540
-
-
-
-
-
-
-
-
14,200
18,555
(7)
(8)
$224,644
$293,540
-
-
-
-
-
-
-
-
-
-
-
-
-
-
18,220
24,717
(7)
(8)
$288,240
$391,023
-
-
-
-
-
-
-
-
-
-
(7)
(8)
18,220
24,717
-
$288,240
$391,023
-
(2)
Market Value of
Unexercised
Options
($)
$422,675
$538,846
$587,603
$451,405
$100,925
-
$77,688
-
$28,690
$20,425
-
-
$18,891
-
$60,684
$55,083
$20,425
-
$14,741
-
$29,988
$91,724
$168,300
$144,279
$110,849
$28,550
-
$18,891
-
$12,225
$98,456
$75,638
$20,425
-
$18,891
-
-
Number of
Securities
Underlying
Unexercised
Options
Exercisable
(#)
58,300
96,051
118,230
72,690
26,913
-
15,600
-
4,620
5,447
-
-
3,794
-
12,210
8,870
5,447
-
2,960
-
2,452
6,666
30,000
29,030
17,850
7,613
-
3,794
-
7,500
19,810
12,180
5,447
-
3,794
-
-
Name
Grant Date
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
2/6/2008
2/23/2011
2/23/2012
2/20/2013
2/19/2014
2/19/2014
2/17/2015
2/17/2016
2/20/2013
2/19/2014
2/19/2014
9/16/2014
2/17/2015
2/17/2016
2/23/2012
2/20/2013
2/19/2014
2/19/2014
2/17/2015
2/17/2016
2/11/2009
1/5/2010
2/23/2011
2/23/2012
2/20/2013
2/19/2014
2/19/2014
2/17/2015
2/17/2016
5/24/2007
2/23/2012
2/20/2013
2/19/2014
2/19/2014
2/17/2015
2/17/2016
10/1/2016
(1) The vesting date of each service-based option award that is not otherwise fully vested is listed below by
expiration date:
Expiration Date
2/19/2024
2/17/2025
Vesting Schedule and Date
One equal installment on February 19, 2017.
Two equal installments on February 19, 2016 and 2017.
(2) For options, calculated by multiplying any positive difference between the option exercise price and the
closing price of our Common Stock on December 30, 2016, which was $15.82, by the number of listed options
53
that have not been exercised (vested and unvested). No value is shown for “underwater” options. For
restricted stock, RSUs and PSUs, calculated by multiplying the closing price of our Common Stock on
December 30, 2016 ($15.82) by the number of listed shares (earned and unearned). All reported numbers have
been rounded to the nearest dollar.
(3) 2014 RSU Award. Granted on February 19, 2014. Vested on February 19, 2017.
(4) 2014 PSU Award. Granted on February 19, 2014. The amounts reported above for each NEO reflect the PSUs
that were earned by each NEO as of December 31, 2016, which was the end of the three-year performance period,
as established by the Committee in the Company’s 2014 LTI Plan. Under the Company’s 2014 LTI Plan, the
Committee established two performance metrics – Relative Total Shareholder Return (“RTSR”) and Cumulative
EBITDA Performance; these metrics were independent of the other in calculating whether LTI Plan participants
would earn the PSUs, with each metric weighted at 50% of the total LTI Award. As described more fully in the
section entitled Payout of PSUs for 2014 to 2016 Performance Cycle on page 43 as of December 31, 2016, the
Company performed at the 140% performance level with regard to the RTSR metric, and exceeded the
“Maximum” performance level with regard to the Cumulative EBITDA Performance metric (resulting in NEOs
earning 200% of the portion of the award tied to that metric). As such, each NEO earned 170% of the targeted
number of PSUs granted to them in February 2014. Each earned PSU vested on February 19, 2017, which was
three years from the original date of grant. Upon vesting, each NEO received one share of the Company’s
Common Stock for each fully vested PSU.
(5) 2015 RSU Award. Granted on February 17, 2015. Vests on February 17, 2018.
(6) 2016 RSU Award. Granted on February 17, 2016. Vests on February 17, 2019.
(7) 2015 PSU Award. Granted on February 17, 2015. The amounts reported above for each NEO reflect the PSUs
that would be earned by each NEO at “Target” achievement levels, assuming the Company meets the financial
performance targets over a three-year performance period, as established by the Committee in the Company’s
2015 LTI Plan. Under the Company’s 2015 LTI Plan, the Committee established two performance metrics –
RTSR and Cumulative EBITDA Performance; these metrics are independent of the other in calculating whether
LTI Plan participants will earn the PSUs, with each metric weighted at 50% of the total LTI Award. No PSUs
will be awarded unless the Company meets the “Threshold” achievement level on at least one of these metrics
at the end of the three-year performance period. Each earned PSU will vest in full on the three-year anniversary
of the date of grant. Upon vesting, the recipient is entitled to receive one share of the Company’s Common
Stock for each fully vested PSU.
(8) 2016 PSU Award. Granted on February 17, 2016. The amounts reported above for each NEO reflect the PSUs
that would be earned by each NEO at “Target” achievement levels, assuming the Company meets the financial
performance targets over a three-year performance period, as established by the Committee in the Company’s
2016 LTI Plan. Under the Company’s 2016 LTI Plan, the Committee established two performance metrics –
RTSR and Cumulative EBITDA Performance; these metrics are independent of the other in calculating whether
LTI Plan participants will earn the PSUs, with RTST weighted at 54.5% of the target value of the PSUs (30%
of the overall 2016 LTI Award) and Cumulative EBITDA Performance weighted at 45.5% of the target value
of the PSUs (25% of the overall 2016 LTI Award). No PSUs will be awarded unless the Company meets the
“Threshold” achievement level on at least one of these metrics at the end of the three-year performance period.
For a detailed description of the awards and the PSUs the NEO’s would earn as a result of Company
achievement against each of the performance metrics described above, see pages 39-44 in the CD&A, under
Long-Term Incentive Plan. Each earned PSU will vest in full on the three year anniversary of the date of grant.
Upon vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each fully
vested PSU.
(9) Award to Mr. Taylor in connection with his appointment as our Senior Vice President – Chief Financial Officer.
Granted on September 16, 2014. Vests on September 16, 2017.
(10) Award to Mr. Yeagy in connection with his appointment as our COO and upon his appointment as a director.
Granted on October 1, 2016. Vests on October 1, 2019.
54
The following table sets forth information concerning the exercise of options and the vesting of stock awards
during 2016 by each of the NEOs:
Option Exercises and Stock Vested
Option Awards
(1)
Stock Awards
Name
Number of Shares
Acquired on Exercise
(#)
Value Realized on
Exercise
($)
Number of Shares
Acquired on Vesting
(#)
Richard J. Giromini
90,000*
$117,900
Jeffery L. Taylor
-
-
Erin J. Roth
25,650*
$83,117
Mark J. Weber
16,400*
$73,328
Brent L. Yeagy
22,987*
$101,387
* Cashless sale transactions
(1) Values are based on the closing stock price on the date of vesting.
(2) Restricted stock units that vested on February 20, 2016.
(3) Performance units that vested on February 20, 2016.
45,760 (2)
103,734 (3)
2,910 (2)
6,596 (3)
10,150 (2)
23,001 (3)
11,240 (2)
25,466 (3)
7,670 (2)
17,391 (3)
Value Realized on
Vesting
($)
$540,426
$1,225,099
$34,367
$77,899
$119,872
$271,642
$132,744
$300,753
$90,583
$205,388
Eligible highly-compensated associates, including the NEOs, may defer receipt of all or part of their cash
compensation (base salary and annual non-equity incentive compensation) under the non-qualified deferred
compensation plan. Amounts deferred under this program are invested among the investment funds available under
the program from time to time pursuant to the participant’s direction and participants become entitled to the returns
on those investments. Under the plan, participants may elect to receive the funds in a lump sum or in up to 10 annual
installments following retirement, as well as limited in-service distributions. The deferred compensation plan is
unfunded and subject to forfeiture in the event of bankruptcy.
The following table sets forth information concerning NEOs’ contributions and earnings with respect to the
Company’s non-qualified deferred compensation plan:
Non-Qualified Deferred Compensation
Executive Contribution
Registrant Contribution
Aggregate Earnings
(in Last FY)
(in Last FY)
(in Last FY)
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
(1)
$432,630
$157,688
$17,500
$29,387
$54,329
(2)
$73,188
$26,115
$14,000
$23,509
$30,031
(3)
$150,195
$11,012
$10,880
$21,690
$73,878
Aggregate
Withdrawls/Distributions
-
$24,156
-
$52,813
$12,936
Aggregate Balance
(at Last FYE)
(4)
$1,630,226
$132,936
$152,018
$232,308
$797,764
(1) Amounts reflected in this column represent a portion of each NEO’s salary deferred in 2016. It also reflects the
portion of the STI award earned in 2016, but not paid until 2017, that each NEO elected to defer. It does not reflect
the portion of the STI award earned in 2015, but paid in 2016, that each NEO elected to defer. These amounts are
also included in the “Salary” and “Non-Equity Incentive Plan Compensation” columns in the Summary
Compensation Table on page 48.
(2) Registrant contributions consist of a match against earnings deferred by a participant under the non-qualified
deferred compensation plan. The Company fully matches the first 3% of earnings deferred by a participant under
55
the non-qualified deferred compensation plan. In addition, the Company will contribute ½% for each additional
percent of deferred earnings contributed by the participant, up to a maximum of 5% total of the participant’s
deferred earnings (thus resulting in a maximum of a 4% Company match on a participant’s deferral of 5% of
his/her earnings). The amounts in this column represent the Company’s matching contributions during the fiscal
year, as well as its match against the portion of the STI award, earned in 2016 but not paid until 2017, each NEO
elected to defer. These amounts are also included in the Summary Compensation Table under the “All Other
Compensation” column on page 48.
(3) Amounts reflected in this column include changes in plan values during the last fiscal year, as well as any dividends
and interest earned by the plan participant with regard to the investment funds chosen by such participant during
the fiscal year.
(4) The amounts reported in this column do not reflect the executive or registrant contributions associated with the
STI awards earned in 2016, but not paid until 2017 (i.e. executive or registrant contributions after the close of the
Company’s last fiscal year). The following represents the extent to which the amounts that are reported in this
aggregate balance column were previously reported as compensation to our NEOs in our Summary Compensation
Tables in 2016 and prior years:
2016
Prior Years
Name
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
($)
$76,950
$33,750
$31,500
$35,100
$37,350
($)
$626,269
$73,616
$102,148
$254,147
$265,887
Potential Payments on Termination or Change-in-Control
The section below describes the payments that may be made to NEOs in connection with a change-in-control
or pursuant to certain termination events in 2016.
Retirement Benefit Plan
The Company has adopted a Retirement Benefit Plan that is applicable to all employees, including our NEOs.
Prior to 2016, under the Retirement Benefit Plan, “Regular Retirees” and “Early Retirees” were entitled to certain
benefits upon his/her date of retirement. A “Regular Retiree” was defined as an executive attaining at least 65 years
of age or older entering the tenth year of Company service, and an “Early Retiree” was defined as an executive
attaining at least 55 years of age and entering the fifth year of Company service. Together, Regular Retirees and Early
Retirees are referred to as “Retirees.”
The plan provided that all Retiree awards continue to vest, as scheduled, in the calendar year of retirement.
Early Retirees had three years from their retirement date to exercise options but not more than 10 years from the
original date of grant. Regular Retirees had 10 years from the original grant date to exercise options. Retirees who
were eligible to receive, and had received, PSUs and RSUs, which typically vest in full three years after the grant date,
received a prorated award based on the Retiree’s period of participation (but, in the case of PSUs, only once the
performance metrics to earn such awards have been satisfied). In the event of death and disability, as defined in each
outstanding equity award agreement, outstanding and equity awards vested in a manner consistent with vesting
provisions applicable to Early Retirees.
Regardless of the effective date of retirement, Retirees were entitled to payment of all eligible and unused
vacation pay, payable under and calculated pursuant to state law and Company policy, which accrued in the year of
retirement. Retirees were also eligible to receive a prorated incentive in lieu of bonus, if a short-term incentive was
otherwise paid to eligible associates, the year following retirement. Retirees were not required to be actively employed
by the Company on the date a short-term incentive payment is made. Additionally, retirees celebrating a 5, 10, 15, 20
or greater service anniversary in their year of retirement received a service award that is generally available to all
56
associates. Retirees could also elect to continue health care benefits generally available to all associates, in accordance
with applicable state and Federal COBRA laws, and could convert their basic company paid life insurance to term life
insurance per state and Federal laws and pursuant to the applicable life insurance plan document.
Beginning in 2016, the definition of “Retirees” under the Retirement Benefit Plan changed. However, this
change does not impact LTI awards made prior to 2016, as the LTI Plan documents (including outstanding equity
award agreements) adopted by the Compensation Committee prior to 2016 all specify that the definition of Retirees
in effect at the time of the grant of the award shall control throughout the life of the applicable awards.
Beginning in 2016, “Retiree” is defined as: (a) an associate attaining at least 65 years of age, with no service
requirement, as of his/her date of Retirement, or (b) an associate attaining at least 55 years of age, who has completed
his/her 10th year of service with the Company as of his/her date of Retirement. Retirees will have 10 years from the
original grant date to exercise vested options, and all unvested options as of a Retiree’s date of Retirement shall be
forfeited. Retirees who will be eligible to receive PSUs, which typically vest in full three years after the grant date
(subject to the achievement of the applicable performance objectives during the applicable performance period), will
receive a prorated award based on the Retiree’s period of participation. Retirees who will be eligible to receive RSUs,
which typically vest in full three years after the grant date, will receive the full amount of any granted award so long
as the Retiree’s date of Retirement is at least 12 months after the Grant Date of any RSU, otherwise any unvested RSU
shall be forfeited.
Additionally, beginning in 2016, all outstanding and prospective equity awards shall vest in full (and without
proration) in the event of the death or disability, as each of those terms are defined in each equity award agreement,
of an executive. This change also does not impact LTI awards made prior to 2016, as the LTI Plan documents
(including outstanding equity award agreements) adopted by the Compensation Committee prior to 2016 all specify
that the terms of those awards shall control throughout the life of the applicable awards. All other terms and conditions
of the Retirement Benefit Plan in effect prior to 2016 remain unchanged.
Executive Severance Plan
As noted previously in the CD&A, the Company adopted an Executive Severance Plan (“ESP”) in 2015 that
became effective January 1, 2016, which may provide additional benefits to certain designated executives, including
our NEOs, in the event we terminate their employment without cause. We determined this plan was appropriate for
use with certain executives, including our NEOs, having significant knowledge of and responsibility for our business,
as it reflected market practices for securing certain promises from executives in exchange for the provision of superior
benefits in the event of a termination without cause.
To participate in the ESP, each executive who is designated by the Compensation Committee as an eligible
employee must agree to the terms and conditions of the ESP by signing a participation agreement and returning it to
the Company within 30 days after being designated as an eligible employee. For purposes of determining severance
benefits under the ESP, each participant will be designated by the Committee as either a “Tier I” participant (our
CEO), a “Tier II” participant (certain executives, including the other NEOs) or a “Tier III” participant.
Pursuant to the ESP, NEOs whose employment is terminated by the Company without cause (and not as a
result of disability or death) would be entitled to receive the following severance benefits:
(cid:2)
(cid:2)
Severance payments equal to a multiple of the sum of the participant’s: (a) annual base salary and
(b) target annual incentive bonus (STI Award) for the year of termination, payable in installments
over the applicable severance period. The applicable multiple for the CEO is two times the above
sum. The applicable multiple for the other NEOs is one and a half times the above sum;
A pro-rated annual cash incentive bonus (STI Award) for the year of termination, based upon actual
Company performance through the end of the performance period in which termination occurs;
57
(cid:2)
(cid:2)
(cid:2)
Payment of any annual cash incentive bonus (STI Award) that was otherwise earned for the fiscal
year that ended prior to the termination of the participant’s employment, to the extent not previously
paid;
Subject to the participant’s election of COBRA coverage, payment or reimbursement of the
Company’s portion of medical, dental and vision care premiums for a period equal to: (a) 24 months
for the CEO, or; (b) 18 months for the other NEOs;
Outplacement services with a cost to the Company not in excess of $30,000; and each outstanding
equity award will be treated as provided in the applicable Company equity plan and award
agreement.
For purposes of the Plan, “cause” (as a reason for termination of employment) is defined as provided in a
participant’s employment agreement with the Company, if applicable. Otherwise, “cause” generally is defined as: (i)
a participant’s willful and continued failure to perform his or her principal duties; (ii) conviction of, or a plea of guilty
or nolo contendere to, any misdemeanor involving moral turpitude or dishonesty or any felony; (iii) illegal conduct or
gross misconduct which results in material and demonstrable damage to the business or reputation of the Company or
an affiliate; (iv) gross negligence resulting in material economic harm to the Company or an affiliate; (v) material
violation of the Company’s applicable Code of Business Conduct and Ethics or similar policy; or (vi) a participant’s
breach of the restrictive covenants set out in the Plan (as described below).
To receive any of the severance benefits described above, a participant must agree to release all claims against
the Company and its affiliates. In addition, to participate in and receive any severance benefits under the Plan, each
participant must comply with covenants not to compete with the Company, not to solicit or interfere with customers
of the Company and not to solicit Company employees or contractors, in each case for a period equal to 24 months
following termination, in the case of our CEO, or 18 months following termination, in the case of our other NEOs.
Receipt of severance benefits under the Plan is also conditioned upon compliance with confidentiality and non-
disparagement restrictions, as well as the return of Company property and cooperation with investigative,
administrative, regulatory and judicial proceedings as reasonably requested by the Company.
The Plan is not intended to duplicate any benefits that may be provided under other Company compensation
plans or arrangements. As a result, if a participant’s employment is terminated in connection with a change in control
of the Company in circumstances that would entitle the participant to severance benefits under the Wabash National
Corporation Change in Control Severance Pay Plan (the “Change in Control Plan”), the participant will receive
severance benefits only under the Change in Control Plan. Similarly, if a participant’s employment is terminated in
circumstances that would entitle the participant to severance benefits under an employment agreement with the
Company or an affiliate, the participant will receive severance benefits only under whichever arrangement provides
the greater aggregate severance benefits.
Change-in-Control
We provide severance pay and benefits in connection with a “change in control” and Qualifying Termination,
as defined below, to the Company’s executive officers, including all of the NEOs, in accordance with the terms of a
change in control plan that we adopted in September 2011 (the “Change in Control Plan”). For the purposes of this
paragraph, a “change in control” means that (i) any person or group, other than any person or group that owns more
than 50% of the total fair market value of Company stock prior to such transaction, acquires ownership of stock of the
Company that, together with stock previously held by such person or group, constitutes more than 50% of the total
fair market value of Company stock; (ii) there is a change in the effective control of the Company which means either
(A) any one person or group, acquires (or has acquired during the 12-month period ending on the date of the most
recent acquisition by such person or persons) ownership of stock of Company that represents 30% or more of the total
voting power of Company stock, or (B) a majority of members of the Board is replaced during any 12-month period
by directors whose appointment or election is not endorsed by a majority of the members of the Board prior to the
date of the appointment or election; or (iii) any person or group acquires ownership of all or substantially all of the
assets of Company. Benefits under the policy are payable in the event of a termination within 24 months after a
change in control that is either by the Company “without cause” or by the executive for “good reason” (a “Qualifying
58
Termination”). An executive must execute a release in favor of the Company to receive benefits under the Change in
Control Plan. Mr. Giromini will not receive payments under our Change in Control Plan if he is entitled to greater
benefits under the terms of his employment agreement, as described below.
Our 2011 Omnibus Incentive Plan provides that, upon a “change in control” in which awards are not assumed,
all outstanding restricted stock, deferred stock units, and dividend equivalent rights, other than unearned performance-
based awards, shall vest in full and shares shall be delivered immediately prior to the occurrence of such change in
control. All outstanding stock options and stock appreciation rights shall either (i) become immediately exercisable
for a period of 15 days prior to the scheduled consummation of the corporate transaction or (ii) our Board, or a
committee thereof, may elect, in its sole discretion, to cancel any outstanding awards of stock options, restricted stock,
deferred stock units and/or stock appreciation units and pay to the holder, in the case of restricted stock or deferred
stock units, an amount equal to the formula or fixed price per share paid to holders of shares of stock pursuant to such
change in control and, in the case of options or stock appreciation rights, an amount equal to the product of the number
of shares of stock subject to such options or stock appreciation rights multiplied by the amount, if any, by which (x)
the formula or fixed price per share paid to holders of shares of stock pursuant to such change in control transaction
exceeds (y) the option price or stock appreciation right price applicable to the stock subject to such options or stock
appreciation rights. Accelerated vesting upon a “change in control” will not occur to the extent that provision is made
in writing in connection with the change in control for the assumption or continuation of the outstanding awards, or
for the substitution of such outstanding awards for similar awards relating to the stock of the successor entity, or a
parent or subsidiary of the successor entity, with appropriate adjustments to the number of shares of stock that would
be delivered and the exercise price, grant price or purchase price relating to any such award. For the purposes of this
paragraph, a “change in control” means (i) the dissolution or liquidation of the Company or a merger, consolidation,
or reorganization of the Company with one or more other entities in which the Company is not the surviving entity,
(ii) a sale of substantially all of the assets of the Company to another person or entity, or (iii) any transaction (including
without limitation a merger or reorganization in which the Company is the surviving entity) which results in any
person or entity owning 50% or more of the combined voting power of all classes of stock of the Company.
In the case of our CEO, the benefits under the Change in Control Plan upon a Qualifying Termination are a
severance payment of three times base salary, plus three times his Target Annual Bonus for the year in which the
Qualifying Termination occurs. In addition, a payment will be made for a pro-rata portion of his Target Annual Bonus
for the year in which the Qualifying Termination occurs, health benefits will be continued for 18 months (or until he
obtains comparable coverage), and he shall be entitled to receive outplacement counseling services equal to no greater
than $25,000. To be eligible for these benefits, Mr. Giromini would be required to execute a two-year non-
compete/non-solicitation agreement.
In the case of our other NEOs, the benefits under the Change in Control Plan upon a Qualifying Termination
are a severance payment of two times base salary plus two times the executive’s Target Annual Bonus for the year in
which the Qualifying Termination occurs. In addition, a payment will be made for a pro-rata portion of the executive’s
Target Annual Bonus for the year in which the Qualifying Termination occurs, health benefits will be continued for
18 months (or until the executive obtains comparable coverage), and each shall be entitled to receive outplacement
counseling services equal to no greater than $25,000. To be eligible for these benefits, each would be required to
execute a two-year non-compete/non-solicitation agreement.
For purposes of our Change in Control Plan, “Target Annual Bonus” means: The greater of (i) the amount
that would be paid to the NEO as an annual bonus payment assuming the target level of performance for the year, as
set by the Compensation Committee, had been achieved and (ii) the average annual bonus awarded to the NEO for
the prior two calendar years.
Mr. Giromini’s Agreement.
Mr. Giromini’s employment agreement has certain provisions that provide for payments to him in the event
of the termination of his employment or in the event of a termination of his employment in connection with a change-
in-control.
59
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Termination for cause or without good reason — In the event that Mr. Giromini’s employment is
terminated for “cause” or he terminates employment without “good reason” (each as defined below),
we will pay the compensation and benefits otherwise payable to him through the termination date
of his employment. However, Mr. Giromini shall not be entitled to any bonus payment for the fiscal
year in which he is terminated for cause.
Termination by reason of death or disability — If Mr. Giromini’s employment is terminated by
reason of death or disability, we are required to pay to him or his estate, as the case may be, the
compensation and benefits otherwise payable to him through his date of termination, and a pro-rated
bonus payment for the portion of the year served assuming the applicable goals are satisfied. In
addition, Mr. Giromini, or his estate, will maintain all of his rights in connection with his vested
options.
Termination without cause or for good reason — In the event that we terminate Mr. Giromini’s
employment without “cause,” or he terminates employment for “good reason,” we are required to
pay to him his then current base salary (or an amount equal to $620,000 per year, if greater) for a
period of two years. During such two-year period, or until Mr. Giromini is eligible to receive
benefits from another employer, whichever is longer, the Company will provide for his participation
in a health plan and such benefits will be in addition to any other benefits due to him under any other
health plan. The Company will provide for his participation in a health plan for 18 months with an
additional lump sum payment, less applicable withholdings for federal, state, and local taxes, equal
to six months’ premiums (at the rate and level of coverage applicable at the end of the 18-month
period) under the Company’s health policy if coverage cannot be continued for more than 18
months. In addition, Mr. Giromini will maintain his rights in connection with his vested options.
Furthermore, if Mr. Giromini’s termination occurs at our election without cause, he is entitled to
receive a pro-rata portion of his bonus for the year in which he is terminated assuming the applicable
goals are satisfied.
Termination without cause or for good reason in connection with a change-in-control — In the
event that we terminate Mr. Giromini’s employment without “cause,” or he terminates employment
for “good reason,” within 180 days of a “change of control” (as defined below) we are required to
pay to him a sum equal to three times his then base salary (or three times $620,000, whichever is
greater) plus his target bonus for that fiscal year. We are also required to pay to him the
compensation and benefits otherwise payable to him through the last day of his employment. In
addition, any unvested stock options or restricted stock held by Mr. Giromini shall immediately and
fully vest upon his termination. Furthermore, at our election, we are required to either continue
Mr. Giromini’s benefits for a period of three years following his termination or pay him a lump sum
payment equal to three years’ premiums (at the rate and coverage level applicable at termination)
under our health and dental insurance policy plus three years’ premiums under our life insurance
policy. The Company will provide for his participation in the plans for 18 months with an additional
lump sum payment, less applicable withholdings for federal, state, and local taxes, equal to 18
months’ premiums (at the rate and level of coverage applicable at the end of the 18-month period)
under the Company’s health and dental insurance policy if coverage cannot be continued for more
than 18 months. Any change of control payment that becomes subject to the excise tax imposed by
Section 4999 of the Internal Revenue Code or any interest or penalties with respect to such excise
tax, including any additional excise tax, interest or penalties imposed on the restorative payment,
requires that we make an additional restorative payment to Mr. Giromini that will fund the payment
of such taxes, interest and penalties.
The payments and benefits payable to Mr. Giromini in connection with a termination without cause or for
good reason are contingent upon his execution of a negotiated general release of all claims within 45 days following
his termination of employment. Mr. Giromini has also agreed not to compete with us during the term of his agreement
and for a period of two years after termination for any reason. As provided for under the Company’s Change in
Control Plan and his employment agreement, Mr. Giromini, upon a change in control, is entitled to receive benefits
under either the Change in Control Plan or his employment agreement, but not both.
60
For purposes of Mr. Giromini’s employment agreement, the following definitions apply:
(cid:2)
“Cause” means:
o
o
o
o
o
The willful and continued failure to perform the executive’s principal duties (other than
any such failure resulting from vacation, leave of absence, or incapacity due to injury,
accident, illness, or physical or mental incapacity) as reasonably determined by the Board
in good faith after the executive has been given written, dated notice by the Board
specifying in reasonable detail his failure to perform and specifying a reasonable period of
time, but in any event not less than 20 business days, to correct the problems set forth in
the notice;
The executive’s chronic alcoholism or addiction to non-medically prescribed drugs;
Theft or embezzlement of the Company’s money, equipment, or securities by the
executive;
The executive’s conviction of, or the entry of a pleading of guilty or nolo contendere to,
any felony or misdemeanor involving moral turpitude or dishonesty; or
The executive’s material breach of the employment agreement, and the failure to cure such
breach within 10 business days of written notice thereof specifying the breach.
(cid:2)
“Change of Control” means:
o
o
o
o
o
o
Any person, other than any person currently a beneficial owner, becomes the beneficial
owner of 50% or more of the combined voting power of our outstanding Common Stock;
During any two-year period, individuals who at the beginning of such period constitute the
Board of Directors, including any new director whose election resulted from a vacancy on
the Board of Directors caused by the mandatory retirement, death, or disability of a director
and was approved by a vote of at least two-thirds of the directors then still in office who
were directors at the beginning of the period, cease for any reason to constitute a majority
of the Board of Directors;
We consummate a merger or consolidation with or into another company, the result of
which is that our stockholders at the time of the execution of the agreement to merge or
consolidate own less than 80% of the total equity of the company surviving or resulting
from the merger or consolidation, or of a company owning 100% of the total equity of such
surviving or resulting company;
The sale in one or a series of transactions of all or substantially all of our assets;
Any person has commenced a tender or exchange offer, or entered into an agreement or
received an option to acquire beneficial ownership of 50% or more of our Common Stock,
unless the Board of Directors has made a reasonable determination that such action does
not constitute and will not constitute a change of control; or
There is a change of control of a nature that would generally be required to be reported
under the requirements of the Securities and Exchange Commission, other than in
circumstances specifically covered above.
(cid:2)
(cid:2)
“Good Reason” means:
A material reduction in the executive’s base salary or bonus opportunity;
61
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
A material diminishment of the executive’s position, duties, or responsibilities;
The assignment by us to the executive of substantial additional duties or responsibilities that are
inconsistent with the duties or responsibilities then being carried out by the executive and which are
not duties of an executive nature;
Material breach of the employment agreement by us;
Material fraud on our part; or
Discontinuance of the active operation of our business, or our insolvency, or the filing by or against
us of a petition in bankruptcy or for reorganization or restructuring pursuant to applicable insolvency
or bankruptcy law.
Potential Payments on Termination or Change in Control – Payment and Benefit Estimates
The table below was prepared to reflect the estimated payments that would have been made pursuant to the
policies and agreements described above. Except as otherwise noted, the estimated payments were calculated as
though the applicable triggering event occurred and the NEO’s employment was terminated on December 31, 2016,
using the share price of $15.82 of our Common Stock as of December 30, 2016, the last trading day of 2016.
In addition, the reported estimated payments were calculated utilizing the following assumptions:
General Assumptions
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
The amounts shown do not include distributions of plan balances under the Wabash National
Deferred Compensation Plan. Those amounts are shown in the Nonqualified Deferred
Compensation table.
The amounts shown include potential payments under the ESP.
No payments or benefits are payable or due upon a voluntary termination or termination for cause,
other than amounts already earned.
Salary amounts payable use full salary values as of December 31, 2016. Bonus amounts payable
are at the 2016 STI “Target” level, as approved by the Compensation Committee. See footnotes 2
and 3 to the Summary Compensation Table (page 48) for discussion of the 2016 STI Plan “Target”
bonus amounts used to calculate the values reflected in this column.
As discussed previously, upon a change in control, Mr. Giromini is entitled to receive benefits under
either the Change in Control Plan or his employment agreement, but not both. Unless otherwise
noted, all “change in control” values reflected in this table assume Mr. Giromini elected to receive
benefits under his employment agreement.
Equity-based Assumptions
(cid:2)
Pursuant to our 2011 Omnibus Incentive Plan, we assumed that all outstanding equity awards were
not assumed or continued as part of the “change in control” event. As such, all outstanding restricted
stock, deferred stock units, and dividend equivalent rights, other than unearned performance-based
awards, vested immediately and all outstanding stock options and stock appreciation rights were
assumed to have become immediately exercisable (for the 15-day period prescribed in Company’s
2011 Omnibus Incentive Plan).
62
(cid:2)
Additionally, the amounts shown in the “Change in Control only” scenario do not account for the
terms and conditions of our Change in Control Plan, which requires both a change in control event
and a termination before outstanding equity awards would become subject to accelerated vesting.
Instead, the amounts shown in the “Change in Control only” scenario reflect only the assumptions
regarding the 2011 Omnibus Incentive Plan, which are described in the immediately preceding
bullet point.
Accelerate Vesting of Equity Value
Short-Term
Incentive Plan
Bonus
(2)
Performance
Stock Units
(4)
Salary
(1)
(3)
Restricted
Stock
(5)
Stock Options
(6)
Welfare
Benefits
Continuation
(7)
Life Insurance
Plans
(8)
Parachute Tax
Gross-Up
Payment
Total
($)
$1,710,000
$2,684,700
-
-
-
$194,160
$2,565,000
$3,420,000
$1,737,083
$2,782,232
-
-
$562,500
-
-
-
$1,737,083
$2,782,232
-
-
-
-
$750,000
$950,696
$351,505
$842,573
Name
Richard J. Giromini
Termination Without Cause or by
Executive for Good Reason
Termination Following a Change-in-
Control
Change-in-Control Only
Termination as Result of Death
Jeffery L. Taylor
Termination Without Cause or by
Executive for Good Reason
Termination Following a Change-in-
Control
Erin J. Roth
Termination Without Cause or by
Executive for Good Reason
Termination Following a Change-in-
Control
Mark J. Weber
Termination Without Cause or by
Executive for Good Reason
Termination Following a Change-in-
Control
Brent L. Yeagy
Termination Without Cause or by
Executive for Good Reason
Termination Following a Change-in-
Control
Change-in-Control Only
-
$351,505
$842,573
$525,000
-
-
-
$700,000
$970,643
$351,505
$498,979
Change-in-Control Only
-
$351,505
$498,979
$585,000
-
-
-
$780,000
$1,014,699
$491,353
$666,228
Change-in-Control Only
-
$491,353
$666,228
$622,500
-
-
-
$830,000
$1,171,692
$351,505
$901,629
Change-in-Control Only
-
-
$351,505
$901,629
-
-
-
-
-
-
-
-
-
$2,784,512
-
-
-
-
-
-
-
-
-
-
-
-
-
$4,588,860
$3,828,925
$14,689,915
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$4,604,750
$2,784,512
$596,018
$2,972,693
$1,213,478
$558,206
$2,595,967
$867,118
$614,689
$3,029,079
$1,179,691
$656,018
$3,332,745
$1,272,534
$271,240
-
-
$33,518
$58,518
-
$33,206
$58,206
-
$29,689
$54,689
-
$33,518
$58,518
-
$85,435
$85,435
-
-
$19,400
$19,400
$16,635
$16,635
$22,110
$22,110
$19,400
$19,400
(1) Pursuant to the Company’s Executive Severance Plan, NEOs (other than the CEO) are entitled to one and a half
times the sum of the NEO’s (a) annual base salary and (b) target annual incentive bonus (STI Award) for the year
of termination, upon termination without cause (and not as a result of disability or death). In the event of a change-
in-control and qualifying termination, pursuant to our Change in Control Plan, our NEOs (other than Mr.
Giromini) are provided a lump sum payment of two times the NEO’s base salary.
Pursuant to Mr. Giromini’s employment agreement, he is entitled to two times his base salary, if he is terminated
without cause or if he voluntarily terminates his employment with good reason. Additionally, for Mr. Giromini,
both his employment agreement and our Change in Control Plan entitled him to receive a lump sum payment of
three times his base salary upon a change-in-control and qualifying termination.
(2) Pursuant to our Executive Severance Plan, upon termination without cause (and not as a result of disability or
death), NEOs are entitled to a pro-rated annual cash incentive bonus (STI Award) for the year of termination,
based upon actual Company performance through the end of the performance period in which termination occurs,
63
as well as payment of any annual cash incentive bonus (STI Award) that was otherwise earned for the fiscal year
that ended prior to the termination of the NEO’s employment.
Pursuant to our Change in Control Plan, in the event of a change-in-control and qualifying termination, our NEOs
(other than Mr. Giromini) are provided payment of two times the NEO’s Target Annual Bonus and a pro-rata
portion of the NEO’s Target Annual Bonus for the year in which s/he is terminated.
For Mr. Giromini, in the event of a change-in-control and qualifying termination, our Change in Control Plan
provides for three times his Target Annual Bonus and a pro-rata portion of his Target Annual Bonus for the year
in which he is terminated. However, under Mr. Giromini’s employment agreement, in the event of a change-in-
control and qualifying termination, he is entitled to payment of three times his target bonus (which is defined in
his employment agreement as being the target annual incentive bonus set by the Compensation Committee each
year) for the year in which he is terminated, as well as a pro-rata portion of his target bonus for the year in which
he is terminated. Also pursuant to his employment agreement, if he is terminated by us without cause or if he
terminates his employment for good reason, he is entitled to two times his target bonus and a pro-rata portion of
his target bonus for the year in which he is terminated. Due to the difference in the definitions of “Target Annual
Bonus” in our Change in Control Plan (see page 61), and “target bonus” in Mr. Giromini’s employment agreement
(see above), the STI Plan bonus to which Mr. Giromini would be entitled could be calculated using different
bases.
With the exception of Mr. Giromini, the figures reported above are based on multiples of the calculated Target
Annual Bonus (as defined by the Change in Control Plan, see page 61). For each of Ms. Roth and Messrs. Taylor,
Weber and Yeagy the Target Annual Bonus is equal to the average of the annual bonuses each was paid in 2014
and 2015.
For Mr. Giromini, since we’ve assumed Mr. Giromini elected to receive benefits under his employment
agreement, the figures reported above reflect multiples of his “target bonus,” as defined by his employment
agreement. Had we reported Target Annual Bonus (as defined by our Change in Control Plan) for Mr. Giromini,
the figure reported above for would have been $5,536,480, which reflects multiples of the average of the annual
bonuses he was paid in 2014 and 2015.
(3) Pursuant to our 2011 Omnibus Incentive Plan, all outstanding restricted stock, restricted stock units, and dividend
equivalent rights, other than unearned performance-based awards, vest immediately, but only if the outstanding
awards are not assumed or continued as part of the “change in control” event.
In the event these awards are assumed/continued as part of the change in control event, and an NEO is thereafter
terminated within 12 months of the change in control event, any assumed award will vest immediately to the NEO
at the time of termination. Under Mr. Giromini’s employment agreement, however, if he is terminated following
a change in control event, all outstanding equity compensation grants that are outstanding to him are accelerated
and vest immediately, even if such termination occurs more than 12 months after the change in control event.
(4) Amounts reflected in this column include earned performance stock units awarded in 2014; the performance
period for these awards ended on December 31, 2016. For a description of all performance stock unit awards,
see footnotes 4, 7 and 8 to the Outstanding Equity Awards at Fiscal Year-End table on page 54. Only performance
stock units earned as of the triggering event are subject to the accelerated vesting features of the Change in Control
Plan.
(5) Amounts reflected in this column assume that any awards granted in 2014, 2015 or 2016 pursuant to our 2011
Omnibus Incentive Plan were not assumed or continued as part of the “change in control” event, and as such,
pursuant to the terms of our 2011 Omnibus Incentive Plan, include outstanding restricted stock units, but do not
include any outstanding, unearned performance-based stock units. For a description of the 2016 awards, see the
Grants of Plan Based Awards table and accompanying narrative on pages 50-51; for a detailed description of the
effect of a “change of control” on awards granted pursuant to our 2011 Omnibus Incentive Plan, see pages 58-59.
(6) Amounts reflected in this column assume that any non-qualified stock option awards granted in 2014 or 2015
pursuant to our 2011 Omnibus Incentive Plan were not assumed or continued as part of the “change in control”
event, and as such, become immediately exercisable for a period of 15 days prior to the consummation of the
change of control corporate transaction. For a detailed description of the effect of a “change of control” on awards
granted pursuant to our 2011 Omnibus Incentive Plan, see pages 58-59.
(7) Pursuant to the Company’s Executive Severance Plan, NEOs (other than the CEO) are entitled to reimbursement
for welfare benefits continuation for one and a half years upon termination without cause (and not as a result of
disability or death), and the CEO is entitled to reimbursement for welfare benefits continuation for two years upon
64
termination without cause (and not as a result of disability or death). All NEOs (including the CEO) are entitled
to outplacement services no greater in value than $30,000.
Pursuant to our Change in Control Plan, in the event of a change-in-control and qualifying termination, all NEOs
(including Mr. Giromini), are provided outplacement counseling services no greater in value than $25,000, and
reimbursement for welfare benefits continuation for up to 18 months.
Pursuant to Mr. Giromini’s employment agreement, if he is terminated by us without cause or if he terminates his
employment for good reason, he is entitled to payment of premiums on his Executive Life Insurance Program, as
well as reimbursement for welfare benefits continuation for two years. Also pursuant to his employment
agreement, in the event of a change-in-control and qualifying termination, he is entitled to payment of premiums
on his Executive Life Insurance Program, as well as reimbursement for welfare benefits continuation for three
years.
(8) Current value of payout under the Executive Life Insurance Plan payable to Mr. Giromini’s beneficiaries in the
event of his termination as a result of his death.
The following table provides information about our equity compensation plans as of December 31, 2016.
Equity Compensation Plan Information
NUMBER OF
SECURITIES TO
BE ISSUED UPON
EXERCISE OF
OUTSTANDING
OPTIONS,
WARRANTS AND
RIGHTS (2)
WEIGHTED
AVERAGE
EXERCISE PRICE
OF OUTSTANDING
OPTIONS,
WARRANTS AND
RIGHTS
NUMBER OF
SECURITIES
REMAINING
AVAILABLE FOR
FUTURE ISSUANCE
UNDER EQUITY
COMPENSATION
PLANS (3)
1,273,754
$11.13
2,313,510
PLAN CATEGORY
Equity Compensation Plans Approved by
Security Holders (1)
(1) All equity compensation plans have been approved by the Company’s stockholders. As a result, the numbers and
value shown reflect all equity compensation plans.
(2) Consists of shares of Common Stock to be issued upon exercise of outstanding options granted under the Wabash
National Corporation 2007 Omnibus Incentive Plan (“the 2007 Plan”) and the Wabash National Corporation 2011
Omnibus Incentive Plan (“the 2011 Plan”).
(3) Consists of shares of Common Stock available for future issuance pursuant to the 2011 Plan, which includes
shares previously available for issuance under the 2007 Plan that are now available for issuance under the 2011
Plan. There were a total of 2,313,510 shares of Common Stock available as of December 31, 2016 for future
issuance under the 2011 Plan pursuant to grants in the form of restricted stock, stock units, unrestricted stock,
options and other incentive awards, subject to certain limitations in the 2011 Plan.
Restricted Stock Grants
We have issued an aggregate of 1,407,283 shares of restricted stock and restricted stock units (which, upon
vesting convert to shares of the Company’s common stock) pursuant to the 2007 Plan, of which 403,139 were forfeited
or otherwise cancelled, and 1,004,144 vested on or before December 31, 2016, with no shares remaining subject to
forfeiture as of that date. These amounts exclude the issuance of performance stock units (which, upon vesting convert
to shares of the Company’s common stock) in the aggregate of 180,880 of which 6,512 were forfeited or otherwise
cancelled, and 174,368 vested on or before December 31, 2016, with no shares remaining subject to forfeiture as of
that date.
We have issued an aggregate of 1,514,752 shares of restricted stock and restricted stock units (which, upon
vesting will convert to shares of the Company’s common stock) pursuant to the 2011 Plan, of which 128,561 were
forfeited or otherwise cancelled, and 510,917 vested on or before December 31, 2016, with 875,274 remaining subject
to forfeiture as of that date. These amounts exclude the issuance of performance stock units (which are subject to
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three-year performance criteria, but upon vesting will convert to shares of the Company’s common stock) in the
aggregate of 1,754,867, of which 67,234 have been forfeited or otherwise cancelled, and 599,182 vested on or before
December 31, 2016, with 1,088,451 remaining subject to forfeiture as of that date.
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PROPOSAL 2
Advisory Vote on the Compensation of Our Executive Officers
We are asking stockholders to vote to approve, on an advisory (non-binding) basis, the compensation of the
NEOs of our Company. The vote is not intended to address any specific item of compensation, but rather the overall
compensation of our executive officers and the philosophy, policies and practices described in this Proxy Statement.
We urge you to read the “Executive Compensation” section of this Proxy Statement, including our “Compensation
Discussion and Analysis,” Executive Compensation Tables and related narrative discussion, beginning on page 25,
which provides details on the Company’s compensation programs and policies for our executive officers, including
the 2016 compensation of our NEOs. Our Compensation Discussion and Analysis (“CD&A”) provides stockholders
with a detailed description of our compensation programs, including the philosophy and strategy underpinning the
programs, the individual elements of the compensation programs, and how our compensation plans are administered.
Our compensation philosophy, discussed in the CD&A section “Philosophy and Objectives of Wabash
National Compensation Program” is supported by the following principles:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Attract, retain, and motivate high-caliber executives;
As the responsibility of an associate/executive increases within the Company, place a larger portion
of total compensation “at-risk,” with an increasing portion tied to long-term incentives;
Provide the appropriate level of reward for performance;
Recognize the cyclical nature of our primary truck-trailer business and the need to manage value
through the business cycle by managing compensation levels and components;
Provide stockholder alignment by encouraging NEOs to be long-term stockholders of Wabash
National;
Structure compensation programs to meet the tax deductibility criteria in the U.S. Internal Revenue
Code, when practicable; and
Structure the compensation program to be regarded positively by our stockholders and associates,
while providing the Compensation Committee with the flexibility needed to satisfy all of these listed
goals.
We believe the executive compensation program has been instrumental in retaining and attracting high
quality executive management who guided the Company through its acquisition of the Walker Group in 2012, and led
the Company to record-setting years for revenue, gross profit and operating income in each of the last five years. For
a more detailed description of the Company’s financial results for 2016, please see “Management’s Discussion and
Analysis of Financial Condition and Results of Operations” in the Company’s Annual Report on Form 10-K for the
fiscal year ended December 31, 2016.
We are committed to “pay for performance,” meaning that a significant portion of our executive officer
compensation is variable, “at-risk,” and will be determined based on our performance. In addition, we design our
executive compensation to encourage long-term commitment by our executive officers to Wabash National. We
believe our executive compensation programs encompass several “best practices” including:
(cid:2)
Annual Peer Review by Independent Compensation Committee - Annual monitoring of the
compensation systems of companies of similar size and similar complexity by our Compensation
Committee, with the objective of setting total target compensation (base salary, annual cash
incentives and long-term equity incentives) for executives at levels that are generally competitive
with our peer group, but also accounting for the Company’s own financial performance objectives
and cyclicality. The Compensation Committee is comprised entirely of independent members, and
it engages an independent consultant to assist in this annual review process.
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(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
Pay for Performance - A significant portion (ranging from approximately 65% to 81% of our
executives’ target total compensation) is considered to be performance-based, with approximately
81% of our CEO’s total compensation in 2016 (at “Target”) classified as performance-based
compensation. To motivate our executive officers to align their interests with those of our
stockholders, we provide annual incentives, which are designed to reward our executive officers for
the attainment of short-term financial performance goals, as well as long-term incentives, which are
designed to reward them for the achievement of identified long-term financial performance goals,
as well as for increases in our stockholder value over time.
(cid:2)
(cid:2)
In 2016, we established corporate performance goals under the Company’s Short-Term
Incentive (“STI”) Plan based on the Company’s attainment of its Operating Income and
Net Working Capital goals, creating a clear and direct relationship between executive pay
and the Company’s financial performance in 2016.
In 2016, we established a three-year corporate performance period under the Company’s
Long-Term Incentive (“LTI”) Plan, requiring the Company to achieve certain Cumulative
EBITDA Performance and Relative Total Shareholder Return targets set by the
Compensation Committee before LTI Plan participants could earn Performance Stock
Units granted under the 2016 LTI Plan. This created a clear and direct relationship between
executive pay and the focus on long-term increases in stockholder value.
Mitigate Undue Risk - Our compensation practices are designed to discourage excessive risk-taking
and/or an emphasis on short-term results at the expense of the long-term performance of the
Company. Payouts under all of our compensation programs are “capped” at specified “maximum”
payout levels for this reason and our STI plan and LTI plan use different financial performance
metrics.
Alignment with Stockholders - Long-term incentives are provided to executive officers in the form
of restricted stock units and performance stock units. These equity-based awards, which vest over a
period of three years, constituted between 44% and 62% of our executives’ target total compensation
in 2016 (with 62% of our CEO’s target total compensation comprised of equity-linked awards).
These awards link compensation with the long-term price performance of our stock and also provide
a substantial retention incentive for our executives.
Stock Ownership Guidelines - We have adopted Stock Ownership guidelines to encourage the
retention of stock by our executives and to strengthen the relationship between compensation and
performance.
Employment Contracts - We do not have individual employment or severance agreements with any
of our NEOs, other than an employment agreement with Mr. Giromini, which was originally
executed when he became our COO in 2002. Mr. Giromini’s employment agreement automatically
renews each year unless either Mr. Giromini or the Board chooses not to renew the agreement. The
Compensation Committee annually reviews the agreement and Mr. Giromini’s performance.
Double Trigger Change in Control Benefits - We employ a double-trigger change in control
provision as part of our Change in Control Plan.
No Pledging/Hedging Transactions or Short Sales Permitted - We have adopted a policy precluding
all directors and associates, including our executive officers, and their Related Persons from
pledging or engaging in hedging or short sales with respect to the Company’s stock.
No Substantial Perquisites - We do not provide substantial perquisites to our executive officers.
No Unique Retirement Programs - We do not have retirement programs uniquely applicable to our
executive officers.
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(cid:2)
No Repricing of Underwater Stock Options - We do not permit underwater stock options to be
repriced without stockholder approval.
The Compensation Committee discharges many of the Board’s responsibilities related to executive
compensation and continuously strives to align our compensation policies with our performance. The Committee will
continue to analyze our executive compensation policies and practices and adjust them as appropriate to reflect our
performance and competitive needs. The Board believes that the executive compensation – as disclosed in the CD&A,
tabular disclosures, and other narrative executive compensation disclosures in this Proxy Statement – reflects our
compensation philosophy and aligns with the pay practices of our peer group.
Effect of the Proposal
This proposal, commonly known as a “say-on-pay” proposal, gives our stockholders the opportunity to
express their views on our executive officers’ compensation. This say-on-pay vote is an advisory vote that is not
binding on us.
The approval or disapproval by stockholders will not require the Board or the Compensation Committee to
take any action regarding the Company’s executive compensation practices. The final decisions on the compensation
and benefits of our NEOs and on whether, and if so, how, to address stockholder disapproval remain with the Board
and the Compensation Committee.
The Board believes that the Compensation Committee is in the best position to consider the extensive
information and factors necessary to make independent, objective, and competitive compensation recommendations
and decisions that are in the best interests of Wabash National and its stockholders.
However, the Board and our Compensation Committee value the opinions expressed by stockholders in their
vote on this proposal, and will carefully consider the outcome of the vote when making future compensation decisions
with respect to our executive officers. In that regard, the Board and our Compensation Committee carefully considered
the results of last year’s say-on-pay vote, in which 96% of stockholders voted in favor of our say-on-pay proposal,
and took such results into account by continuing to emphasize the core principles of our compensation philosophy and
best practices of our compensation programs.
The Board urges you to carefully review the CD&A section of this Proxy Statement, together with the
executive compensation tables, which describe our compensation philosophy and programs in greater detail, and to
approve the following resolution:
“RESOLVED, that the stockholders hereby approve on an advisory basis the compensation paid to
the Wabash National Corporation named executive officers, as disclosed in the Wabash National Corporation
Proxy Statement pursuant to the rules of the Securities and Exchange Commission (including the
Compensation Discussion and Analysis, compensation tables and narrative discussion).”
Board Recommendation
The Board of Directors UNANIMOUSLY recommends that you vote “FOR” the approval
of the compensation of our executive officers, as disclosed in this Proxy Statement.
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PROPOSAL 3
Advisory Vote on the Frequency of the Advisory Vote on the Compensation of Our Executive Officers
Under an amendment to the Exchange Act adopted by Congress as part of the Dodd-Frank Act, stockholders
are able to indicate how frequently they believe an Advisory “Say on Pay” Vote on Executive Compensation, such as
we have included in Proposal Two, should occur. We currently hold the Say on Pay vote every year, and are required
to hold the say on pay vote at least once every three years. By voting on this Proposal Three, you may indicate whether
you would prefer that we continue to hold the Advisory Vote on Executive Compensation annually or whether you
would prefer that we instead hold the vote every two or three years.
Our stockholders voted on a similar proposal in 2011, with the majority voting to hold the say on pay vote
every year, and our Board of Directors adopted this standard. It is our strong belief, and the Board’s recommendation,
that holding a say on pay vote every year is most appropriate for the Company so that our stockholders may express
their views on our executive compensation program annually. The Board recognizes the importance of receiving
regular input from our stockholders on important issues such as our executive compensation and believes that an
advisory vote on executive compensation is the most effective way for stockholders to communicate with the
Company about its compensation objectives, policies and practices. Since 2011, this yearly interaction between the
Board, the Compensation Committee, and our stockholders has resulted in regular, meaningful evaluation of our
performance against our compensation practices, taking into account the natural cyclicality prevalent in the trailer
industry. In addition, holding a say on pay vote annually is in line with prevailing market practice and current
stockholder expectations and preferences.
For the above reasons, the Board recommends that you vote to hold an Advisory Vote on Executive
Compensation annually. Your vote, however, is not to approve or disapprove the Board’s recommendation. When
voting on this Proposal Three, you have four choices: you may elect that we hold an Advisory Vote on Executive
Compensation every year, every two years or every three years, or you may abstain from voting. The Board intends
to review the results for each voting alternative in Proposal Three in making its determination on the frequency of the
stockholder advisory vote on our executive compensation in the future.
As an advisory vote, the vote on Proposal Three is not binding upon us, and the Compensation Committee
and the Board may decide that it is in the best interests of our stockholders and our Company to hold an Advisory
Vote on Executive Compensation more or less frequently than the option approved by our stockholders. Nevertheless,
the Compensation Committee and the Board will consider the outcome of the vote when making future decisions on
executive compensation.
Board Recommendation
The Board of Directors UNANIMOUSLY recommends that you vote to hold an
Advisory Vote on Executive Compensation ANNUALLY.
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PROPOSAL 4
Approval of the Wabash National Corporation 2017 Omnibus Incentive Plan
Our Board of Directors approved the Wabash National Corporation 2017 Omnibus Incentive Plan (the “2017
Plan”) on February 22, 2017, subject to approval by our stockholders. We are recommending that stockholders approve
the 2017 Plan because we believe that the 2017 Plan will be essential to our continued success, by allowing the
Company to provide incentives to attract and retain key employees, non-employee directors and consultants and align
their interests with those of our stockholders.
If approved by our stockholders, the 2017 Plan will be the successor to the Company’s 2011 Omnibus
Incentive Plan (the “2011 Plan”). No further awards will be made under the 2011 Plan, if the 2017 Plan is approved
by our stockholders. However, awards granted under the 2011 Plan (and its predecessor, our 2007 Omnibus Plan)
before stockholder approval of the 2017 Plan will remain outstanding in accordance with their terms. We sometimes
refer to the 2011 Plan and our 2007 Omnibus Incentive Plan as the “Prior Plans.”
Stockholders are being asked to approve the 2017 Plan to authorize 3,150,000 shares for issuance under the
2017 Plan. None of the remaining shares from the 2011 Plan (or any other Prior Plan) will be carried over into the
2017 Plan, except for shares subject to outstanding awards under the Prior Plans that are forfeited, canceled,
surrendered, settled in cash or otherwise terminated without the issuance of shares after stockholder approval of the
2017 Plan. If our stockholders do not approve the 2017 Plan, we may be required to increase the cash components of
our compensation program which may inhibit our ability to align the interests of our executives with those of our
stockholders.
Stockholders are also being asked to approve the 2017 Plan for the following reasons:
(cid:2)
(cid:2)
(cid:2)
To authorize the grant of awards under the 2017 Plan that are intended to be treated as “qualified
performance-based compensation” for purposes of Section 162(m) of the Internal Revenue Code
(“Section 162(m)”). Section 162(m) generally prevents a publicly held corporation from claiming
a federal income tax deduction for compensation in excess of $1 million per year paid to any of its
chief executive officer or three other most highly compensated executive officers (other than the
chief financial officer). However, if certain conditions are met, “qualified performance-based
compensation” is excluded for purposes of calculating the amount of compensation subject to the
$1 million limit Among other requirements, in order for awards to be treated as “qualified
performance-based compensation” for purposes of Section 162(m), the material terms of the
performance goals under which compensation may be paid must be disclosed to and approved by
our stockholders. Those material terms include (i) the employees eligible to receive compensation,
(ii) a description of the business criteria on which the performance goals are based, and (iii) the
maximum amount of compensation that can be paid to an employee under the performance-based
awards. Each of these aspects of the 2017 Plan is discussed below.
To approve an annual limit of $350,000 that will apply to the grant date fair value of equity
awards that may be granted to any one non-employee director under the 2017 Plan, plus the
amount of cash fees paid to the non-employee director during the year.
To authorize the grant of stock options that qualify for treatment as incentive stock options for
purposes of Section 422 of the Internal Revenue Code.
Outstanding Equity Awards
As of March 20, 2017 (the “Record Date”), 2,260,868 shares of the Company’s common stock (“shares”)
remained available for issuance under the 2011 Plan. As noted above, however, if our stockholders approve the 2017
Plan, those shares will no longer be available for future awards. The table below provides information regarding the
awards outstanding under the Prior Plans as of the Record Date:
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Stock options outstanding
Full-value awards outstanding (i.e., awards other than stock options)
Weighted average exercise price of outstanding stock options
Weighted average remaining term of outstanding stock options
788,025
1,878,6661
$11.10
5.1 years
1 Amount includes 266,900 unearned performance stock units granted in 2017 and outstanding on the Record Date.
As of the Record Date, there were a total of 60,448,111 shares of the Company’s common stock outstanding,
and the closing price per share on the Record Date, as reported on the New York Stock Exchange, was $20.85.
Plan Highlights
The 2017 Plan contains a number of provisions that are consistent with our compensation philosophy and
designed to protect the interests of our stockholders, including the following:
Feature
Minimum Vesting Requirements
(with 5% Exception)
Description
The 2017 Plan generally requires that all awards be subject to a minimum
vesting period of at least one year, except that up to 5% of the share reserve
may be issued with a shorter vesting period (or with no vesting requirement).
No “Liberal” Change in Control
Definition
The 2017 Plan does not provide a “liberal” change in control definition,
which means that a change in control must actually occur in order for the
change in control provisions in the 2017 Plan to be triggered.
No Automatic “Single-Trigger”
Vesting on a Change in Control
No Liberal Share Recycling for
Stock Option and SAR Awards
The 2017 Plan generally provides for “double-trigger” vesting of equity
awards that are assumed in a change in control transaction, which means that
awards which are assumed in the transaction generally will continue to vest
based on continued service, or, if earlier, upon a termination without cause
or, where applicable, a resignation for good reason, within 1 year after the
change in control.
Awards that are not assumed in the transaction would vest on a “single-
trigger” basis upon a change in control.
The 2017 Plan prohibits share recycling with respect to stock options and
stock appreciation rights (or “SARs”), meaning that shares used to pay the
exercise price of a stock option, shares used to satisfy a tax withholding
obligation with respect to a stock option or a SAR, and shares that are
repurchased by the Company with stock option proceeds will not be added
back to the 2017 Plan. In addition, when a SAR is settled in shares, all of the
shares underlying the SAR will be counted against the share limit of the
2017 Plan.
However, shares withheld to satisfy a tax withholding obligation with respect
to a “full-value” award (i.e., an award other than a stock option or SAR) will
be recycled back into the 2017 Plan’s share reserve.
No Discounted Stock Options or
SARs
The 2017 Plan does not permit the use of “discounted” stock options or
SARs.
No Re-Pricing of Stock Options
or SARs; No Reload Awards
The 2017 Plan does not permit the “re-pricing” of stock options and SARs
without stockholder approval. This includes a prohibition on cash buyouts of
underwater options or SARs and “reloads” in connection with the exercise of
options or SARs.
72
Feature
Forfeiture and Recoupment
Provisions
No Dividends or Dividend
Equivalents on Unvested Awards
or Stock Options/SARs
Stock Ownership Guidelines
Description
Awards granted under the 2017 Plan may be subject to forfeiture or
recoupment as provided by the Compensation Committee in the event of
certain detrimental activity, such as a participant’s breach of restrictive
covenants, and awards under the 2017 Plan may be subject to forfeiture or
recoupment under any compensation recovery policy that the Company may
adopt.
No dividends or dividend equivalents will be paid currently while awards are
unvested. Instead, any dividends or dividend equivalents with respect to
unvested awards will be accumulated or deemed reinvested until such time
as the underlying award becomes earned and vested (including, where
applicable, the achievement of performance goals). Additionally, no
dividend equivalents will be granted with respect to any shares underlying a
stock option or SAR.
Shares issued pursuant to the 2017 Plan are subject to the Company’s stock
ownership guidelines. Under the Company’s current stock ownership
guidelines, our executive officers and non-employee directors are required to
hold 65% of all Company shares received through the Company’s incentive
compensation plans until the executive officer or non-employee director
achieves the applicable target ownership level.
A summary of the material terms of the 2017 Plan is provided below and the complete text of the 2017 Plan
is attached as Exhibit A to this proxy statement. The following summary of the 2017 Plan does not purport to be
complete and is qualified in its entirety by reference to Exhibit A.
Summary of the Plan
Awards and Term of the Plan
Awards granted under the 2017 Plan may be in the form of stock options (which may be incentive stock
options or nonqualified stock options), SARs, restricted stock, restricted stock units, other share-based awards and
cash awards. No awards may be made under the 2017 Plan after February 21, 2027, or such earlier date as the Board
of Directors may terminate the 2017 Plan.
Administration
The 2017 Plan will be administered by the Compensation Committee of the Board of Directors, or by such
other committee or subcommittee as may be appointed by our Board, and which consists entirely of two or more
individuals who are “outside directors” within the meaning of Section 162(m), “non-employee directors” within the
meaning of Rule 16b-3 under the Securities Exchange Act of 1934, and “independent directors” within the meaning
of the New York Stock Exchange rules. The Compensation Committee can make rules and regulations and establish
such procedures for the administration of the 2017 Plan as it deems appropriate, and may delegate any of its authority
to one or more directors or employees, to the extent permitted by applicable laws. Our Board of Directors also reserves
the authority to administer and issue awards under the 2017 Plan.
Eligibility
The 2017 Plan provides for awards to our non-employee directors and to employees and consultants of the
Company and our subsidiaries, except that incentive stock options may only be granted to our employees and
employees of our subsidiaries. It is currently anticipated that approximately 100 employees and 6 non-employee
directors will be eligible for awards under the 2017 Plan.
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Shares Available
The maximum number of shares that may be issued or transferred with respect to awards under the 2017 Plan
is 3,150,000, increased by the number of shares covered by any outstanding award granted under the 2011 Plan or
another Prior Plan that is forfeited, canceled, surrendered, settled in cash or otherwise terminated without the issuance
of shares after stockholder approval of the 2017 Plan. The number of shares available for issuance under the 2017
Plan is also subject to adjustment in certain circumstances, as described below. Shares issued under the 2017 Plan
may include authorized but unissued shares, treasury shares, shares purchased in the open market, or a combination
of the foregoing.
Shares underlying awards that are settled in cash or that terminate or are forfeited, cancelled, settled in cash
or surrendered without the issuance of shares will again be available for issuance under the 2017 Plan, as will any
shares that are withheld to satisfy a tax withholding obligation with respect to a “full-value” award (that is, an award
other than a stock option or a SAR). Shares used to pay the exercise price of stock options, repurchased by us with
stock option proceeds, or used to pay withholding taxes upon exercise or vesting of stock options or SARs, will not
again be available for issuance under the 2017 Plan. In addition, when a SAR is exercised and settled in shares, all of
the shares underlying the SAR will be counted against the share limit of the 2017 Plan regardless of the number of
shares used to settle the SAR.
Shares granted through awards that are granted in assumption of, or in substitution or exchange for,
outstanding awards previously granted by an entity acquired directly or indirectly by the Company or with which the
Company directly or indirectly merges or consolidates, shall not count against the share limit above, except as may be
required by the rules and regulations of any stock exchange or trading market.
Non-Employee Director Award Limits
The 2017 Plan provides that the aggregate grant date fair value of all awards granted to any single non-
employee director during any single calendar year (determined as of the applicable grant date(s) under applicable
financial accounting rules), taken together with any cash fees paid to the non-employee director during the same
calendar year, may not exceed $350,000.
Individual Award Limits under Section 162(m)
The Compensation Committee may, but is not required to, grant awards under the 2017 Plan that are intended
to qualify for exemption from Section 162(m) as “qualified performance-based compensation.” Therefore, the 2017
Plan imposes the following additional individual sub-limits on awards granted under the 2017 Plan that are intended
to satisfy that exemption:
(cid:2)
any calendar year to any one participant will be 750,000 shares;
the maximum aggregate number of shares that may be subject to stock options or SARs granted in
the maximum aggregate number of shares of restricted stock and shares subject to restricted stock
(cid:2)
units and other share-based awards granted in any calendar year to any one participant will be 650,000
shares (or 700,000 shares, in the first year of a participant’s employment); and
the maximum aggregate cash compensation that can be paid pursuant to cash awards or other
(cid:2)
awards granted in any calendar year to any one participant will be $2,500,000 (for awards with a
performance period not exceeding 12 months) or $5,000,000 (for awards with a performance period
exceeding 12 months).
Stock Options
Subject to the terms and provisions of the 2017 Plan, options to purchase shares may be granted to eligible
individuals at any time and from time to time as determined by the Compensation Committee. Options may be granted
74
as incentive stock options (all of the 3,150,000 shares available for issuance under the 2017 Plan may be issued
pursuant to incentive stock options), or as non-qualified stock options. Subject to the limits provided in the 2017 Plan,
the Compensation Committee or its delegate will determine the number of options granted to each recipient. Each
option grant will be evidenced by a stock option agreement that specifies whether the options are intended to be
incentive stock options or non-qualified stock options and such additional limitations, terms and conditions as the
Compensation Committee may determine.
The exercise price for each stock option may not be less than 100% of the fair market value of a share on the
date of grant, and each stock option shall have a term no longer than 10 years. The method of exercising a stock
option granted under the 2017 Plan will be set forth in the applicable award agreement and may include payment of
cash or cash equivalent, tender of previously acquired shares with a fair market value equal to the exercise price, a
cashless exercise (including withholding of shares otherwise deliverable on exercise or a broker-assisted arrangement
as permitted by applicable laws), a combination of the foregoing methods, or any other method approved by the
Compensation Committee in its discretion.
The grant of a stock option does not accord the recipient the rights of a stockholder, and such rights accrue
only after the exercise of the stock option and the registration of shares in the recipient’s name.
Stock Appreciation Rights
The Compensation Committee in its discretion may grant SARs under the 2017 Plan. A SAR entitles the
holder to receive from us upon exercise an amount equal to the excess, if any, of the aggregate fair market value of a
specified number of shares that are the subject of such SAR over the aggregate exercise price for the underlying shares.
The exercise price for each SAR may not be less than 100% of the fair market value of a share on the date of grant,
and each SAR shall have a term no longer than 10 years.
We may make payment of the amount to which the participant exercising SARs is entitled by delivering
shares, cash or a combination of stock and cash as set forth in the applicable award agreement. Each SAR will be
evidenced by an award agreement that specifies the date and terms of the award and such additional limitations, terms
and conditions as the Compensation Committee may determine.
Restricted Stock
Under the 2017 Plan, the Compensation Committee may grant or sell restricted stock to plan participants
(i.e., shares that are subject to a substantial risk of forfeiture and restrictions on transferability). Except for these
restrictions and any others imposed by the Compensation Committee, upon the grant of restricted stock, the recipient
will have rights of a stockholder with respect to the restricted shares, including the right to vote the restricted shares
and to receive dividends and other distributions paid or made with respect to the restricted shares, except that any
dividends with respect to unvested restricted stock will be accumulated or deemed reinvested until the underlying
restricted stock is earned and vested. During the applicable restriction period, the recipient may not sell, transfer,
pledge, exchange or otherwise encumber the restricted stock. Each restricted stock award will be evidenced by an
award agreement that specifies the terms of the award and such additional limitations, terms and conditions, which
may include restrictions based upon the achievement of performance objectives, as the Compensation Committee may
determine.
Restricted Stock Units
Under the 2017 Plan, the Compensation Committee may grant or sell to plan participants restricted stock
units, which constitute an agreement to deliver shares (or an equivalent value in cash) to the participant at the end of
a specified restriction period and subject to such other terms and conditions as the Compensation Committee may
specify. Restricted stock units are not shares and do not entitle the recipients to the rights of a stockholder. Restricted
stock units granted under the 2017 Plan may be subject to performance conditions. Restricted stock units will be
settled in cash or shares, in an amount based on the fair market value of a share on the settlement date. Each restricted
stock unit award will be evidenced by an award agreement that specifies the terms of the award and such additional
limitations, terms and conditions as the Compensation Committee may determine, which may include restrictions
based upon the achievement of performance objectives
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Other Share-Based Awards
The 2017 Plan also provides for grants of other share-based awards under the plan, which may include
unrestricted shares or time-based or performance based unit awards that are settled in shares or cash. Each other share-
based award will be evidenced by an award agreement that specifies the terms of the award and such additional
limitations, terms and conditions as the Compensation Committee may determine.
Dividend Equivalents
As determined by the Compensation Committee in its discretion, restricted stock units or other share-based
awards may provide the participant with a deferred and contingent right to receive dividend equivalents, either in cash
or in additional shares. Any such dividend equivalents will be accumulated or deemed reinvested until such time as
the underlying award becomes earned and vested (including, where applicable, the achievement of performance
objectives). No dividend equivalents shall be granted with respect to shares underlying any stock option or SAR.
Cash Awards
The 2017 Plan authorizes the Compensation Committee to grant cash awards, which will be evidenced by an
award agreement that specifies the terms of the award, such as the achievement of applicable stated performance
objectives.
Minimum Vesting Requirements
In general, each award granted under the 2017 Plan will have a minimum vesting or performance period of
at least one year. However, awards covering up to 5% of the 2017 Plan’s share reserve may be granted as unrestricted
awards or otherwise with a vesting or performance period of less than one year. Other exceptions to the minimum
vesting requirement may apply in connection with a change in control or for awards to participants outside the U.S.
Performance Objectives
The plan provides that performance objectives may be established by the Compensation Committee in
connection with any award granted under the 2017 Plan. Performance objectives may relate to performance of the
Company or one or more of our subsidiaries, divisions, departments, units, functions, partnerships, joint ventures or
minority investments, product lines or products, or the performance of an individual participant, and performance
objectives may be made relative to the performance of a group or companies or a special index of companies.
The Compensation Committee may, in its discretion, grant awards under the 2017 Plan that are intended to
qualify for the “qualified performance-based compensation” exemption from Section 162(m). In the case of an award
intended to qualify for that exemption, such goals shall be based on the attainment of specified levels of one or more
of the following measures: total stockholder return; such total stockholder return as compared to total return (on a
comparable basis) of a publicly available index such as, but not limited to, the Standard & Poor’s 500 Stock Index;
net income; pretax earnings; earnings before interest expense, taxes, depreciation and amortization; earnings before
interest expense, taxes, depreciation and amortization and before bonuses, service fees, and extraordinary or special
items; pretax operating earnings after interest expense and before bonuses, service fees, and extraordinary or special
items; operating margin; operating income; earnings per share; return measures (including return on equity, return on
capital, return on invested capital, return on investment, and/or return on net assets); operating earnings; working
capital; ratio of debt to stockholders’ equity; free cash flow; revenue; and stock price. Performance objectives may
be determined by taking into account adjustments specified by the Compensation Committee in accordance with the
terms of the 2017 Plan.
Performance objectives related to an award intended to be treated as qualified performance-based
compensation for purposes of Section 162(m) will be set by the Compensation Committee within the time period and
other requirements prescribed by Section 162(m). We have not adopted any policy that would require the Committee
to grant awards under the 2017 Plan that are intended to be treated as qualified performance-based compensation, and
there can be no guarantee that any awards granted under the 2017 Plan will be so treated. As such, we may from time
76
to time pay compensation that is not deductible under Section 162(m), if we believe that it is in our stockholders’ best
interests.
Change in Control
The 2017 Plan generally provides for “double-trigger” vesting of equity awards in connection with a change
in control of the Company, as described below.
To the extent that outstanding awards granted under the 2017 Plan are assumed, then, except as otherwise
provided in the applicable award agreement or in an applicable severance plan or written agreement with the
participant, all outstanding awards will continue to vest and become exercisable (as applicable) based on continued
service during the remaining vesting period, with performance-based awards generally being converted to service-
based awards at the “target” level (if less than half of the performance period has been completed) or based on actual
performance as of the change in control (if at least half of the performance period has been completed). Vesting and
exercisability (as applicable) of awards that are assumed in connection with a change in control generally would be
accelerated in full on a “double-trigger” basis, if, within one year after the change in control, the participant’s
employment is involuntarily terminated without cause, or, for a participant who is entitled to “good reason” protections
under the applicable award agreement or pursuant to a severance plan or other written agreement, such participant
terminates his or her employment for “good reason” (as defined in the applicable award agreement, severance plan or
other written agreement). Any stock options or SARs that become vested on a “double-trigger” basis generally would
remain exercisable for at least one year after the termination of the participant’s employment.
To the extent outstanding awards granted under the 2017 Plan are not assumed, then such awards generally
would become vested in full on a “single-trigger” basis, effective immediately prior to the change in control, with
performance-based awards generally becoming vested at the “target” level (if less than half of the performance period
has been completed) or based on actual performance as of the change in control (if at least half of the performance
period has been completed). Any stock options or SARs that become vested on a “single-trigger” basis generally
would remain exercisable for at least fifteen days prior to the change in control.
The Compensation Committee has the discretion to determine whether or not any outstanding awards granted
under the 2017 Plan will be assumed by the resulting entity in connection with a change in control, and the
Compensation Committee has the authority to make appropriate adjustments in connection with the assumption of
any awards. The Compensation Committee also has the right to cancel any outstanding awards in connection with a
change in control, in exchange for a payment in cash or other property (including shares of the resulting entity) in an
amount equal to the excess of the fair market value of the shares subject to the award over any exercise price related
to the award, including the right to cancel any “underwater” stock options and SARs without payment therefor.
For purposes of the 2017 Plan, a “change in control” generally means (i) the dissolution or liquidation of the
Company or a merger, consolidation, or reorganization of the Company in which the Company is not the surviving
entity (but, for purposes of clarity, a “change in control” does not include a mere change in state of incorporation or
similar transaction); (ii) a sale of substantially all of the Company’s assets; or (iii) any transaction (including a merger
or reorganization) that results in any person or entity owning 50% or more of the combined voting power of all classes
of the Company’s stock.
Whether a participant’s employment has been terminated for “cause” will be determined by the
Compensation Committee. Unless otherwise provided in the applicable award agreement or in an applicable severance
plan or written agreement with the participant, “cause”, as a reason for termination of a participant’s employment
generally includes (i) the participant’s willful and continued failure to perform his or her principal duties (other than
a failure resulting from vacation, leave of absence, or incapacity due to injury, accident, illness, or physical or mental
capacity) after the participant has been given notice and an opportunity to correct the failure; (ii) the participant’s
chronic alcoholism or addiction to non-medically prescribed drugs; (iii) the participant’s theft or embezzlement of the
money, equipment, securities, or other property of the Company or a subsidiary; (iv) the participant’s conviction of,
or plea of guilty or nolo contendere to, any felony or misdemeanor involving moral turpitude or dishonesty; or (v) the
participant’s material breach of any employment or similar agreement with the Company or a subsidiary, after the
participant has been given notice and an opportunity to cure the breach.
77
Forfeiture and Recoupment of Awards
The Compensation Committee may reserve the right in an award agreement to cause the forfeiture or
recoupment of any award if a participant violates or breaches any applicable agreement, such as an employment
agreement or a non-competition, confidentiality or non-solicitation (of Company employees or clients) agreement. An
award may also be annulled if a participant’s employment is terminated by the Company for cause. Awards granted
under the 2017 Plan also may be subject to forfeiture or recoupment as provided pursuant to any compensation
recovery (or “clawback”) policy that we may adopt.
Adjustments
In the event of any equity restructuring, such as a stock dividend, stock split, spin off, rights offering or
recapitalization through a large, nonrecurring cash dividend, the Compensation Committee will adjust the number and
kind of shares that may be delivered under the 2017 Plan, the individual share award limits, and, with respect to
outstanding awards, the number and kind of shares subject to outstanding awards and the exercise price or other price
of shares subject to outstanding awards, to prevent dilution or enlargement of rights. In the event of any other change
in corporate capitalization, such as a merger, consolidation or liquidation, the Compensation Committee may, in its
discretion, make such equitable adjustment as described in the foregoing sentence, to prevent dilution or enlargement
of rights. However, unless otherwise determined by the Compensation Committee, we will always round down to a
whole number of shares subject to any award. Moreover, in the event of any such transaction or event, the
Compensation Committee, in its discretion, may provide in substitution for any or all outstanding awards such
alternative consideration (including cash) as it, in good faith, may determine to be equitable in the circumstances and
may require in connection therewith the surrender of all awards so replaced.
Transferability
Except as the Compensation Committee otherwise determines, awards granted under the 2017 Plan will not
be transferable by a participant other than by will or the laws of descent and distribution. Except as otherwise
determined by the Compensation Committee, stock options and SARs will be exercisable during a participant’s
lifetime only by him or her or, in the event of the participant’s incapacity, by his or her guardian or legal
representative. Any award made under the 2017 Plan may provide that any shares issued as a result of the award
will be subject to further restrictions on transfer.
Amendment; Prohibition on Re-Pricing
The Board of Directors may amend, alter or discontinue the 2017 Plan at any time, with stockholder approval
to the extent required by applicable laws. No such amendment or termination, however, may adversely affect in any
material way any holder of outstanding awards without his or her consent, except for amendments made to cause the
plan to comply with applicable law, stock exchange rules or accounting rules.
Except in connection with a corporate transaction, no award may be amended or otherwise subject to any
action that would be treated as a “re-pricing” of such award, unless such action is approved by our stockholders.
Federal Income Tax Consequences
The following is a summary of certain U.S. federal income tax consequences of awards made under the 2017
Plan, based upon the laws in effect on the date hereof. The discussion is general in nature and does not take into
account a number of considerations which may apply in light of the circumstances of a particular participant under
the plan. The income tax consequences under applicable state and local tax laws may not be the same as under federal
income tax laws.
Non-Qualified Stock Options. A participant will not recognize taxable income at the time of grant of a non-
qualified stock option, and we will not be entitled to a tax deduction at such time. A participant will recognize
compensation taxable as ordinary income (and subject to income tax withholding in respect of an employee) upon
exercise of a non-qualified stock option equal to the excess of the fair market value of the shares purchased over their
exercise price, and we generally will be entitled to a corresponding deduction.
78
Incentive Stock Options. A participant will not recognize taxable income at the time of grant of an incentive
stock option. A participant will not recognize taxable income (except for purposes of the alternative minimum tax)
upon exercise of an incentive stock option. If the shares acquired by exercise of an incentive stock option are held for
the longer of two years from the date the option was granted and one year from the date the shares were transferred,
any gain or loss arising from a subsequent disposition of such shares will be taxed as long-term capital gain or loss,
and we will not be entitled to any deduction. If, however, such shares are disposed of within either of such two- or
one-year periods, then in the year of such disposition the participant will recognize compensation taxable as ordinary
income equal to the excess of the lesser of the amount realized upon such disposition and the fair market value of such
shares on the date of exercise over the exercise price, and we generally will be entitled to a corresponding deduction.
Stock Appreciation Rights. A participant will not recognize taxable income at the time of grant of a SAR,
and we will not be entitled to a tax deduction at such time. Upon exercise, a participant will recognize compensation
taxable as ordinary income (and subject to income tax withholding in respect of an employee) equal to the fair market
value of any shares delivered and the amount of cash paid by us, and we generally will be entitled to a corresponding
deduction.
Restricted Stock. A participant will not recognize taxable income at the time of grant of restricted stock, and
we will not be entitled to a tax deduction at such time, unless the participant makes an election under Section 83(b) of
the Internal Revenue Code to be taxed at such time. If such election is made, the participant will recognize
compensation taxable as ordinary income (and subject to income tax withholding in respect of an employee) at the
time of the grant equal to the excess of the fair market value of the shares at such time over the amount, if any, paid
for such shares. If such election is not made, the participant will recognize compensation taxable as ordinary income
(and subject to income tax withholding in respect of an employee) at the time the restrictions lapse in an amount equal
to the excess of the fair market value of the shares at such time over the amount, if any, paid for such shares. We
generally will be entitled to a corresponding deduction at the time the ordinary income is recognized by the participant,
except to the extent the deduction limits of Section 162(m) apply.
Restricted Stock Units. A participant will not recognize taxable income at the time of grant of a restricted
stock unit award, and we will not be entitled to a tax deduction at such time. A participant will recognize compensation
taxable as ordinary income (and subject to income tax withholding in respect of an employee) at the time of settlement
of the award equal to the fair market value of any shares delivered and the amount of cash paid by us, and we generally
will be entitled to a corresponding deduction, except to the extent the deduction limits of Section 162(m) apply.
Other Share-Based Awards and Cash Awards. Generally, participants will recognize taxable income at the
time of payment of cash awards and at the time of settlement of other share-based awards (with the amount of income
recognized pursuant to other share-based awards generally being equal to the amount of cash and the fair market value
of any shares delivered under the award). We generally will be entitled to a corresponding deduction, except to the
extent the deduction limits of Section 162(m) apply.
Section 162(m). Section 162(m) limits the deductibility of certain compensation of the Chief Executive
Officer and the next three most highly compensated executive officers (other than the chief financial officer) of a
publicly-held corporation. Compensation paid to such an officer during a year in excess of $1 million that is not
qualified performance-based compensation (or does not comply with other exceptions) would not be deductible on
our federal income tax return for that year. Our Board will evaluate from time to time the relative benefits to us of
qualifying other awards under the plan for deductibility under Section 162(m).
Section 409A. Section 409A of the Internal Revenue Code imposes certain restrictions upon the payment of
nonqualified deferred compensation. We intend that awards granted under the 2017 Plan will be designed and
administered in such a manner that they are either exempt from the application of, or comply with, the requirements
of Section 409A of the Internal Revenue Code. However, the Company does not warrant the tax treatment of any
award under Section 409A or otherwise.
79
Registration with the SEC
The Company intends to file a Registration Statement on Form S-8 relating to the issuance of shares under
the 2017 Plan with the Securities and Exchange Commission pursuant to the Securities Act of 1933, as amended, after
approval of the 2017 Plan by the Company’s stockholders.
New Plan Benefits
Because it is within the discretion of the Compensation Committee to determine which non-employee
directors, employees and consultants will receive awards and the amount and type of such awards, it is not presently
possible to determine the number of individuals to whom awards will be made in the future under the 2017 Plan or
the amount of such awards.
Additional Information
The following table provides information about stock options, restricted stock units and performance stock
units granted under the 2011 Plan since it was adopted. The information is provided as of February 24, 2017.
Name of Individual or Identity of Group
Richard J. Giromini
Jeffery L. Taylor
Erin J. Roth
Mark J. Weber
Brent L. Yeagy
All Current Executive Officers
All Current Directors who are not Executive Officers
Nominees for Election as Director
Total Amount of Awards Granted Under the Plan
(All Employees and Directors)
Board Recommendation
Number of Equity Awards Granted
Since Inception of 2011 Plan
Restricted Stock
Units
Performance Stock
Units (at Target)
Stock Options
278,090
24,170
59,380
69,680
51,540
508,560
-
-
314,215
69,270
59,251
73,413
70,093
623,032
153,635
-
438,136
84,753
82,695
102,957
99,127
860,394
-
-
1,240,700
1,521,229
1,776,762
The Board of Directors UNANIMOUSLY recommends that you vote “FOR” the approval of
the Wabash National Corporation 2017 Omnibus Incentive Plan.
80
PROPOSAL 5
Ratification of Appointment of Independent Registered Public Accounting Firm
Independent Registered Public Accounting Firm
The Audit Committee of the Board of Directors has appointed the accounting firm Ernst & Young LLP the
independent registered public accounting firm for the Company for the year ending December 31, 2017. Ernst &
Young acted as our independent auditors for the year ended December 31, 2016. Representatives of Ernst & Young
are expected to be present at the Annual Meeting, will have an opportunity to make a statement if they desire and are
expected to be available to respond to appropriate questions. The Audit Committee is responsible for hiring,
compensating and overseeing the independent registered public accounting firm, and reserves the right to exercise that
responsibility at any time. If the appointment of Ernst & Young is not ratified by the stockholders, the Audit
Committee is not obligated to appoint another registered public accounting firm, but the Audit Committee will give
consideration to such unfavorable vote.
Board Recommendation
The Board of Directors UNANIMOUSLY recommends that you vote “FOR” ratification of
the appointment of Ernst & Young LLP as the Company’s independent registered
public accounting firm for the year ending December 31, 2017.
Principal Accounting Fees and Services
The fees billed by Ernst & Young for professional services provided to us for the years ended December 31,
2016 and December 31, 2015 were as follows:
Fee Category
Audit Fees
Audit-Related Fees
Tax Fees
All Other Fees
Total Fees
Audit Fees.
2016
2015
($ in thousands)
$
1,424
$
1,342
-
-
-
305
-
-
$
1,424
$
1,647
Consist of fees billed for professional services rendered for the audit of our consolidated financial statements
and review of the interim consolidated financial statements included in quarterly reports, and services in connection
with securities offerings and registration statements.
Audit-Related Fees.
Consist of fees billed for assurance and related services that are reasonably related to the performance of the
audit or review of our consolidated financial statements and are not reported under “Audit Fees.” For 2015, these
services included audits of benefit plans, services in connection with due diligence related to acquisitions, and other
audit-related services.
Tax Fees.
Consist of fees billed for professional services related to tax compliance, tax advice and tax planning.
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All Other Fees.
Consist of fees for services provided by Ernst & Young that are not included in the service categories reported
above.
In 2016 and 2015, all Ernst & Young fees were pre-approved by the Audit Committee pursuant to the policy
described below. After consideration, the Audit Committee has concluded that the provision of non-audit services by
Ernst & Young to Wabash is compatible with maintaining the independence of Ernst & Young.
Pre-Approval Policy for Audit and Non-Audit Fees
The Audit Committee has sole authority and responsibility to select, evaluate and, if necessary, replace the
independent auditor. The Audit Committee has sole authority to approve all audit engagement fees and terms, and the
Committee, or a member of the Committee, must pre-approve any non-audit service provided to the Company by the
Company’s independent auditor. The Audit Committee reviews the status of each engagement at its regularly
scheduled meetings. In 2016 and 2015, the Committee pre-approved all services provided by the independent auditor.
The independent auditor provides an engagement letter in advance of the meeting of the Audit Committee that occurs
in connection with our annual meeting of stockholders, outlining the scope of the audit and related audit fees.
Audit Committee Report
THE FOLLOWING REPORT OF THE AUDIT COMMITTEE DOES NOT CONSTITUTE SOLICITING
MATERIAL AND SHOULD NOT BE DEEMED FILED OR INCORPORATED BY REFERENCE INTO ANY
OTHER FILING BY US UNDER THE SECURITIES ACT OF 1933 OR THE SECURITIES EXCHANGE ACT OF
1934, EXCEPT TO THE EXTENT WE SPECIFICALLY INCORPORATE THIS REPORT.
The Audit Committee of the Board of Directors in 2016 consisted of Mr. Sorensen, Dr. Jischke, and Mr.
Kunz. The Committee’s responsibilities are described in a written charter adopted by the Board of Directors in
February 2003, and revised and updated in December 2015. The charter is available on our website at
www.wabashnational.com or by writing to us at Wabash National Corporation, Attention: Corporate Secretary,
P.O. Box 6129, Lafayette, Indiana 47903.
As part of its ongoing activities, the Audit Committee has:
•
•
•
Reviewed and discussed with management our audited consolidated financial statements for the
year ended December 31, 2016;
Discussed with Ernst & Young, our independent auditors for 2016, the matters required to be
discussed by Statement on Auditing Standards No. 16, Communication with Audit Committees, as
amended, as adopted by the Public Company Accounting Oversight Board in Rule 3200T; and
Received the written disclosures and the letter from the independent auditors required by
applicable requirements of the Public Company Accounting Oversight Board regarding the
independent auditors’ communications with the Audit Committee concerning independence, and
has discussed with the independent auditors their independence.
On the basis of these reviews and discussions, the Audit Committee recommended that our audited
consolidated financial statements be included in our Annual Report on Form 10-K for the year ended December 31,
2016, for filing with the SEC.
AUDIT COMMITTEE
Scott K. Sorensen
Martin C. Jischke
John E. Kunz
82
General Matters
Availability of Certain Documents
A copy of our 2016 Annual Report on Form 10-K is posted with this Proxy Statement. You also may obtain
additional copies without charge and without the exhibits by writing to: Wabash National Corporation,
Attention: Corporate Secretary, P.O. Box 6129, Lafayette, Indiana 47903. These documents also are available
through our website at www.wabashnational.com.
The charters for our Audit, Compensation, and Nominating and Corporate Governance Committees, as well
as our Corporate Governance Guidelines and our Codes of Business Conduct and Ethics, are available on the
Corporate Governance page of the Investor Relations section of our website at www.wabashnational.com and are
available in print without charge by writing to: Wabash National Corporation, Attention: Corporate Secretary,
P.O. Box 6129, Lafayette, Indiana 47903.
Stockholder Proposals and Nominations
Stockholder Proposals for Inclusion in 2018 Proxy Statement. To be eligible for inclusion in the proxy
statement for our 2018 Annual Meeting, stockholder proposals must be received by the Company’s Corporate
Secretary no later than the close of business on December 7, 2017. However, if the date of the 2018 Annual Meeting
has changed by more than 30 days from the date of the 2017 Annual Meeting indicated herein, then stockholder
proposals must be received a reasonable time before the Company begins to print and send its proxy materials for the
2018 Annual Meeting. Proposals should be sent to Wabash National Corporation, Attention: Corporate Secretary,
1000 Sagamore Parkway South, Lafayette, Indiana 47905 and follow the procedures required by Rule 14a-8 of the
Securities Exchange Act of 1934.
Stockholder Director Nominations and other Stockholder Proposals for Presentation at the 2018 Annual
Meeting. Under our Bylaws, written notice of stockholder nominations to the Board of Directors and any other
business proposed by a stockholder that is not to be included in our proxy statement must be delivered to the
Company’s Corporate Secretary not less than 90 nor more than 120 days prior to the first anniversary of the preceding
year’s annual meeting. Accordingly, any stockholder who wishes to have a nomination or other business considered
at the 2018 Annual Meeting must deliver a written notice (containing the information specified in our Bylaws
regarding the stockholder, the nominee and the proposed action, as appropriate) to the Company’s Corporate Secretary
between January 18, 2018 and February 17, 2018. However, if the date of the 2018 Annual Meeting is more than 30
days before or after the first anniversary of the 2017 Annual Meeting, any stockholder who wishes to have a
nomination or other business considered at the 2018 Annual Meeting must deliver written notice (containing the
information specified in our Bylaws regarding the stockholder, the nominee and the proposed action, as appropriate)
to the Company’s Corporate Secretary not earlier than 120 days prior to such Annual Meeting and not later than the
later of the 90th day prior to such Annual Meeting or the tenth day following the public announcement of such Annual
Meeting. SEC rules permit management to vote proxies in its discretion with respect to such matters if we advise
stockholders how management intends to vote. A nomination or other proposal will be disregarded if it does not
comply with the above procedure and any additional requirements set forth in our Bylaws. Please note that these
requirements are separate from the SEC’s requirements to have your proposal included in our proxy materials.
Householding of Proxy Materials
Stockholders residing in the same household who hold their stock through a bank or broker may receive only
one set of proxy materials in accordance with a notice sent earlier by their bank or broker. This practice of sending
only one copy of proxy materials is called “householding” and this practice saves us money in printing and distribution
costs and reduces the environmental impact of our Annual Meeting. This practice will continue unless instructions to
the contrary are received by your bank or broker from one or more of the stockholders within the household.
If you hold your shares in “street name” and reside in a household that received only one copy of the proxy
materials, you can request to receive a separate copy in the future by following the instructions sent by your bank or
83
broker. If your household is receiving multiple copies of the proxy materials, you may request that only a single set
of materials be sent by following the instructions sent by your bank or broker.
Directions to the Annual Meeting
Directions to the 2017 Annual Meeting of Stockholders, to be held at the Wabash National Corporation
Ehrlich Innovation Center, located at 3233 Kossuth Street, Lafayette, IN 47904, are set forth below:
Directions from Indianapolis and other points south of Lafayette:
Take I-65 North toward Chicago to Lafayette Exit 172. Turn left (West) on St. Rd. 26 to U.S. 52. Turn left (South)
on U.S. 52, drive approximately 1/2 mile to Kossuth Street. Turn right (West) on Kossuth Street. Drive
approximately 1/10 mile; 3233 Kossuth Street (the Wabash National Corporation Ehrlich Innovation Center) will
be on the left (South) side of the street.
Directions from Chicago and other points north of Lafayette:
Take I-65 South to Lafayette Exit 172. Turn right (West) on St. Rd. 26 to U.S. 52. Turn left (South) on U.S. 52,
drive approximately 1/2 mile to Kossuth Street. Turn right (West) on Kossuth Street. Drive approximately 1/10
mile; 3233 Kossuth Street (the Wabash National Corporation Ehrlich Innovation Center) will be on the left
(South) side of the street.
Other Matters
As of the date of this Proxy Statement, the Board of Directors does not intend to present at the Annual
Meeting any matters other than those described in this Proxy Statement and does not know of any matters that will be
presented by other parties. If any other matter is properly brought before the meeting for action by the stockholders,
proxies in the enclosed form returned to Wabash National will be voted in accordance with the recommendation of
the Board of Directors or, in the absence of such a recommendation, in accordance with the judgment of the proxy
holder.
By Order of the Board of Directors
April 6, 2017
Erin J. Roth
Senior Vice President
General Counsel & Corporate Secretary
84
Exhibit A
WABASH NATIONAL CORPORATION
2017 OMNIBUS INCENTIVE PLAN
1.
Establishment, Purpose, Duration.
a.
Establishment. Wabash National Corporation (the “Company”), hereby establishes an
equity compensation plan to be known as the Wabash National Corporation 2017 Omnibus Incentive Plan (the “Plan”).
The Plan is effective as of February 22, 2017 (the “Effective Date”), subject to the approval of the Plan by the
stockholders of the Company (the date of such stockholder approval being the “Approval Date”). Definitions of
capitalized terms used in the Plan are contained in Section 2 of the Plan.
Purpose. The purpose of the Plan is to attract and retain Directors, key Employees and
Consultants of the Company and its Subsidiaries and to provide to such persons incentives and rewards for superior
performance.
b.
Duration. No Award may be granted under the Plan after the day immediately preceding
the tenth (10th) anniversary of the Effective Date, or such earlier date as the Board shall determine. The Plan will
remain in effect with respect to outstanding Awards until no Awards remain outstanding.
c.
d.
Termination of 2011 Plan. If the Company’s stockholders approve the Plan, the Wabash
National Corporation 2011 Omnibus Incentive Plan (the “2011 Plan”) will terminate in its entirety effective on the
Approval Date; provided that all outstanding awards under the 2011 Plan as of the Approval Date shall remain
outstanding and shall be administered and settled in accordance with the provisions of the 2011 Plan.
2.
Definitions. As used in the Plan, the following definitions shall apply.
“Applicable Laws” means the applicable requirements relating to the administration of equity-based
compensation plans under U.S. state corporate laws, U.S. federal and state securities laws, the Code, the rules of any
stock exchange or quotation system on which the Shares are listed or quoted and the applicable laws of any other
country or jurisdiction where Awards are granted under the Plan.
“Approval Date” has the meaning given such term in Section 1(a).
“Award” means an award of Nonqualified Stock Options, Incentive Stock Options, Stock
Appreciation Rights, Restricted Stock, Restricted Stock Units, Other Share-Based Awards, or Cash Awards granted
pursuant to the terms and conditions of the Plan.
“Award Agreement” means either: (a) an agreement, in written or electronic format, entered into by
the Company and a Participant setting forth the terms and provisions applicable to an Award granted under the Plan;
or (b) a statement, in written or electronic format, issued by the Company to a Participant describing the terms and
provisions of such Award, which need not be signed by the Participant.
“Board” means the Board of Directors of the Company.
“Cash Award” shall mean a cash Award granted pursuant to Section 11 of the Plan.
“Cause” shall mean, with respect to any Participant, as determined by the Committee and unless
otherwise provided in an applicable Award Agreement or other written agreement between such Participant and the
Company or a Subsidiary, or in a Company severance plan applicable to such Participant, (a) the Participant’s willful
and continued failure to perform his or her principal duties (other than any such failure resulting from vacation, leave
of absence, or incapacity due to injury, accident, illness, or physical or mental capacity) as reasonably determined by
the Committee in good faith after the Participant has been given written, dated notice by the Committee specifying in
reasonable detail his or her failure to perform and specifying a reasonable period of time, but in any event not less
than twenty (20) business days, to correct the problems set forth in the notice; (b) the Participant’s chronic alcoholism
or addiction to non-medically prescribed drugs; (c) the Participant’s theft or embezzlement of the Company’s (or a
Subsidiary’s) money, equipment, securities, or other property; (d) the conviction of the Participant of, or the entry of
a plea of guilty or nolo contendere by the Participant to, any felony or misdemeanor involving moral turpitude or
dishonesty; or (e) the Participant’s material breach of any employment or similar agreement with the Company or a
Subsidiary, and the failure of the Participant to cure such breach within ten (10) business days of written notice thereof
specifying the breach. No act or omission on the part of a Participant shall be considered willful unless it is done by
the Participant in bad faith or with Participant out reasonable belief that the Participant’s action was in the best interests
of the Company. Any act or omission based upon authority given pursuant to a resolution duly adopted by the
Committee or the Board or based upon the advice of counsel of the Company shall be conclusively deemed to be done
by the Participant in good faith and in the best interests of the Company.
“Change in Control” means, unless otherwise provided in an applicable Award Agreement, (a) the
dissolution or liquidation of the Company or a merger, consolidation, or reorganization of the Company with one or
more other entities in which the Company is not the surviving entity (but, for purposes of clarity, a Change in Control
does not include a mere change in state of incorporation or similar transaction), (b) a sale of substantially all of the
assets of the Company to another person or entity, or (c) any transaction (including without limitation a merger or
reorganization in which the Company is the surviving entity) which results in any person or entity owning 50% or
more of the combined voting power of all classes of stock of the Company.
“Code” means the Internal Revenue Code of 1986, as amended.
“Committee” means the Compensation Committee of the Board or such other committee or
subcommittee of the Board as may be duly appointed to administer the Plan and having such powers in each instance
as shall be specified by the Board. To the extent required by Applicable Laws, the Committee shall consist of two or
more members of the Board, each of whom is a “non-employee director” within the meaning of Rule 16b-3
promulgated under the Exchange Act, an “outside director” within the meaning of regulations promulgated under
Section 162(m) of the Code, and an “independent director” within the meaning of applicable rules of any securities
exchange upon which Shares are listed.
“Company” has the meaning given such term in Section 1(a) and any successor thereto.
“Consultant” means an independent contractor who (a) performs services for the Company or a
Subsidiary in a capacity other than as an Employee or Director, and (b) qualifies as a consultant under the applicable
rules of the SEC for registration of shares on a Form S-8 Registration Statement.
“Date of Grant” means the date specified by the Committee on which the grant of an Award is to be
effective. The Date of Grant shall not be earlier than the date of the resolution and action therein by the Committee.
In no event shall the Date of Grant be earlier than the Effective Date.
“Director” means any individual who is a member of the Board and who is not an Employee.
“Effective Date” has the meaning given such term in Section 1(a).
“Employee” means any employee of the Company or a Subsidiary; provided, however, that for
purposes of determining whether any person may be a Participant for purposes of any grant of Incentive Stock Options,
the term “Employee” has the meaning given to such term in Section 3401(c) of the Code, as interpreted by the
regulations thereunder and Applicable Law.
thereunder, as such law, rules and regulations may be amended from time to time.
“Exchange Act” means the Securities Exchange Act of 1934 and the rules and regulations
“Fair Market Value” means the value of one Share on any relevant date, determined under the
following rules: (a) the closing sale price per Share on that date as reported on the New York Stock Exchange or such
other principal exchange on which Shares are then trading, if any, or if there are no sales on that date, on the next
2
preceding trading day during which a sale occurred; (b) if the Shares are not reported on a principal exchange or
national market system, the average of the closing bid and asked prices last quoted on that date by an established
quotation service for over-the-counter securities; or (c) if neither (a) nor (b) applies, (i) with respect to Stock Options,
Stock Appreciation Rights and any Award of stock rights that is subject to Section 409A of the Code, the value as
determined by the Committee through the reasonable application of a reasonable valuation method, taking into account
all information material to the value of the Company, within the meaning of Section 409A of the Code, and (ii) with
respect to all other Awards, the fair market value as determined by the Committee in good faith.
“Good Reason” shall be applicable under the Plan with respect to a Participant only to the extent
provided in the applicable Award Agreement, or if such Participant is a party to an applicable employment agreement
or other written agreement with the Company or a Subsidiary that defines such term, or if such Participant participates
in a Company severance plan that defines such term, in which case, “Good Reason” shall have the meaning given
such term with respect to such Participant in the applicable Award Agreement, employment agreement, other written
agreement or severance plan.
Option and that is intended to meet the requirements of Section 422 of the Code.
“Incentive Stock Option” or “ISO” means a Stock Option that is designated as an Incentive Stock
Section 422 of the Code or otherwise does not meet such requirements.
“Nonqualified Stock Option” means a Stock Option that is not intended to meet the requirements of
described by the terms of the Plan, granted in accordance with the terms and conditions set forth in Section 10.
“Other Share-Based Award” means an equity-based or equity-related Award not otherwise
outstanding Awards.
“Participant” means any eligible individual as set forth in Section 5 who holds one or more
limitations of Section 162(m) of the Code.
“Performance-Based Exception” means the performance-based exception from the tax deductibility
“Performance Objectives” means the performance objective or objectives established by the
Committee with respect to an Award granted pursuant to the Plan. Any Performance Objectives may relate to the
performance of the Company or one or more of its Subsidiaries, divisions, departments, units, functions, partnerships,
joint ventures or minority investments, product lines or products, or the performance of the individual Participant, and
may include, without limitation, Performance Objectives based on the criteria set forth in Section 14(b). Performance
Objectives may be made relative to the performance of a group of comparable companies, or a published or special
index that the Committee, in its sole discretion, deems appropriate, or the Company may select Performance
Objectives as compared to various stock market indices. Performance Objectives may be stated as a combination of
the listed factors.
“Plan” means this Wabash National Corporation 2017 Omnibus Incentive Plan, as amended from
time to time.
Plan.
“Prior Plans” means the 2011 Plan and the Wabash National Corporation 2007 Omnibus Incentive
substantial risk of forfeiture nor the prohibition on transfers referred to in such Section 8 has expired.
“Restricted Stock” means Shares granted or sold pursuant to Section 8 as to which neither the
specified restriction period made pursuant to Section 9.
“Restricted Stock Unit” means a grant or sale of the right to receive Shares or cash at the end of a
“SEC” means the United States Securities and Exchange Commission.
3
into which such Share may be changed by reason of any transaction or event of the type referred to in Section 16.
“Share” means a share of common stock of the Company, $0.01 par value per share, or any security
“Stock Appreciation Right” means a right granted pursuant to Section 7.
“Stock Option” means a right to purchase a Share granted to a Participant under the Plan in
accordance with the terms and conditions set forth in Section 6. Stock Options may be either Incentive Stock Options
or Nonqualified Stock Options.
“Subsidiary” means: (a) with respect to an Incentive Stock Option, a “subsidiary corporation” as
defined under Section 424(f) of the Code; and (b) for all other purposes under the Plan, any corporation or other entity
in which the Company owns, directly or indirectly, a proprietary interest of more than fifty percent (50%) by reason
of stock ownership or otherwise.
voting power of all classes of stock of the Company, within the meaning of Section 422 of the Code.
“Ten Percent Stockholder” shall mean any Participant who owns more than 10% of the combined
3.
Shares Available Under the Plan.
a.
Shares Available for Awards. The maximum number of Shares that may be issued or
delivered pursuant to Awards under the Plan shall be 3,150,000 (all of which may be granted with respect to Incentive
Stock Options), increased by the Shares covered by any award outstanding under a Prior Plan on the Approval Date
that is forfeited, canceled, surrendered, settled in cash or otherwise terminated thereafter without the issuance of such
Shares. Shares issued or delivered pursuant to an Award may be authorized but unissued Shares, treasury Shares,
including Shares purchased in the open market, or a combination of the foregoing. The aggregate number and kind
of Shares available for issuance or delivery under the Plan shall be subject to adjustment as provided in Section 16.
b.
Share Counting. The following Shares shall not count against the Share limit in Section
3(a): (i) Shares covered by an Award that expires or is forfeited, canceled, surrendered, or otherwise terminated
without the issuance of such Shares; (ii) Shares covered by an Award that is settled only in cash; (iii) Shares withheld
by the Company or any Subsidiary to satisfy a tax withholding obligation with respect to an Award other than a Stock
Option or Stock Appreciation Right; and (iv) Shares granted through the assumption of, or in substitution for,
outstanding awards granted by a company to individuals who become Employees, Directors or Consultants as the
result of a merger, consolidation, acquisition or other corporate transaction involving such company and the Company
or any of its Subsidiaries (except as may be required by reason of the rules and regulations of any stock exchange or
other trading market on which the Shares are listed). This Section 3(b) shall apply to the number of Shares reserved
and available for Incentive Stock Options only to the extent consistent with applicable Treasury regulations relating
to Incentive Stock Options under the Code.
c.
Prohibition of Certain Share Recycling. The following Shares subject to an Award shall
not again be available for grant as described above, regardless of whether those Shares are actually issued or delivered
to the Participant: (i) Shares tendered by the Participant or withheld by the Company or any Subsidiary in payment
of the exercise price of a Stock Option; (ii) Shares tendered by the Participant or withheld by the Company or any
Subsidiary to satisfy a tax withholding obligation with respect to a Stock Option or Stock Appreciation Right; and (iii)
Shares that are repurchased by the Company with Stock Option proceeds. Without limiting the foregoing, with respect
to any Stock Appreciation Right that is settled in Shares, the full number of Shares subject to the Award shall count
against the number of Shares available for Awards under the Plan regardless of the number of Shares used to settle
the Stock Appreciation Right upon exercise.
d.
Per Participant Limits for Certain Performance-Based Awards. Subject to adjustment as
provided in Section 16 of the Plan, the following limits shall apply with respect to Awards to Employees that are
intended to qualify for the Performance-Based Exception: (i) the maximum aggregate number of Shares that may be
subject to Stock Options or Stock Appreciation Rights granted in any calendar year to any one Participant shall be
750,000 Shares; (ii) the maximum aggregate number of Shares of Restricted Stock and Shares issuable or deliverable
under Restricted Stock Units and Other Share-Based Awards granted in any calendar year to any one Participant shall
4
be 650,000 Shares (or 700,000 Shares in the year that the Participant is first employed by the Company or a
Subsidiary); and (iii) the maximum aggregate cash compensation that can be paid pursuant to Cash Awards or other
Awards granted in any calendar year to any one Participant shall be $2,500,000 for Awards with a performance period
not exceeding twelve months, and $5,000,000 for Awards with a performance period exceeding twelve months.
e.
Limit on Director Awards. Notwithstanding any other provision of the Plan to the contrary,
the aggregate grant date fair value (determined as of the applicable Date(s) of Grant in accordance with applicable
financial accounting rules) of all Awards granted to any Director during any single calendar year, taken together with
any cash fees paid to such person during such calendar year, shall not exceed $350,000.
4.
Administration of the Plan.
a.
In General. The Plan shall be administered by the Committee. Except as otherwise
provided by the Board, the Committee shall have full and final authority in its discretion to take all actions determined
by the Committee to be necessary in the administration of the Plan, including, without limitation, discretion to: select
Award recipients; determine the sizes and types of Awards; determine the terms and conditions of Awards in a manner
consistent with the Plan; grant waivers of terms, conditions, restrictions and limitations applicable to any Award, or
accelerate the vesting or exercisability of any Award, in a manner consistent with the Plan; construe and interpret the
Plan and any Award Agreement or other agreement or instrument entered into under the Plan; establish, amend, or
waive rules and regulations for the Plan’s administration; and take such other action, not inconsistent with the terms
of the Plan, as the Committee deems appropriate. To the extent permitted by Applicable Laws, the Committee may,
in its discretion, delegate to one or more Directors or Employees any of the Committee’s authority under the Plan.
The acts of any such delegates shall be treated hereunder as acts of the Committee with respect to any matters so
delegated.
b.
Determinations. The Committee shall have no obligation to treat Participants or eligible
Participants uniformly, and the Committee may make determinations under the Plan selectively among Participants
who receive, or Employees or Directors who are eligible to receive, Awards (whether or not such Participants or
eligible Employees or Directors are similarly situated). All determinations and decisions made by the Committee
pursuant to the provisions of the Plan and all related orders and resolutions of the Committee shall be final, conclusive
and binding on all persons, including the Company, its Subsidiaries, stockholders, Directors, Employees, Participants
and their estates and beneficiaries.
c.
Authority of the Board. The Board may reserve to itself any or all of the authority or
responsibility of the Committee under the Plan or may act as the administrator of the Plan for any and all purposes.
To the extent the Board has reserved any such authority or responsibility or during any time that the Board is acting
as administrator of the Plan, it shall have all the powers of the Committee hereunder, and any reference herein to the
Committee (other than in this Section 4(c)) shall include the Board. To the extent that any action of the Board under
the Plan conflicts with any action taken by the Committee, the action of the Board shall control.
5.
Eligibility and Participation. Each Employee, Director and Consultant shall be eligible to
participate in the Plan upon selection by the Committee. Subject to the provisions of the Plan, the Committee may,
from time to time, select from all eligible Employees, Directors and Consultants those to whom Awards shall be
granted and shall determine, in its sole discretion, the nature of any and all terms permissible by Applicable Law and
the amount of each Award.
6.
Stock Options. Subject to the terms and conditions of the Plan, Stock Options may be granted to
Participants in such number, and upon such terms and conditions, as shall be determined by the Committee in its sole
discretion.
a.
Award Agreement. Each Stock Option shall be evidenced by an Award Agreement that
shall specify the exercise price, the term of the Stock Option, the number of Shares covered by the Stock Option, the
conditions upon which the Stock Option shall become vested and exercisable and such other terms and conditions as
the Committee shall determine and which are not inconsistent with the terms and conditions of the Plan (including,
but not limited to, the minimum vesting provisions of Section 12). The Award Agreement also shall specify whether
5
the Stock Option is intended to be an Incentive Stock Option or a Nonqualified Stock Option. No dividend equivalents
may be granted with respect to the Shares underlying a Stock Option.
b.
Exercise Price. The exercise price per Share of a Stock Option shall be determined by the
Committee at the time the Stock Option is granted and shall be specified in the related Award Agreement; provided,
however, that in no event shall the exercise price per Share of any Stock Option be less than one hundred percent
(100%) of the Fair Market Value of a Share on the Date of Grant.
Term. The term of a Stock Option shall be determined by the Committee and set forth in
the related Award Agreement; provided, however, that in no event shall the term of any Stock Option exceed ten (10)
years from its Date of Grant.
c.
d.
Exercisability. Stock Options shall become vested and exercisable at such times and upon
such terms and conditions as shall be determined by the Committee and set forth in the related Award Agreement.
Such terms and conditions may include, without limitation, the satisfaction of (a) one or more Performance Objectives,
and (b) time-based vesting requirements.
e.
Exercise of Stock Options. Except as otherwise provided in the Plan or in a related Award
Agreement, a Stock Option may be exercised for all or any portion of the Shares for which it is then exercisable. A
Stock Option shall be exercised by the delivery of a notice of exercise to the Company or its designee in a form
specified by the Company which sets forth the number of Shares with respect to which the Stock Option is to be
exercised and full payment of the exercise price for such Shares. The exercise price of a Stock Option may be paid,
in the discretion of the Committee and as set forth in the applicable Award Agreement: (i) in cash or its equivalent;
(ii) by tendering (either by actual delivery or attestation) previously acquired Shares having an aggregate Fair Market
Value at the time of exercise equal to the aggregate exercise price; (iii) by a cashless exercise (including by
withholding Shares deliverable upon exercise and through a broker-assisted arrangement to the extent permitted by
Applicable Laws); (iv) by a combination of the methods described in clauses (i), (ii) and/or (iii); or (v) through any
other method approved by the Committee in its sole discretion. As soon as practicable after receipt of the notification
of exercise and full payment of the exercise price, the Company shall cause the appropriate number of Shares to be
issued to the Participant.
in the Plan to the contrary:
f.
Special Rules Applicable to Incentive Stock Options. Notwithstanding any other provision
Incentive Stock Options may be granted only to Employees of the Company and
its Subsidiaries. The terms and conditions of Incentive Stock Options shall be subject to and comply with the
requirements of Section 422 of the Code.
(i)
(ii)
To the extent that the aggregate Fair Market Value of the Shares (determined as
of the Date of Grant) with respect to which an Incentive Stock Option is exercisable for the first time by any Participant
during any calendar year (under all plans of the Company and its Subsidiaries) is greater than $100,000 (or such other
amount specified in Section 422 of the Code), as calculated under Section 422 of the Code, then the Stock Option
shall be treated as a Nonqualified Stock Option.
No Incentive Stock Option shall be granted to any Participant who, on the Date
of Grant, is a Ten Percent Stockholder, unless (x) the exercise price per Share of such Incentive Stock Option is at
least one hundred and ten percent (110%) of the Fair Market Value of a Share on the Date of Grant, and (y) the term
of such Incentive Stock Option shall not exceed five (5) years from the Date of Grant.
(iii)
7.
Stock Appreciation Rights. Subject to the terms and conditions of the Plan, Stock Appreciation
Rights may be granted to Participants in such number, and upon such terms and conditions, as shall be determined by
the Committee in its sole discretion.
Award Agreement. Each Stock Appreciation Right shall be evidenced by an Award
Agreement that shall specify the exercise price, the term of the Stock Appreciation Right, the number of Shares
a.
6
covered by the Stock Appreciation Right, the conditions upon which the Stock Appreciation Right shall become vested
and exercisable and such other terms and conditions as the Committee shall determine and which are not inconsistent
with the terms and conditions of the Plan (including, but not limited to, the minimum vesting provisions of Section
12). No dividend equivalents may be granted with respect to the Shares underlying a Stock Appreciation Right.
b.
Exercise Price. The exercise price per Share of a Stock Appreciation Right shall be
determined by the Committee at the time the Stock Appreciation Right is granted and shall be specified in the related
Award Agreement; provided, however, that in no event shall the exercise price per Share of any Stock Appreciation
Right be less than one hundred percent (100%) of the Fair Market Value of a Share on the Date of Grant.
Term. The term of a Stock Appreciation Right shall be determined by the Committee and
set forth in the related Award Agreement; provided, however, that in no event shall the term of any Stock Appreciation
Right exceed ten (10) years from its Date of Grant.
c.
d.
Exercisability of Stock Appreciation Rights. A Stock Appreciation Right shall become
vested and exercisable at such times and upon such terms and conditions as may be determined by the Committee and
set forth in the related Award Agreement. Such terms and conditions may include, without limitation, the satisfaction
of (i) one or more Performance Objectives, and (ii) time-based vesting requirements.
e.
Exercise of Stock Appreciation Rights. Except as otherwise provided in the Plan or in a
related Award Agreement, a Stock Appreciation Right may be exercised for all or any portion of the Shares for which
it is then exercisable. A Stock Appreciation Right shall be exercised by the delivery of a notice of exercise to the
Company or its designee in a form specified by the Company which sets forth the number of Shares with respect to
which the Stock Appreciation Right is to be exercised. Upon exercise, a Stock Appreciation Right shall entitle a
Participant to an amount equal to (a) the excess of (i) the Fair Market Value of a Share on the exercise date over (ii)
the exercise price per Share, multiplied by (b) the number of Shares with respect to which the Stock Appreciation
Right is exercised. A Stock Appreciation Right may be settled in whole Shares, cash or a combination thereof, as
specified by the Committee in the related Award Agreement.
8.
Restricted Stock. Subject to the terms and conditions of the Plan, Restricted Stock may be granted
or sold to Participants in such number of Shares, and upon such terms and conditions, as shall be determined by the
Committee in its sole discretion.
a.
Award Agreement. Each Restricted Stock Award shall be evidenced by an Award
Agreement that shall specify the number of Shares of Restricted Stock, the restriction period(s) applicable to the
Restricted Stock, the conditions upon which the restrictions on the Restricted Stock will lapse and such other terms
and conditions as the Committee shall determine and which are not inconsistent with the terms and conditions of the
Plan (including, but not limited to, the minimum vesting provisions of Section 12).
b.
Terms, Conditions and Restrictions. The Committee shall impose such other terms,
conditions and/or restrictions on any Restricted Stock as it may deem advisable, including, without limitation, a
requirement that the Participant pay a purchase price for each Share of Restricted Stock, restrictions based on the
achievement of specific Performance Objectives, time-based restrictions or holding requirements or sale restrictions
placed on the Shares by the Company upon vesting of such Restricted Stock. Unless otherwise provided in the related
Award Agreement or required by applicable law, the restrictions imposed on Restricted Stock shall lapse upon the
expiration or termination of the applicable restriction period and the satisfaction of any other applicable terms and
conditions.
Custody of Certificates. To the extent deemed appropriate by the Committee, the Company
may retain any certificates representing Restricted Stock in the Company’s possession until such time as all terms,
conditions and/or restrictions applicable to such Restricted Stock have been satisfied or lapse.
c.
Rights Associated with Restricted Stock during Restriction Period. During any restriction
period applicable to Restricted Stock: (i) the Restricted Stock may not be sold, transferred, pledged, assigned or
otherwise alienated or hypothecated; (ii) unless otherwise provided in the related Award Agreement, the Participant
d.
7
shall be entitled to exercise full voting rights associated with such Restricted Stock; and (iii) the Participant shall be
entitled to all dividends and other distributions paid with respect to such Restricted Stock during the restriction period;
provided, however, that any dividends with respect to unvested Restricted Stock shall be accumulated or deemed
reinvested in additional Restricted Stock until such Award is earned and vested, and shall be subject to the same terms
and conditions as the original Award (including service-based vesting conditions and any Performance Objectives).
9.
Restricted Stock Units. Subject to the terms and conditions of the Plan, Restricted Stock Units
may be granted or sold to Participants in such number, and upon such terms and conditions, as shall be determined by
the Committee in its sole discretion.
a.
Award Agreement. Each Restricted Stock Unit Award shall be evidenced by an Award
Agreement that shall specify the number of units, the restriction period(s) applicable to the Restricted Stock Units, the
conditions upon which the restrictions on the Restricted Stock Units will lapse, the time and method of payment of
the Restricted Stock Units, and such other terms and conditions as the Committee shall determine and which are not
inconsistent with the terms and conditions of the Plan (including, but not limited to, the minimum vesting provisions
of Section 12).
b.
Terms, Conditions and Restrictions. The Committee shall impose such other terms,
conditions and/or restrictions on any Restricted Stock Units as it may deem advisable, including, without limitation,
a requirement that the Participant pay a purchase price for each Restricted Stock Unit, restrictions based on the
achievement of specific Performance Objectives or time-based restrictions or holding requirements.
combination thereof, as specified by the Committee in the related Award Agreement.
c.
Form of Settlement. Restricted Stock Units may be settled in whole Shares, cash or a
d.
Dividend Equivalents. Restricted Stock Units may provide the Participant with dividend
equivalents, payable either in cash or in additional Shares, as determined by the Committee in its sole discretion and
set forth in the related Award Agreement; provided, however, that any dividend equivalents with respect to unvested
Restricted Stock Units shall be accumulated or deemed reinvested in additional Restricted Stock Units until such
Award is earned and vested, and shall be subject to the same terms and conditions as the original Award (including
service-based vesting conditions and any Performance Objectives).
10.
Other Share-Based Awards. Subject to the terms and conditions of the Plan, Other Share-Based
Awards may be granted to Participants in such number, and upon such terms and conditions, as shall be determined
by the Committee in its sole discretion. Other Share-Based Awards are Awards that are valued in whole or in part by
reference to, or otherwise based on the Fair Market Value of, Shares, and shall be in such form as the Committee shall
determine, including without limitation, unrestricted Shares or time-based or performance-based units that are settled
in Shares and/or cash.
a.
Award Agreement. Each Other Share-Based Award shall be evidenced by an Award
Agreement that shall specify the terms and conditions upon which the Other Share-Based Award shall become vested,
if applicable, the time and method of settlement, the form of settlement and such other terms and conditions as the
Committee shall determine and which are not inconsistent with the terms and conditions of the Plan (including, but
not limited to, the minimum vesting provisions of Section 12).
or a combination thereof, as specified by the Committee in the related Award Agreement.
b.
Form of Settlement. An Other Share-Based Award may be settled in whole Shares, cash
c.
Dividend Equivalents. Other Share-Based Awards may provide the Participant with
dividend equivalents, on payable either in cash or in additional Shares, as determined by the Committee in its sole
discretion and set forth in the related Award Agreement; provided, however, that any dividend equivalents with respect
to unvested Other Share-Based Awards shall be accumulated or deemed reinvested until such Award is earned and
vested, and shall be subject to the same terms and conditions as the original Award (including service-based vesting
conditions and any Performance Objectives).
8
11.
Cash Awards. Subject to the terms and conditions of the Plan, Cash Awards may be granted to
Participants in such amounts and upon such other terms and conditions as shall be determined by the Committee in its
sole discretion. Each Cash Award shall be evidenced by an Award Agreement that shall specify the payment amount
or payment range, the time and method of settlement and the other terms and conditions, as applicable, of such Award
which may include, without limitation, restrictions based on the achievement of specific Performance Objectives.
12.
Minimum Vesting Provisions. Subject to Sections 19, 21 and 22(b) of the Plan, (a) no condition
on vesting or exercisability of an Award, whether based on continued employment or other service or based upon the
achievement of Performance Objectives, shall be based on service or performance (as applicable) over a period of less
than one year, and (b) upon and after such minimum one-year period, restrictions on vesting or exercisability may
lapse on a pro-rated, graded, or cliff basis as specified in the Award Agreement; provided, however, that Awards
covering up to five percent (5%) of the Shares reserved for issuance pursuant to Section 3(a) may be granted under
this Plan as unrestricted Shares or otherwise as Awards with a performance period or vesting period of less than one
year.
13.
Compliance with Section 409A. Awards granted under the Plan shall be designed and administered
in such a manner that they are either exempt from the application of, or comply with, the requirements of Section
409A of the Code. To the extent that the Committee determines that any award granted under the Plan is subject to
Section 409A of the Code, the Award Agreement shall incorporate the terms and conditions necessary to avoid the
imposition of an additional tax under Section 409A of the Code upon a Participant. Notwithstanding any other
provision of the Plan or any Award Agreement (unless the Award Agreement provides otherwise with specific
reference to this Section 13): (a) an Award shall not be granted, deferred, accelerated, extended, paid out, settled,
substituted or modified under the Plan in a manner that would result in the imposition of an additional tax under
Section 409A of the Code upon a Participant; and (b) if an Award is subject to Section 409A of the Code, and if the
Participant holding the award is a “specified employee” (as defined in Section 409A of the Code, with such
classification to be determined in accordance with the methodology established by the Company), then, to the extent
required to avoid the imposition of an additional tax under Section 409A of the Code upon a Participant, no distribution
or payment of any amount shall be made before the date that is six (6) months following the date of such Participant’s
“separation from service” (as defined in Section 409A of the Code) or, if earlier, the date of the Participant’s death.
Although the Company intends to administer the Plan so that Awards will be exempt from, or will comply with, the
requirements of Section 409A of the Code, the Company does not warrant that any Award under the Plan will qualify
for favorable tax treatment under Section 409A of the Code or any other provision of federal, state, local, or non-
United States law. The Company shall not be liable to any Participant for any tax, interest, or penalties the Participant
might owe as a result of the grant, holding, vesting, exercise, or payment of any Award under the Plan.
14.
Compliance with Section 162(m).
a.
In General. Notwithstanding anything in the Plan to the contrary, Awards may be granted
in a manner that is intended to qualify for the Performance-Based Exception. As determined by the Committee in its
sole discretion, the grant, vesting, exercisability and/or settlement of any Restricted Stock, Restricted Stock Units,
Other Share-Based Awards and Cash Awards intended to qualify for the Performance-Based Exception shall be
conditioned on the attainment of one or more Performance Objectives during a performance period established by the
Committee and must satisfy the requirements of this Section 14.
b.
Performance Objectives. If an Award is intended to qualify for the Performance-Based
Exception, then the Performance Objectives shall be based on specified levels of or growth in one or more of the
following criteria: (i) total stockholder return; (ii) such total stockholder return as compared to total return (on a
comparable basis) of a publicly available index such as, but not limited to, the Standard & Poor’s 500 Stock Index;
(iii) net income; (iv) pretax earnings; (v) earnings before interest expense, taxes, depreciation and amortization; (vi)
earnings before interest expense, taxes, depreciation and amortization and before bonuses, service fees, and
extraordinary or special items; (vii) pretax operating earnings after interest expense and before bonuses, service fees,
and extraordinary or special items; (viii) operating margin; (ix) operating income; (x) earnings per share; (xi) return
measures (including return on equity, return on capital, return on invested capital, return on investment, and/or return
on net assets); (xii) operating earnings; (xiii) working capital; (xiv) ratio of debt to stockholders’ equity; (xv) free cash
flow; (xvi) revenue; and (xvii) stock price.
9
c.
Establishment of Performance Objectives. With respect to Awards intended to qualify for
the Performance-Based Exception, the Committee shall establish: (i) the applicable Performance Objectives and
performance period, and (ii) the formula for computing the payout. Such terms and conditions shall be established in
writing while the outcome of the applicable performance period is substantially uncertain, but in no event later than
the earlier of: (x) ninety days after the beginning of the applicable performance period, or (y) the expiration of twenty-
five percent (25%) of the applicable performance period.
d.
Certification of Performance. With respect to any Award intended to qualify for the
Performance-Based Exception, the Committee shall certify in writing whether the applicable Performance Objectives
and other material terms imposed on such Award have been satisfied, and, if they have, ascertain the amount of the
payout or vesting of the Award. Notwithstanding any other provision of the Plan, payment or vesting of any such
Award shall not be made until the Committee certifies in writing that the applicable Performance Objectives and any
other material terms of such Award were in fact satisfied in a manner conforming to applicable regulations under
Section 162(m) of the Code.
e.
Certain Adjustments. The Committee may provide with respect to any Award that the
evaluation of the attainment of a Performance Objective may include or exclude any of the following events that occur
during the applicable performance period: (i) asset write-downs; (ii) litigation or claims, judgments, or settlements;
(iii) the effect of changes in tax laws, accounting principles, or other laws or provisions affecting reported results; (iv)
any reorganization or restructuring events or programs; (v) items that are either of an unusual nature or infrequently
occurring, as described in Financial Accounting Standards Board Accounting Standards Update No. 2015-01; (vi)
acquisitions or divestitures; (vii) foreign exchange gains and losses; (viii) impact of Shares purchased through stock
repurchase programs; (ix) tax valuation adjustments; (x) impairment expense; (xi) environmental expense; and (xii)
such other events as specified by the Committee. Except as otherwise provided in the exercise of the Committee’s
negative discretion pursuant to Section 14(f), to the extent any of the foregoing inclusions or exclusions affect Awards
that are intended to qualify for the Performance-Based Exception, such inclusions or exclusions shall be prescribed in
writing during the period specified in Section 14(c) and in an objectively determinable manner that meets the
requirements of Section 162(m) of the Code for deductibility.
f.
Negative Discretion. With respect to any Award intended to qualify for the Performance-
Based Exception, after the date that the Performance Objectives are required to be established in writing pursuant to
Section 14(c), the Committee shall not have discretion to increase the amount of compensation that is payable upon
achievement of the designated Performance Objectives. However, the Committee may, in its sole discretion, reduce
the amount of compensation that is payable upon achievement of the designated Performance Objectives.
15.
Transferability. Except as otherwise determined by the Committee, no Award or dividend
equivalents paid with respect to any Award shall be transferable by the Participant except by will or the laws of descent
and distribution; provided, however, that if so determined by the Committee, each Participant may, in a manner
established by the Board or the Committee, designate a beneficiary to exercise the rights of the Participant with respect
to any Award upon the death of the Participant and to receive Shares or other property issued or delivered under such
Award. Except as otherwise determined by the Committee, Stock Options and Stock Appreciation Rights will be
exercisable during a Participant’s lifetime only by the Participant or, in the event of the Participant’s legal incapacity
to do so, by the Participant’s guardian or legal representative acting on behalf of the Participant in a fiduciary capacity
under state law and/or court supervision.
16.
Adjustments. In the event of any equity restructuring (within the meaning of Financial Accounting
Standards Board Accounting Standards Codification Topic 718, or any successor thereto), such as a stock dividend,
stock split, reverse stock split, spinoff, rights offering, or recapitalization through a large, nonrecurring cash dividend,
the Committee shall cause there to be an equitable adjustment in the number and kind of Shares specified in Sections
3(a), 3(d) and 12 of the Plan and, with respect to outstanding Awards, in the number and kind of Shares subject to
outstanding Awards and the exercise price or other price of Shares subject to outstanding Awards, in each case to
prevent dilution or enlargement of the rights of Participants. In the event of any other change in corporate
capitalization, or in the event of a merger, consolidation, liquidation, or similar transaction, the Committee may, in its
sole discretion, cause there to be an equitable adjustment as described in the foregoing sentence, to prevent dilution
or enlargement of rights; provided, however, that, unless otherwise determined by the Committee, the number of
Shares subject to any Award shall always be rounded down to a whole number. Notwithstanding the foregoing, the
10
Committee shall not make any adjustment pursuant to this Section 16 that would (a) cause any Stock Option intended
to qualify as an ISO to fail to so qualify, (b) cause an Award that is otherwise exempt from Section 409A of the Code
to become subject to Section 409A, or (c) cause an Award that is subject to Section 409A of the Code to fail to satisfy
the requirements of Section 409A. The determination of the Committee as to the foregoing adjustments, if any, shall
be conclusive and binding on all Participants and any other persons claiming under or through any Participant.
17.
Fractional Shares. The Company shall not be required to issue or deliver any fractional Shares
pursuant to the Plan and, unless otherwise provided by the Committee, fractional shares shall be settled in cash.
18.
Withholding Taxes. To the extent required by Applicable Law, a Participant shall be required to
satisfy, in a manner satisfactory to the Company or Subsidiary, as applicable, any withholding tax obligations that
arise by reason of the exercise of a Stock Option or Stock Appreciation Right, the vesting of or settlement of Shares
under an Award, an election pursuant to Section 83(b) of the Code or otherwise with respect to an Award. The
Company and its Subsidiaries shall not be required to issue or deliver Shares, make any payment or to recognize the
transfer or disposition of Shares until such obligations are satisfied. The Committee may permit or require these
obligations to be satisfied by having the Company withhold a portion of the Shares that otherwise would be issued or
delivered to a Participant upon exercise of a Stock Option or Stock Appreciation Right or upon the vesting or
settlement of an Award, or by tendering Shares previously acquired, provided that in no event will the Fair Market
Value of any Shares so withheld exceed the amount of taxes required to be withheld based on the minimum statutory
tax rates in the applicable taxing jurisdictions. Any such elections are subject to such conditions or procedures as may
be established by the Committee and may be subject to disapproval by the Committee.
19.
Foreign Employees. Without amending the Plan, the Committee may grant Awards to Participants
who are foreign nationals, or who are subject to Applicable Laws of one or more non-United States jurisdictions, on
such terms and conditions different from those specified in the Plan as may in the judgment of the Committee be
necessary or desirable to foster and promote achievement of the purposes of the Plan, and, in furtherance of such
purposes, the Committee may approve such sub-plans, supplements to or amendments, modifications, restatements or
alternative versions of this Plan as may be necessary or advisable to comply with provisions of Applicable Laws of
other countries in which the Company or its Subsidiaries operate or have employees.
20.
Forfeiture; Recoupment.
a.
Detrimental Activity; Termination for Cause. The Committee may reserve the right in an
Award Agreement to cause a forfeiture of the gain realized by a Participant with respect to an Award thereunder on
account of actions taken by, or failed to be taken by, such Participant in violation or breach of or in conflict with any
(i) employment agreement, (ii) non-competition agreement, (iii) agreement prohibiting solicitation of employees or
clients of the Company or any Subsidiary, (iv) confidentiality obligation with respect to the Company or any
Subsidiary, or (v) other agreement, as and to the extent specified in such Award Agreement. The Committee may
annul an outstanding Award if the Participant thereof is an Employee and is terminated for Cause.
b.
Compensation Recovery Policy. Any Award granted to a Participant shall be subject to
forfeiture or repayment pursuant to the terms of any applicable compensation recovery policy maintained by the
Company from time to time, including any such policy that may be maintained to comply with the Dodd-Frank Wall
Street Reform and Consumer Protection Act or any rules or regulations issued by the Securities and Exchange
Commission or applicable securities exchange.
c.
Set-Off and Other Remedies. To the extent that amounts are not immediately returned or
paid to the Company as provided in this Section 20, the Company may, to the extent permitted by Applicable Laws,
seek other remedies, including a set off of the amounts so payable to it against any amounts that may be owing from
time to time by the Company or a Subsidiary to the Participant for any reason, including, without limitation, wages,
or vacation pay or other benefits; provided, however, that, except to the extent permitted by Treasury Regulation
Section 1.409A-3(j)(4), such offset shall not apply to amounts that are “deferred compensation” within the meaning
of Section 409A of the Code.
11
21.
Change in Control.
a.
Committee Discretion. The Committee may, in its sole discretion and without the consent
of Participants, either by the terms of the Award Agreement applicable to any Award or by resolution adopted prior
to the occurrence of a Change in Control, determine whether and to what extent outstanding Awards under the Plan
shall be assumed, converted or replaced by the resulting entity in connection with the Change in Control (or, if the
Company is the resulting entity, whether such Awards shall be continued by the Company), in each case subject to
equitable adjustments in accordance with Section 16 of the Plan.
b.
Awards that are Assumed. To the extent outstanding Awards granted under the Plan are
assumed, converted or replaced by the resulting entity in the event of a Change in Control (or, if the Company is the
resulting entity, to the extent such Awards are continued by the Company) as provided in Section 21(a) of the Plan,
then, except as otherwise provided in the applicable Award Agreement or in another written agreement with the
Participant, or in a Company severance plan applicable to the Participant:
(i)
Any such outstanding Awards that are subject to Performance Objectives shall be
converted to service-based Awards by the resulting entity (A) as if “target” performance had been achieved, if less
than half of the applicable performance period has lapsed as of the date of the Change in Control (or if at least half of
the applicable performance period has lapsed, but, in the Committee’s judgment, actual performance as of the date of
the Change in Control is not determinable), or (B) based on actual performance as of the date of the Change in Control
(if determinable), if at least half of the applicable performance period has lapsed as of the date of the Change in
Control, and in either case, such converted Awards shall continue to vest and become exercisable (as applicable) based
on continued service during the remaining vesting period;
(as applicable) based on continued service during the remaining vesting period, if any; and
(ii)
All other such outstanding Awards shall continue to vest and become exercisable
(iii)
Notwithstanding the foregoing, if the Participant’s employment is involuntarily
terminated without Cause (or, to the extent applicable, the Participant terminates his or her employment for Good
Reason), within one year after such Change in Control, all such outstanding Awards shall become vested and
exercisable (as applicable) in full, effective as of the date of such termination, and any such Awards that are Stock
Options or Stock Appreciation Rights shall remain exercisable for one year after such termination (or for such longer
period as the Committee may determine).
c.
Awards that are not Assumed. To the extent outstanding Awards granted under the Plan
are not assumed, converted or replaced by the resulting entity in connection with a Change in Control (or, if the
Company is the resulting entity, to the extent such Awards are not continued by the Company) in accordance with
Section 21(a) of the Plan, then, except as otherwise provided in the applicable Award Agreement or in another written
agreement with the Participant, or in a Company severance plan applicable to the Participant, then, effective
immediately prior to the Change in Control:
(i)
All service-based and performance-based vesting restrictions with respect to all
such outstanding Awards shall lapse, with any applicable Performance Objectives deemed to be satisfied (A) as if
“target” performance had been achieved, if less than half of the applicable performance period has lapsed as of the
date of the Change in Control (or if at least half of the applicable performance period has lapsed, but in the Committee’s
judgment, actual performance as of the date of the Change in Control is not determinable), or (B) based on actual
performance as of the date of the Change in Control (if determinable by the Committee), if at least half of the applicable
performance period has lapsed as of the date of the Change in Control, and all such Awards shall become fully vested,
effective as of the date of such Change in Control; and
Subject to Section 21(d), all such outstanding Awards that are Stock Options or
Stock Appreciation Rights shall become fully exercisable for fifteen days prior to the scheduled consummation of
such Change in Control (or for such longer period as the Committee may determine).
(iii)
Cancellation Right. The Committee may, in its sole discretion and without the consent of
Participants, either by the terms of the Award Agreement applicable to any Award or by resolution adopted prior to
d.
12
the occurrence of the Change in Control, provide that any outstanding Award (or a portion thereof) shall, upon the
occurrence of such Change in Control, be cancelled in exchange for a payment in cash or other property (including
shares of the resulting entity in connection with a Change in Control) in an amount equal to the excess, if any, of the
Fair Market Value of the Shares subject to the Award, over any exercise price related to the Award, which amount
may be zero if the Fair Market Value of a Share on the date of the Change in Control does not exceed the exercise
price per Share of the applicable Awards.
22.
Amendment, Modification and Termination.
a.
In General. The Board may at any time and from time to time, alter, amend, suspend or
terminate the Plan in whole or in part; provided, however, that no alteration or amendment that requires stockholder
approval in order for the Plan to comply with any rule promulgated by the SEC or any securities exchange on which
Shares are listed or any other Applicable Laws shall be effective unless such amendment shall be approved by the
requisite vote of stockholders of the Company entitled to vote thereon within the time period required under such
applicable listing standard or rule.
b.
Adjustments to Outstanding Awards. The Committee may in its sole discretion at any time
(i) provide that all or a portion of a Participant’s Stock Options, Stock Appreciation Rights and other Awards in the
nature of rights that may be exercised shall become fully or partially exercisable; (ii) provide that all or a part of the
time-based vesting restrictions on all or a portion of the outstanding Awards shall lapse, and/or that any Performance
Objectives or other performance-based criteria with respect to any Awards shall be deemed to be wholly or partially
satisfied; or (iii) waive any other limitation or requirement under any such Award, in each case, as of such date as the
Committee may, in its sole discretion, declare. Unless otherwise determined by the Committee, any such adjustment
that is made with respect to an Award that is intended to qualify for the Performance-Based Exception shall be made
at such times and in such manner as will not cause such Awards to fail to qualify under the Performance-Based
Exception. Additionally, the Committee shall not make any adjustment pursuant to this Section 22(b) that would cause
an Award that is otherwise exempt from Section 409A of the Code to become subject to Section 409A, or that would
cause an Award that is subject to Section 409A of the Code to fail to satisfy the requirements of Section 409A.
c.
Prohibition on Repricing. Except for adjustments made pursuant to Sections 16 or 21, the
Board or the Committee will not, without the further approval of the stockholders of the Company, authorize the
amendment of any outstanding Stock Option or Stock Appreciation Right to reduce the exercise price. No Stock
Option or Stock Appreciation Right will be cancelled and replaced with an Award having a lower exercise price, or
exchanged for another Award, or for cash, without further approval of the stockholders of the Company, except as
provided in Sections 16 or 21. Furthermore, no Stock Option or Stock Appreciation Right will provide for the
payment, at the time of exercise, of a cash bonus or grant or sale of another Award without further approval of the
stockholders of the Company. This Section 22(c) is intended to prohibit the repricing of “underwater” Stock Options
or Stock Appreciation Rights without stockholder approval and will not be construed to prohibit the adjustments
provided for in Sections 16 or 21.
d.
Effect on Outstanding Awards. Notwithstanding any other provision of the Plan to the
contrary (other than Sections 16, 21, 22(b) and 24(e)), no termination, amendment, suspension, or modification of the
Plan or an Award Agreement shall adversely affect in any material way any Award previously granted under the Plan,
without the written consent of the Participant holding such Award; provided, however, that the Committee may modify
an ISO held by a Participant to disqualify such Stock Option from treatment as an “incentive stock option” under
Section 422 of the Code without the Participant’s consent.
23.
Applicable Laws. The obligations of the Company with respect to Awards under the Plan shall be
subject to all Applicable Laws and such approvals by any governmental agencies as the Committee determines may
be required. The Plan and each Award Agreement shall be governed by the laws of the State of Delaware, excluding
any conflicts or choice of law rule or principle that might otherwise refer construction or interpretation of the Plan to
the substantive law of another jurisdiction.
13
24.
Miscellaneous.
a.
Deferral of Awards. Except with respect to Stock Options, Stock Appreciation Rights and
Restricted Stock, the Committee may permit Participants to elect to defer the issuance or delivery of Shares or the
settlement of Awards in cash under the Plan pursuant to such rules, procedures or programs as it may establish for
purposes of the Plan. The Committee also may provide that deferred issuances and settlements include the payment
or crediting of dividend equivalents or interest on the deferral amounts. All elections and deferrals permitted under
this provision shall comply with Section 409A of the Code, including setting forth the time and manner of the election
(including a compliant time and form of payment), the date on which the election is irrevocable, and whether the
election can be changed until the date it is irrevocable.
b.
No Right of Continued Employment. The Plan shall not confer upon any Participant any
right with respect to continuance of employment or other service with the Company or any Subsidiary, nor shall it
interfere in any way with any right the Company or any Subsidiary would otherwise have to terminate such
Participant’s employment or other service at any time. No Employee, Director or Consultant shall have the right to be
selected to receive an Award under the Plan, or, having been so selected, to be selected to receive future Awards.
Awards granted under the Plan shall not be considered a part of any Participant’s normal or expected compensation
or salary for any purposes, including, but not limited to, calculating any severance, resignation, termination,
redundancy, dismissal, end of service payments, bonuses, long-service awards, pension or retirement or welfare
benefits or similar payments.
c.
Stock Ownership Guidelines. Any Shares delivered under the Plan shall be subject to any
applicable stock ownership guidelines maintained or established by the Company from time to time for its executives
and Directors. By accepting any benefit under the Plan, each Participant shall be conclusively deemed to agree to
comply with the terms and conditions of any such Company stock ownership guidelines that may apply to the
Participant from time to time, including, as may be necessary, the Participant’s retention of all or a portion of the
Shares delivered to the Participant pursuant to Awards under the Plan.
d.
Unfunded, Unsecured Plan. Neither a Participant nor any other person shall, by reason of
participation in the Plan, acquire any right or title to any assets, funds or property of the Company or any Subsidiary,
including without limitation, any specific funds, assets or other property which the Company or any Subsidiary may
set aside in anticipation of any liability under the Plan. A Participant shall have only a contractual right to an Award
or the amounts, if any, payable under the Plan, unsecured by any assets of the Company or any Subsidiary, and nothing
contained in the Plan shall constitute a guarantee that the assets of the Company or any Subsidiary shall be sufficient
to pay any benefits to any person.
e.
Severability. If any provision of the Plan is or becomes invalid, illegal or unenforceable in
any jurisdiction, or would disqualify the Plan or any Award under any law deemed applicable by the Committee, such
provision shall be construed or deemed amended or limited in scope to conform to Applicable Laws or, in the
discretion of the Committee, it shall be stricken and the remainder of the Plan shall remain in full force and effect.
f.
Acceptance of Plan. By accepting any benefit under the Plan, each Participant and each
person claiming under or through any such Participant shall be conclusively deemed to have indicated their acceptance
and ratification of, and consent to, all of the terms and conditions of the Plan and any action taken under the Plan by
the Committee, the Board or the Company, in any case in accordance with the terms and conditions of the Plan.
g.
Successors. All obligations of the Company under the Plan and with respect to Awards
shall be binding on any successor to the Company, whether the existence of such successor is the result of a direct or
indirect purchase, merger, consolidation, or other event, or a sale or disposition of all or substantially all of the business
and/or assets of the Company and references to the “Company” herein and in any Award Agreements shall be deemed
to refer to such successors.
determination made in good faith with respect to the Plan, any Award or any Award Agreement.
h.
No Liability. No member of the Board or the Committee shall be liable for any action or
14
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 10-K
(Mark One)
[x]
[ ]
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15 (d)
OF THE SECURITIES EXCHANGE ACT OF 1934
For the Fiscal Year Ended December 31, 2016
OR
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15 (d)
OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from
to
Commission File Number: 1-10883
WABASH NATIONAL CORPORATION
(Exact name of registrant as specified in its charter)
Delaware
(State or other jurisdiction of
incorporation or organization)
1000 Sagamore Parkway South
Lafayette, Indiana
(Address of Principal Executive Offices)
52-1375208
(IRS Employer
Identification Number)
47905
(Zip Code)
Securities registered pursuant to Section 12(b) of the Act:
Registrant’s telephone number, including area code: (765) 771-5300
Title of each class
Common Stock, $.01 Par Value
Name of each exchange on which registered
New York Stock Exchange
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes (cid:2) No (cid:3)
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes (cid:3) No (cid:2)
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange
Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been
subject to such filing requirements for the past 90 days. Yes (cid:2) No (cid:3)
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate website, if any, every Interactive
Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months
(or for such shorter period that the registrant was required to submit and post such files). Yes (cid:2) No (cid:3)
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§ 229.405 of this chapter) is not contained
herein, and will not be contained, to the best of registrant's knowledge, in definitive proxy or information statements incorporated by reference in
Part III of this Form 10-K or any amendment to this Form 10-K. (cid:3)
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting
company. See definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.
(Check one):
Large accelerated filer (cid:2) Accelerated filer (cid:3) Non-accelerated filer (cid:3) Smaller reporting company (cid:3)
(Do not check if a smaller reporting company)
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes (cid:3) No (cid:2)
The aggregate market value of voting stock held by non-affiliates of the registrant as of June 30, 2016 was $801,330,732 based upon the
closing price of the Company's common stock as quoted on the New York Stock Exchange composite tape on such date.
The number of shares outstanding of the registrant's common stock as of February 17, 2017 was 59,959,983.
Part III of this Form 10-K incorporates by reference certain portions of the registrant’s Proxy Statement for its Annual Meeting of
Stockholders to be filed within 120 days after December 31, 2016.
TABLE OF CONTENTS
WABASH NATIONAL CORPORATION
FORM 10-K FOR THE FISCAL
YEAR ENDED DECEMBER 31, 2016
Pages
PART I
Item 1
Business ............................................................................................................................
4
Item 1A Risk Factors .....................................................................................................................
16
Item 1B Unresolved Staff Comments .............................................................................................
24
Item 2
Properties .........................................................................................................................
24
Item 3
Legal Proceedings .............................................................................................................
25
Item 4 Mine Safety Disclosures ..................................................................................................
27
PART II
Item 5 Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer
Purchases of Equity Securities ..........................................................................................
28
Item 6
Selected Financial Data ...................................................................................................
29
Item 7 Management’s Discussion and Analysis of Financial Condition and Results of
Operations ........................................................................................................................
30
Item 7A Quantitative and Qualitative Disclosures about Market Risk ..........................................
50
Item 8
Financial Statements and Supplementary Data .................................................................
51
Item 9
Changes in and Disagreements with Accountants on Accounting and Financial
Disclosure ........................................................................................................................
81
Item 9A Controls and Procedures ...................................................................................................
81
Item 9B Other Information ............................................................................................................
84
PART III
Item 10 Executive Officers of the Registrant ................................................................................
84
Item 11 Executive Compensation .................................................................................................
84
Item 12
Security Ownership of Certain Beneficial Owners and Management and Related
Stockholder Matters ..........................................................................................................
84
Item 13 Certain Relationships and Related Transactions, and Director Independence ..................
84
Item 14
Principal Accounting Fees and Services ...........................................................................
84
PART IV
Item 15 Exhibits and Financial Statement Schedules ...................................................................
85
SIGNATURES .................................................................................................................................
87
2
FORWARD LOOKING STATEMENTS
This Annual Report of Wabash National Corporation (together with its subsidiaries, “Wabash,”
“Company,” “us,” “we,” or “our”) contains “forward-looking statements” within the meaning of Section 27A of the
Securities Act and Section 21E of the Securities Exchange Act of 1934 (the “Exchange Act”). Forward-looking
statements may include the words “may,” “will,” “estimate,” “intend,” “continue,” “believe,” “expect,” “plan” or
“anticipate” and other similar words. Our “forward-looking statements” include statements regarding:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
our business plan;
our expected revenues, income or loss;
our ability to manage our indebtedness
our strategic plan and plans for future operations;
financing needs, plans and liquidity, including for working capital and capital expenditures;
our ability to achieve sustained profitability;
reliance on certain customers and corporate relationships;
availability and pricing of raw materials;
availability of capital and financing;
dependence on industry trends;
the outcome of any pending litigation or notice of environmental dispute;
export sales and new markets;
engineering and manufacturing capabilities and capacity;
acceptance of new technology and products;
government regulation; and
assumptions relating to the foregoing.
Although we believe that the expectations expressed in our forward-looking statements are reasonable,
actual results could differ materially from those projected or assumed in our forward-looking statements. Our future
financial condition and results of operations, as well as any forward-looking statements, are subject to change and
are subject to inherent risks and uncertainties, such as those disclosed in this Annual Report. Each forward-looking
statement contained in this Annual Report reflects our management’s view only as of the date on which that
forward-looking statement was made. We are not obligated to update forward-looking statements or publicly
release the result of any revisions to them to reflect events or circumstances after the date of this Annual Report or to
reflect the occurrence of unanticipated events, except as required by law.
Currently known risks and uncertainties that could cause actual results to differ materially from our
expectations are described throughout this Annual Report, including in “Item 1A. Risk Factors.” We urge you to
carefully review that section for a more complete discussion of the risks of an investment in our securities.
3
PART I
ITEM 1—BUSINESS
Overview
Wabash National Corporation (together with its subsidiaries, “Wabash,” “Wabash National,” “the
Company,” “us,” “we,” or “our”) was founded in 1985 as a start-up company in Lafayette, Indiana. We are now a
diversified industrial manufacturer and North America’s leading producer of semi-trailers and liquid transportation
systems. We design, manufacture and market a diverse range of products, including dry freight and refrigerated
trailers, platform trailers, bulk tank trailers, dry and refrigerated truck bodies, truck-mounted tanks, intermodal
equipment, aircraft refueling equipment, structural composite panels and products, trailer aerodynamic solutions,
and specialty food grade and pharmaceutical equipment. We have achieved this diversification through acquisitions
and product innovation. We continue to search for acquisitions that will increase margins, enhance business
stability, reduce cyclicality, and provide operational synergies.
We believe our position as a leader in our key industries is the result of longstanding relationships with our
core customers, our demonstrated ability to attract new customers, our broad and innovative product lines, our
technological leadership, and our extensive distribution and service network. Our management team is focused on
continuing to optimize operations to match the current demand environment, implementing cost savings initiatives
and lean manufacturing techniques, strengthening our capital structure, developing innovative products that enable
our customers to succeed, improving earnings and continuing diversification of the business into higher margin
opportunities that leverage our intellectual and process capabilities.
Wabash was incorporated in Delaware in 1991 and is the successor by merger to a Maryland corporation
organized in 1985. Our internet website is www.wabashnational.com. We make our electronic filings with the
Securities Exchange Commission (the “SEC”), including our annual reports on Form 10-K, quarterly reports on
Form 10-Q, current reports on Form 8-K and amendments to these reports available on our website free of charge as
soon as practicable after we file them with or furnish them to the SEC. Information on the website is not part of this
Annual Report. We are listed on the NYSE as “WNC”.
Operating Segments
During the second quarter of 2016, in an effort to strengthen the alignment between our manufacturing
businesses and our retail sales and service operations, improve profitability and capitalize on growth opportunities,
we realigned our reporting segments into two segments, Commercial Trailer Products and Diversified Products. As
a result of the realignment, the businesses previously operating within our former retail segment are now included in
one of these two segments. Certain corporate-related administrative costs, interest and income taxes are not
allocated to these two segments, but are reported in our Corporate and Eliminations segment. Financial results by
operating segment, including information about revenues from customers, measures of profit and loss, and financial
information regarding geographic areas and export sales are discussed in Note 12, Segments and Related
Information, of the accompanying consolidated financial statements. By operating segment, net sales, prior to the
elimination of intersegment sales, were as follows (dollars in thousands):
Year Ended December 31,
2016
2015
2014
Sales by Segment
Commercial Trailer Products
Diversified Products Group
Corporate and Eliminations
Total
Commercial Trailer Products
$
$
1,506,110
352,404
(13,070)
1,845,444
1,582,240
$
456,927
(11,679)
$
2,027,489
1,380,623
$
494,992
(12,300)
$
1,863,315
Commercial Trailer Products segment sales as a percentage of our consolidated net sales and gross margin
measured prior to intersegment eliminations were:
4
Percentage of net sales
Percentage of gross profit
Year Ended December 31,
2015
77.6
64.9
%
%
2016
81.0
77.0
%
%
2014
73.6
51.4
%
%
The Commercial Trailer Products segment manufactures standard and customized van and platform trailers,
truck bodies and other transportation related equipment to customers who purchase directly from us, through
independent dealers or our Company owned branch locations through which we offer additional service and support.
We seek to identify and produce proprietary custom products that offer exceptional value to customers with the
potential to generate higher profit margin than standardized products. We believe that we have the engineering and
manufacturing capability to produce these products efficiently. We introduced our proprietary composite product,
DuraPlate(cid:3), in 1996 and have experienced widespread truck trailer industry acceptance. Since 2002, sales of our
DuraPlate(cid:3) trailers have represented approximately 95% of our total new dry van trailer sales. We are a significant
producer of refrigerated trailer products as well as other specialty products, including converter dollies. In 2015, we
introduced a line of refrigerated and dry freight truck bodies for Class 6, 7, and 8 chassis. The truck body product
leverages our fleet proven DuraPlate(cid:3) technology utilized in dry van trailers and also includes the introduction of a
revoluntionary proprietary molded structural composite panel designed to reduce weight and improve thermal
efficiency in refrigerated truck body applications. Through our Transcraft subsidiary we manufacture steel and
aluminum flatbed and dropdeck trailers. Our Commercial Trailer Products segment also operates a wood flooring
production facility that manufactures laminated hard wood oak flooring products for our van trailer products, as well
as a retail branch network which offers the sale of new and used trailers, aftermarket parts, and service.
Commercial Trailer Products’ transportation equipment is marketed under the Wabash(cid:3), DuraPlate(cid:3),
DuraPlateHD(cid:3), DuraPlate(cid:3) XD-35®, ArcticLite®, RoadRailer®, Transcraft® and Benson® trademarks directly to
customers, through independent dealers and through our Company-owned retail branch network. Historically, we
have focused on our longstanding core customers, which represent many of the largest companies in the trucking
industry, but we have expanded this focus over the past several years to include numerous additional key accounts.
Our relationships with our core customers have been central to our growth since inception. We have also actively
pursued the diversification of our customer base through our network of independent dealers. For our van business
we utilize a total of 27 independent dealers with approximately 68 locations throughout North America to market
and distribute our trailers. We distribute our flatbed and dropdeck trailers through a network of 74 independent
dealers with approximately 120 locations throughout North America. In addition, we maintain a used fleet sales
center to focus on selling both large and small fleet trade packages to the wholesale market.
Diversified Products
Diversified Products segment sales as a percentage of our consolidated net sales and gross profit margin
measured prior to intersegment eliminations were:
Percentage of net sales
Percentage of gross profit
Year Ended December 31,
2015
22.4
35.1
%
%
2016
19.0
23.0
%
%
2014
26.4
48.6
%
%
The Diversified Products segment is comprised of four strategic business units: Tank Trailer, Aviation &
Truck Equipment, Process Systems and Composites. The Tank Trailer business sells products through several
brands including Walker Transport, Brenner® Tank, Bulk International and Beall® Trailers. These brands represent
leading positions in liquid transportation systems and include a full line of stainless steel and aluminum tank trailers
for the North American chemical, dairy, food and beverage, and petroleum and energy services markets. Our
Process Systems business include brands such as Walker® Engineered Products and Extract Technology® and
represent what we estimate to be leading positions in isolators, stationary silos and downflow booths around the
world for the chemical, dairy, food and beverage, pharmaceutical and nuclear markets. The Aviation & Truck
Equipment business is a leading manufacturer of truck-mounted tanks used in the aviation, refined fuel, heating oil,
propane and liquid waste industries with products offered under the Garsite and Progress Tank brands. Our
Composites business includes offerings under our DuraPlate® composite panel technology, which contains unique
properties of strength and durability that can be utilized in numerous applications in addition to truck trailers and
5
truck bodies. The Diversified Products segment has leveraged our DuraPlate® panel technology to develop
numerous proprietary products, including the DuraPlate® AeroSkirt®, an aerodynamic solution for over-the-road
trailers that provides approximately 6% improvement in fuel economy, as well as a line of foldable portable storage
containers. Drawing on its experience with DuraPlate® and trailer aerodynamics, the Composites business has
developed a full line of aerodynamic solutions designed to improve overall trailer aerodynamics and fuel economy,
most notably the AeroSkirt CX™, Ventix DRSTM and AeroFinTM. In addition, we utilize our DuraPlate® technology
in the production of truck bodies, overhead doors and other industrial applications. These DuraPlate® composite
products are sold to original equipment manufacturers and aftermarket customers.
The Diversified Products segment focuses on our commitment to expand our customer base, diversify our
product offerings, end markets and revenues, and extend our market leadership by leveraging our intellectual
property and technology, including our proprietary DuraPlate® panel technology, drawing on our core
manufacturing expertise and making available products that are complementary to the truck and tank trailers and
transportation equipment we offer. This segment includes a wide array of products and customer-specific solutions.
Leveraging our intellectual property and technology and core manufacturing expertise into new applications and
market sectors enables us to deliver greater value to our customers and shareholders.
Through these brands and product offerings, our Diversified Products segment now serves a variety of end
markets, a number of which we believe are less cyclical than the markets served by our Commercial Trailer Products
segment. We expect to continue to focus on diversifying our Diversified Products segment to enhance our business
model, strengthen our revenues and become a more diverse company that can deliver greater value to our
shareholders.
Strategy
In addition to our commitment to long-term profitable growth within each of our reporting segments, our
strategic initiatives include a focus on diversification efforts, both organic and strategic, to further transform Wabash
into a diversified industrial manufacturer with a higher growth and margin profile and successfully deliver a greater
value to our shareholders. Organically, our focus is on profitably growing and diversifying our operations by
leveraging our existing assets, capabilities, and technology into higher margin products and markets and thereby
providing value-added customer solutions. Strategically, we continue to focus on our transition into a more
diversified industrial manufacturer, profitably growing and further broadening the product portfolio we offer, the
customers and end markets we serve and strengthening our geographic presence. Future acquisitions may further
provide us the opportunity to move forward on this strategic initiative and our long-term plan to become a more
diversified industrial manufacturer. Our most recent acquisitions have enabled us to recognize top-line growth,
improved profitability, and margin expansion; provided us access to additional markets while expanding our
manufacturing footprint; and allowed us to offer one of the broadest product portfolios in the trailer industry.
Industry and Competition
Trucking in the U.S., according to the American Trucking Association (ATA), was estimated to be a $739
billion industry in 2016, representing approximately 82% of the total U.S. transportation industry revenue.
Furthermore, ATA estimates that approximately 71% of all freight tonnage in 2016 was carried by trucks. Trailer
demand is a direct function of the amount of freight to be transported. ATA estimates that total freight tonnage
carried by trucks will grow 24% by 2027. To meet this continued high demand for freight, truck carriers will need
to replace and expand their fleets, which typically results in increased trailer orders.
Transportation in the U.S., including trucking, is a cyclical industry that has experienced three cycles over
the last 20 years. In each of the last three cycles the decline in freight tonnage preceded the general U.S. economic
downturn by approximately two and one-half years and the recovery has generally preceded that of the economy as
a whole. The trailer industry generally follows the transportation industry, experiencing cycles in the early and late
90’s lasting approximately 58 and 67 months, respectively. Truck freight tonnage, according to ATA statistics,
started declining year-over-year in 2006 and remained at depressed levels through 2009. The most recent cycle
concluded in 2009, lasting a total of 89 months. After three consecutive years with total trailer demand well below
normal replacement demand levels estimated to be approximately 220,000 trailers, the period ending December
2016 demonstrated five consecutive years of healthy demand in which the total trailer shipments of approximately
232,000, 234,000, 269,000, 308,000, and 287,000 for the years ended 2012, 2013, 2014, 2015, and 2016,
respectively. In our view, we expect to see continued strong demand for new trailer equipment as the economic and
6
industry specific indicators we track, including ATA’s truck tonnage index, employment growth, housing and auto
sectors, as well as the overall gross domestic product, appear to be trending in a positive direction.
Wabash, Great Dane, Utility and Hyundai Translead, are generally viewed as the top trailer manufacturers
in the U.S. by volume. Our share of U.S. total trailer shipments in 2016 was approximately 21%. Trailer
manufacturers compete primarily through the quality of their products, customer relationships, innovative
technology, and price. We have seen others in the industry also pursue the development and use of composite
sidewalls that compete directly with our DuraPlate(cid:3) products. Our product development is focused on maintaining a
leading position with respect to these products and on development of new products and markets, leveraging our
proprietary DuraPlate® product, as well as our expertise in the engineering and design of customized products.
The table below sets forth new trailer production for Wabash and, as provided by Trailer Body Builders
Magazine, the principal producers within North America. The data represents all segments of the industry, except
containers and chassis. For the years included below, we have participated primarily in the van, platform, and tank
trailer segments. Van trailer demand, the largest segment within the trailer industry, has recovered from a low of
approximately 52,000 trailers in 2009 to an estimated 226,000 van trailers in 2016.
2016
2015
2014
2013
Wabash
Hyundai Translead
Great Dane
Utility
Stoughton
Other principal producers
Total Industry
(1) Data revised by publisher in a subsequent year.
(2) The 2012 production includes Walker volumes on a full-year pro forma basis.
63,000
43,000
52,000
49,000
15,000
80,000
302,000
60,000
49,000
48,000
46,000
16,000
64,000
283,000
56,000
34,000
48,000
41,000
13,000
37,000
265,000
46,000
27,000
44,000
39,000
12,000
31,000
232,000(1)
2012
45,000(2)
23,000
44,000
38,000
11,000
33,000
227,000
Our Diversified Products segment, in most cases, participates in markets different than our traditional van
and platform trailer product offerings. The end markets that our Diversified Products segment serve are broader and
more diverse than the trailer industry, including environmental, pharmaceutical, biotech, oil and gas, moving and
storage, and specialty vehicle markets. In addition, our diversification efforts pertain to new and emerging markets
and many of the products are driven by regulatory requirements or, in most cases, customer-specific needs.
However, some of our diversification efforts are considered to be in the early growth stages and future success is
largely dependent on continued customer adoption of our product solutions and general expansion of our customer
base and distribution channels.
Competitive Strengths
We believe our core competitive strengths include:
(cid:2)(cid:2)(cid:4) Long-Term Core Customer Relationships – We are the leading provider of trailers to a significant
number of top tier trucking companies, generating a revenue base that has helped to sustain us as one
of the market leaders. Our van products are preferred by many of the industry’s leading carriers. We
are also a leading provider of liquid-transportation systems and engineered products and we have a
strong customer base, consisting of mostly private fleets, and have earned a leading market position
across many of the markets we serve.
(cid:2)(cid:4) Innovative Product Offerings – Our DuraPlate(cid:3) proprietary technology offers what we believe to be a
superior trailer, which customers value. A DuraPlate(cid:3) trailer is a composite plate trailer using material
that contains a high-density polyethylene core bonded between high-strength steel skins. We believe
that the competitive advantages of our DuraPlate(cid:3) trailers compared to standard trailers include
providing a lower total cost of ownership through the following:
- Extended Service Life – operate three to five years longer;
- Lower Operating and Maintenance Costs – greater durability and performance;
- Less Downtime – higher utilization for fleets;
7
- Extended Warranty – warranty period for DuraPlate(cid:3) panels is ten years; and
-
Improved Resale Value – higher trade-in and resale values.
We have been manufacturing DuraPlate(cid:3) trailers for over 21 years and through December 2016 have
sold approximately 650,000 DuraPlate® trailers. We believe that this proven experience, combined
with ownership and knowledge of the DuraPlate(cid:3) panel technology, will help ensure continued
industry leadership in the future. We continue to introduce new innovations in our DuraPlate® line of
products, including DuraPlateHD® and DuraPlate XD-35®, along with new innovations in other
product lines, including our ArcticLite® refrigerated trailers and Lean Duplex tank trailers.
(cid:2)(cid:2)(cid:4) Significant Market Share and Brand Recognition – We have been one of the three largest
manufacturers of trailers in North America since 1994, with one of the most widely recognized brands
in the industry. We are currently the largest producer of van trailers in North America and, according
to data published by Trailer Body Builders Magazine, our Transcraft subsidiary is one of the leading
producers of platform trailers(cid:5)(cid:4)(cid:4)We are also the largest manufacturer of liquid stainless steel and
aluminum tank trailers in North America through our Walker Transport, Brenner® Tank, Bulk
International and Beall® brands. We participate broadly in the transportation industry through both of
our business segments. As a percentage of our consolidated net sales, new trailer sales for our dry and
refrigerated vans, platforms and tanks represented approximately 84% in 2016.
(cid:2)(cid:4) Committed Focus on Operational Excellence – Safety, quality, on-time delivery, productivity and
cost reduction are the core elements of our program of continuous improvement. We currently
maintain an ISO 14001 registration of the Environmental Management System at our Lafayette,
Indiana; Cadiz, Kentucky; San Jose Iturbide, Mexico; Frankfort, Indiana; and Harrison, Arkansas
facilities. In addition, we have achieved ISO 9001 registration of the Quality Management Systems at
our Lafayette, Indiana and Cadiz, Kentucky facilities.
(cid:2)(cid:4) Technology – We continue to be recognized by the trucking industry as a leader in developing
technology to provide value-added solutions for our customers that reduce trailer operating costs,
improve revenue opportunities, and solve unique transportation problems. Throughout our history, we
have been and we expect we will continue to be a leading innovator in the design and production of
trailers and related products. Recent new trailer introductions and value-added options include the
introduction of the Cold Chain Series Refrigerated Truck Body with a molded structural composite
technology, offering advanced thermal and operational performance; Lean Duplex tank trailer, a
stainless steel option that reduces weight while providing enhanced performance characteristics over
typical chemical tank trailers; Trustlock Plus®, a proprietary single-lock rear door mechanism; a
combination ID/Stop light, a dual-function rear ID light that also actuates as a brake indicator;
MaxClearenceTM Overhead Door System, a vertical door that provides an opening that would be
comparable to that of swing door models; and the DuraPlate® AeroSkirt®, Ventix DRSTM, AeroFinTM
and AeroSkirt CXTM, durable aerodynamic solutions that, based on verified laboratory and track
testing, provides improved fuel efficiencies of 9% or greater when used in specific combinations.
In addition to the introduction of new trailer product innovations made through our DuraPlate® family
over the past 21 years, we have also focused on a customer-centered approach in developing product
enhancements for other industries we serve. Some of the more recent innovations include: the
development of mobile clean rooms, or self-contained laboratories, which are configured to provide
isolation and containment solutions into a rapidly deployable and flexible manufacturing facility for
pharmaceutical and other technology applications; the development of a Refined Fuel truck with
integrated Auxiliary Power Unit designed to improve fuel efficiency and prolong the useful operating
life of fuel delivery vehicles; introduction of advanced materials to remove over 300 pounds from the
standard Dry Van; introduction of RIG-16 offset rear under ride guard, and the introduction of the
Truck Body line leveraging our fleet-proven DuraPlate® technology for dry truck bodies as well as the
introduction of a revolutionary proprietary composite designed to improve weight and thermal
efficiency in refrigerated truck body applications. Our new molded structural composite was
recognized by Heavy Duty Trucking Magazine as a “Top 20 Product of 2016,” a recognition that is
awarded for demonstrated innovation, significance to the industry, and the potential to improve
profitability of trucking operations.
8
(cid:2)(cid:2)(cid:4) Corporate Culture – We benefit from an experienced, value-driven management team and dedicated
workforce focused on operational excellence. Safety of our associates is our number one value and
highest priority.
(cid:2)(cid:4) Extensive Distribution Network – We utilize a network of 27 independent dealers with approximately
68 locations throughout North America to distribute our van trailers, and our Transcraft distribution
network consists of 74 independent dealers with approximately 120 locations throughout North
America. Our tank trailers are distributed through a network of 52 independent dealers with 53
locations throughout North America.
Regulation
Truck trailer length, height, width, maximum weight capacity and other specifications are regulated by
individual states. The federal government also regulates certain safety and environmental sustainability features
incorporated in the design and use of truck and tank trailers. These regulations include, requirements to install
Electronic Logging Devices, the use of aerodynamic devices and fuel saving technologies, as well as operator
restrictions as to hours of service and minimum driver safety standards (see the section on “Industry Trends” in Item
7 for more details on these regulations). In addition, most tank trailers we manufacture have specific federal
regulations and restrictions that dictate tank design, material type and thickness. Manufacturing operations are
subject to environmental laws enforced by federal, state and local agencies (see "Environmental Matters").
Products
Since our inception, we have expanded our product offerings from a single truck trailer dry van product to a
broad range of transportation equipment and diversified industrial products. Wabash National manages a diverse
product portfolio, maintains long-standing customer relationships, and a focuses on innovative and breakthrough
technologies within two operating segments.
Commercial Trailer Products segment sales represented approximately 81%, 78% and 74% of our
consolidated net sales in 2016, 2015 and 2014, respectively. Our current Commercial Trailer Products segment
primarily includes the following products:
(cid:2) Dry Van Trailers. The dry van market represents our largest product line and includes trailers sold
under DuraPlate(cid:3), DuraPlateHD(cid:3), and DuraPlate® XD-35® trademarks. Our DuraPlate® trailers utilize
a proprietary technology that consists of a composite plate wall for increased durability and greater
strength.
(cid:2) Platform Trailers. Platform trailers are sold under the Transcraft® and Benson® trademarks. Platform
trailers consist of a trailer chassis with a flat or “drop” loading deck without permanent sides or a roof.
These trailers are primarily utilized to haul steel coils, construction materials and large equipment. In
addition to our all steel and combination steel and aluminum platform trailers, we also offer a premium
all-aluminum platform trailer.
(cid:2) Refrigerated Trailers. Refrigerated trailers provide thermal efficiency, maximum payload capacity,
and superior damage resistance. Our refrigerated trailers are sold under the ArcticLite® trademark and
use our proprietary SolarGuard® technology, coupled with our foaming process, which we believe
enables customers to achieve lower costs through reduced operating hours of refrigeration equipment
and therefore reduced fuel consumption. In 2016, Wabash introduced a proprietary molded structural
composite with thermal technology, which based on our testing provides improved thermal
performance for refrigerated trailers by up to 25% and is up to 20% lighter than standard refrigerated
trailers while still maintaining strength and durability.
(cid:2) Truck Bodies. Introduced in 2015, Wabash National’s engineers have combined fleet-proven
equipment designs and advanced materials to create a line of high performance refrigerated and dry
freight truck bodies for Class 6, 7, and 8 chassis. The truck body product leverages our fleet-proven
DuraPlate® technology utilized in dry van trailers and also includes the introduction of a revolutionary
proprietary molded structural composite designed to improve weight and thermal efficiency in
refrigerated truck body applications.
9
(cid:2)
Specialty Trailers. These products include a wide array of specialty equipment and services generally
focused on products that require a higher degree of customer specifications and requirements. These
specialty products include converter dollies, Big Tire Hauler, Steel Coil Hauler and RoadRailer®
trailers.
(cid:2) Aftermarket Parts and Service. Aftermarket component products are manufactured to provide
continued support to our customers throughout the life cycle of the trailer. Aurora Parts &
Accessories, LLC is the exclusive supplier of the aftermarket component products for the company’s
dry van, refrigerated and platform trailers. Utilizing our branch locations and onsite service centers,
we provide a wide array of quality aftermarket parts and services to our customers. Additionally, rail
components are sold to provide continued support of the Road Railer® product line as well as to
expand our offerings in the rail markets.
(cid:2) Used Trailers. This includes the sale of used trailers through our used fleet sales center to facilitate
new trailer sales with a focus on selling both large and small fleet trade packages to the wholesale
market as well as through our branch network to enable us to remarket and promote new trailer sales.
(cid:2) Wood Products. We manufacture laminated hardwood oak flooring used primarily in our dry van
trailer segment at our manufacturing operations located in Harrison, Arkansas.
Diversified Products segment sales represented approximately 19%, 22% and 26% of our consolidated net
sales in 2016, 2015 and 2014, respectively. Our current Diversified Products segment primarily includes the
following products:
(cid:2) Tank Trailers. Tank Trailers currently has several principal brands dedicated to transportation
products including Walker Transport, Brenner® Tank, Bulk Tank International, and Beall® Trailers.
Equipment sold under these brands include stainless steel and aluminum liquid and dry bulk tank
trailers and other transport solutions for the dairy, food and beverage, chemical, environmental,
petroleum and refined fuel industries. We also provide parts and maintenance and repair services for
tank trailers and other related equipment through our six Brenner Tank Service centers.
- Walker Transport – Founded as the original Walker business in 1943, the Walker Transport brand
includes stainless steel tank trailers for the dairy, food and beverage end markets.
- Brenner® Tank – Founded in 1900, Brenner® Tank manufactures stainless steel and aluminum tank
trailers, dry bulk trailers, and fiberglass reinforced poly tank trailers, as well as vacuum tank
trailers and carbon steel frac tanks for the oil and gas, chemical, energy and environmental
services end markets.
- Bulk Tank International – Manufactures stainless steel tank trailers for the oil and gas and
chemical end markets.
- Beall® Trailers – With tank trailer production dating to 1928, the Beall® brand includes aluminum
tank trailers and related tank trailer equipment for the dry bulk and petroleum end markets.
(cid:2) Process Systems. Process Systems currently sells products under the Walker Engineered Products and
Extract Technology® brands and specializes in the design and production of a broad range of products
including: a portfolio of products for storage, mixing and blending, including process vessels, as well
as round horizontal and vertical storage silo tanks; containment and isolation systems for the
pharmaceutical, chemical, and nuclear industries, including custom designed turnkey systems and
spare components for full service and maintenance contracts; containment systems for the
pharmaceutical, chemical and biotech markets; and mobile water storage tanks used in the oil and gas
industry to pump high-pressure water into underground wells.
- Walker Engineered Products – Since the 1960s, Walker has marketed stainless steel storage tanks
and silos, mixers, and processors for the dairy, food and beverage, pharmaceutical, chemical, craft
brewing, and biotech end markets under the Walker Engineered Products brand.
10
- Extract Technology® – Since 1981, the Extract Technology® brand has included stainless steel
isolators and downflow booths, as well as custom-fabricated equipment, including workstations
and drum booths for the pharmaceutical, fine chemical, biotech and nuclear end markets.
(cid:2) Aviation & Truck Equipment. Aviation & Truck Equipment currently sells products under the Progress
Tank and Garsite brands, which are dedicated to serving aircraft refuelers and hydrant dispensers for
in-to-plane fueling companies, airlines, freight distribution companies and fuel marketers around the
globe; military grade refueling and water tankers for applications and environments required by the
military; truck mounted tanks for fuel delivery; and vacuum tankers.
-
Progress Tank – Since 1920, the Progress Tank brand has included aluminum and stainless steel
truck-mounted tanks for the oil and gas and environmental end markets.
- Garsite – Founded in 1952, Garsite is a value-added assembler of aircraft refuelers, hydrant
dispensers, and above-ground fuel storage tanks for the aviation end market.
(cid:2) Composites. Our composite products expand the use of DuraPlate® composite panels, already a proven
product in the semi-trailer market for over 20 years. Other composite product offerings include truck
bodies, overhead doors, foldable portable storage containers and other industrial applications. We
continue to develop new products and actively explore markets that can benefit from the proven
performance of our proprietary technology. In 2016, we entered into a partnership with EconCore
N.V. to manufacture and sell their patented honeycomb core production technology in the containment
and transportation industries. In 2015 we introduced three solutions designed to significantly improve
trailer aerodynamics and fuel economy featuring a trailer drag reduction system to manage airflow
across the entire length of trailer, or Ventix DRSTM, an aerodynamic tail devised to direct airflow
across the rear of the trailer, or AeroFinTM, and a new lighter version of our AeroSkirt design called
AeroSkirt CXTM. We also offer our EPA Smartway®1 approved DuraPlate® AeroSkirt®.
Customers
Our customer base has historically included many of the nation’s largest truckload (TL) common carriers,
leasing companies, private fleet carriers, less-than-truckload (LTL) common carriers and package carriers. We
continue to expand our customer base and diversify into the broader trailer market through our independent dealer
and company-owned retail networks, as well as through strategic acquisitions. Furthermore, we continue to
diversify our products organically by expanding the use of DuraPlate® composite panel technology through products
such as DuraPlate® AeroSkirts®, truck bodies, overhead doors and portable storage containers as well as strategically
through our acquisitions. All of these efforts have been accomplished while maintaining our relationships with our
core customers. Our five largest customers together accounted for approximately 24%, 25% and 20% of our
aggregate net sales in 2016, 2015 and 2014, respectively. No individual customer accounted for more than 10% or
more of our aggregate net sales during the past three years. International sales, primarily to Canadian customers,
accounted for less than 10% of net sales for each of the last three years.
We have established relationships as a supplier to many large customers in the transportation industry,
including the following:
(cid:2) Truckload Carriers: Averitt Express, Inc.; Celadon Group, Inc.; Covenant Transportation Group, Inc;
Cowan Systems, LLC; Crete Carrier Corporation; Heartland Express, Inc.; J.B Hunt Transport, Inc.;
Knight Transportation, Inc.; Roehl Transport Inc.; Schneider National, Inc.; Swift Transportation
Corporation; U.S. Xpress Enterprises, Inc.; and Werner Enterprises, Inc.
(cid:2) Less-Than-Truckload Carriers: FedEx Corporation; Old Dominion Freight Lines, Inc.; R&L Carriers
Inc.; and YRC Worldwide, Inc.
(cid:2) Refrigerated Carriers: CR England, Inc.; K&B Transportation, Inc.; Prime, Inc.; and Southern
Refrigerated Transport, Inc.
11
(cid:2) Leasing Companies: Penske Truck Leasing Company; Wells Fargo Equipment Finance, Inc.; Matlack
Leasing; Evergreen and Xtra Lease, Inc.
(cid:2) Private Fleets: C&S Wholesale Grocers, Inc.; Dollar General Corporation; and Safeway, Inc.
(cid:2) Liquid Carriers: Dana Liquid Transport Corporation; Evergreen Tank Solutions LLC; Kenan
Advantage Group, Inc.; Oakley Transport, Inc.; Quality Carriers, Inc.; Superior Tank, Inc.; and Trimac
Transportation.
Through our Diversified Products segment we also sell our products to several other customers including:
Atlantic Aviation; GlaxoSmithKline Services Unlimited; W.M. Sprinkman; Dairy Farmers of America; Southwest
Airlines Company; Navistar International Corporation; Nestlé; Matlack Leasing LLC; Wabash Manufacturing, Inc.
(an unaffiliated company); Morgan Corporation; Supreme Corporation; and Spartan Motors, Inc.
Marketing and Distribution
We market and distribute our products through the following channels:
(cid:2) Factory direct accounts;
(cid:2) Company-owned distribution network; and
(cid:2)
Independent dealerships.
Factory direct accounts are generally large fleets, with over 7,500 trailers, that are high volume purchasers.
Historically, we have focused on the factory direct market in which customers are highly knowledgeable of the life-
cycle costs of trailer equipment and, therefore, are best equipped to appreciate the innovative design and value-
added features of our products, as well as the value proposition for lower total cost of ownership over the lifecycle
of our products.
Our Company-owned distribution network generates sales of trailers to smaller fleets and independent
operators located in geographic regions where our branches are located. This branch network enables us to provide
maintenance and other services to customers.
We also sell our van trailers through a network of 27 independent dealers with approximately 68 locations
throughout North America. Our platform trailers are sold through 74 independent dealers with approximately 120
locations throughout North America. Our tank trailers are distributed through a network of 52 independent dealers
with 53 locations throughout North America. The dealers primarily serve mid-market and smaller sized carriers and
private fleets in the geographic region where the dealer is located and occasionally may sell to large fleets. The
dealers may also perform service and warranty work for our customers.
Raw Materials
We utilize a variety of raw materials and components including, specialty steel coil, stainless steel, plastic,
aluminum, lumber, tires, landing gear, axles and suspensions, which we purchase from a limited number of
suppliers. Costs of raw materials and component parts represented approximately 59%, 63% and 65% of our
consolidated net sales in 2016, 2015 and 2014, respectively. Raw material costs as a percentage of our consolidated
net sales realized throughout 2016 are down compared to recent years, as we have experienced declines in specific
raw material costs during the year. Significant price fluctuations or shortages in raw materials or finished
components used in our products have had, and could have further, adverse effects on our results of operations. In
2017 and for the foreseeable future, we expect that the raw materials used in the greatest quantity will be steel,
aluminum, plastic and wood. We will endeavor to pass along any raw material and component cost increases. We
hedge certain commodities that have the potential to significantly impact our operations in order to offset the
negative impact of raw material price fluctuations and to protect our margins on firm customer orders.
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Backlog
Orders that have been confirmed by customers in writing, have defined delivery timeframes and can be
produced during the next 18 months are included in our backlog. Orders that comprise our backlog may be subject
to changes in quantities, delivery, specifications, terms or cancellation. Our backlog of orders at December 31, 2016
and 2015 was approximately $802 million and $1,210 million, respectively, and we expect to complete the majority
of our backlog orders as of December 31, 2016 within 12 months of this date.
Patents and Intellectual Property
We hold or have applied for 124 patents in the U.S. on various design elements, components, and
techniques utilized in our manufacture of transportation equipment and engineered products. In addition, we hold or
have applied for 153 patents in foreign countries.
Our patents are intellectual property related to the manufacture of trailers, containers, and aerodynamic-
related products using our proprietary DuraPlate® product, truck body, trailer, and aerodynamic-related products
utilizing other composite materials, our containment and isolation systems, and other engineered products – all of
which we believe offer us a significant competitive advantage in the markets in which we compete.
Our DuraPlate® patent portfolio includes several patents and pending patent applications, which cover not
only utilization of our DuraPlate® product in the manufacture of trailers, but also cover a number of aerodynamic-
related products aimed at increasing the fuel efficiency of trailers. U.S. and foreign patents and patent applications
in our DuraPlate® patent portfolio have expiration dates ranging from 2017 to 2036. Certain U.S. patents relating to
the combined use of DuraPlate® panels and logistics systems within the sidewalls of our dry van trailers will not
expire until 2027 or after; several other issued U.S. patents and pending patent applications relating to the use of
DuraPlate® panels, or other composite materials, within aerodynamic-related products as well as modular storage
and shipping containers will not begin to expire until after 2030. Additionally, we also believe that our proprietary
DuraPlate® production process, which has been developed and refined since 1995, offers us a significant competitive
advantage in the industry – above and beyond the benefits provided by any patent protection concerning the use
and/or design of our DuraPlate® products. While unpatented, we believe the proprietary knowledge of this process
and the significant intellectual and capital hurdles in creating a similar production process provide us with an
advantage over others in the industry who utilize composite sandwich panel technology.
Our intellectual property portfolio further includes a number of patent applications related to the
manufacture of truck bodies and trailers using polymer composite component parts. These patent applications cover
the polymer composite component structure and method of manufacturing the same. We believe the intellectual
property related to this emerging use of polymer composite technology in our industry will offer us a significant
market advantage to create proprietary products exploiting this technology. Additionally, our intellectual property
portfolio includes patent applications related to the rear impact guard (RIG) of a trailer. These patent applications
include new RIG designs which surpass the current and proposed federal regulatory RIG standards for the U.S. and
Canada.
In addition, our intellectual property portfolio includes patents and patent applications covering many of
our engineered products, including our containment and isolation systems, as well as many trailer industry
components. These products have become highly desirable and are recognized for their innovation in the markets
we serve. The engineered products patents and patent applications relate to our industry leading isolation systems,
sold under the Extract Technologies® brand name. These patents will not begin to expire until 2021. The patents
and patent applications relating to our proprietary trailer-industry componentry include, for example, those covering
the Trust Lock Plus® door locking mechanism, the Max Clearance® Overhead Door System, which provides
additional overhead clearance when an overhead-style rear door is in the opened position that would be comparable
to that of swing-door models, the use of bonded intermediate logistics strips, the bonded D-ring hold-down device,
bonded skylights, and the DuraPlate® arched roof. The patents covering these products will not expire before 2029.
Further, another patented product sold by the Diversified Products segment includes the ShakerTank® trailer, a
vibrating bulk tank trailer used in transporting viscous materials, whose patents will not expire before 2026. We
believe all of these proprietary products offer us a competitive market advantage in the markets in which we
compete.
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We also hold or have applied for 43 trademarks in the U.S. as well as 63 trademarks in foreign countries.
These trademarks include the Wabash®, Wabash National®, Transcraft®, Benson®, Extract Technology®, Beall® and
Brenner® brand names as well as trademarks associated with our proprietary products such as DuraPlate®,
RoadRailer®, Transcraft Eagle®, and Arctic Lite®. Additionally, we utilize several tradenames that are each well-
recognized in their industries, including Walker Transport, Walker Stainless Equipment, Walker Engineered
Products, Garsite, Bulk Tank International and Progress Tank. Our trademarks associated with additional
proprietary products include MaxClearance® Overhead Door System, Trust Lock Plus®, EZ-7®, DuraPlate
Aeroskirt®, Aeroskirt CX®, DuraPlate XD-35®, DuraPlate HD®, SolarGuard®, VentixDRS®, AeroFin®, AeroFin
XL™ and EZ-Adjust®. We believe these trademarks are important for the identification of our products and the
associated customer goodwill; however, our business is not materially dependent on such trademarks.
Research and Development
Research and development expenses are charged to earnings as incurred and were $6.4 million, $4.8
million and $1.7 million in 2016, 2015 and 2014, respectively.
Environmental Matters
Our facilities are subject to various environmental laws and regulations, including those relating to air
emissions, wastewater discharges, the handling and disposal of solid and hazardous wastes and occupational safety
and health. Our operations and facilities have been, and in the future may become, the subject of enforcement
actions or proceedings for non-compliance with such laws or for remediation of company-related releases of
substances into the environment. Resolution of such matters with regulators can result in commitments to
compliance abatement or remediation programs and, in some cases, the payment of penalties (see Item 3 “Legal
Proceedings”).
We believe that our facilities are in substantial compliance with applicable environmental laws and
regulations. Our facilities have incurred, and will continue to incur, capital and operating expenditures and other
costs in complying with these laws and regulations. However, we currently do not anticipate that the future costs of
environmental compliance will have a material adverse effect on our business, financial condition or results of
operations.
Employees
As of December 31, 2016 and 2015, we had approximately 5,100 and 5,300 full-time employees,
respectively. Throughout 2016, essentially all of our active employees were non-union. Our temporary employees
represented approximately 14% of our overall production workforce as of December 31, 2016 as compared to
approximately 17% at the end of the prior year. We place a strong emphasis on maintaining good employee
relations and development through competitive compensation and related benefits, a safe work environment and
promoting educational programs and quality improvement teams.
Executive Officers of Wabash National Corporation
The following are the executive officers of the Company:
Name
Richard J. Giromini
Brent L. Yeagy
William D. Pitchford
Erin J. Roth
Jeffery L. Taylor
Mark J. Weber
Age
63
46
62
41
51
45
Position
Chief Executive Officer, Director
President and Chief Operating Officer, Director
Senior Vice President – Human Resources and Assistant Secretary
Senior Vice President – General Counsel and Secretary
Senior Vice President – Chief Financial Officer
Senior Vice President – Group President, Diversified Products Group
Richard J. Giromini. Mr. Giromini has served as our Chief Executive Officer since January 2007, while
also serving as our President until October 2016. Previously, Mr. Giromini served as our Executive Vice President
and Chief Operating Officer from February 2005 until December 2005 when he was appointed President and a
Director of the Company. Mr. Giromini joined the Company in July 2002, as Senior Vice President - Chief
Operating Officer. Earlier experience includes 26 years in the transportation industry, having begun his career with
14
General Motors Corporation (1976 – 1985), serving in a variety of positions of increasing responsibility within the
Tier 1 automotive sector, most recently with Accuride Corporation (Senior Vice President and General Manager),
AKW LP (President and CEO), and ITT Automotive (Director of Manufacturing). Mr. Giromini holds a Master of
Science degree in Industrial Management and a Bachelor of Science degree in Mechanical and Industrial
Engineering, both from Clarkson University. He is also a graduate of the Advanced Management Program at the
Duke University Fuqua School of Management.
Brent L. Yeagy. Mr. Yeagy has served as our President and Chief Operating Officer, and a Director of the
Company since October 2016. He had been Senior Vice President – Group President of Commercial Trailer
Products Group from June 2013 to October 2016. Previously, he served as Vice President and General Manager for
the Commercial Trailer Products Group from 2010 to 2013. Mr. Yeagy has held numerous operations related roles
since joining Wabash National in February 2003. Prior to joining the Company, Mr. Yeagy held various roles
within Human Resources, Environmental Engineering and Safety Management for Delco Remy International from
July 1999 through February 2003. Mr. Yeagy served in various Plant Engineering roles at Rexnord Corporation
from December 1995 through July 1997. Mr. Yeagy is a veteran of the United States Navy, serving from 1991 to
1994. He received his Masters of Business Administration from Anderson University and his Master and Bachelor
degrees in Science from Purdue University. He is also a graduate of the University of Michigan, Ross School of
Business Program in Executive Management and the Stanford Executive Program.
William D. Pitchford. Mr. Pitchford was promoted to Senior Vice President – Human Resources and
Assistant Secretary in June 2013. He joined the Company in December 2011 as Vice President – Human Resources
with an extensive Human Resource background including executive leadership, talent management, training and
development, labor relations, employee engagement, compensation design and organizational development. Prior
to joining the Company, Mr. Pitchford served as Vice President - Human Resources for Rio Tinto Alcan
Corporation in Chicago, Illinois, from January 2009 to December 2010 and was with Ford Motor Company for more
than 30 years where he held a variety of key leadership positions including Human Resources Director, Labor
Relations Director and Senior Human Resources Manager. Mr. Pitchford holds a Master of Arts degree in Human
Resources from Central Michigan University and a Bachelor of Science degree from Indiana State University.
Erin J. Roth. Ms. Roth has served as the Company’s Senior Vice President – General Counsel and
Secretary since January 2011. Prior to her promotion, she served as Vice President – General Counsel and
Secretary, beginning in March 2010, after first joining the Company in March 2007 as Corporate Counsel.
Immediately prior to joining the Company, Ms. Roth was engaged in the private practice of law with Barnes &
Thornburg, LLP, representing a number of private and public companies throughout the U.S. Ms. Roth holds a Juris
Doctorate from the Georgetown University Law Center and a Bachelor of Science degree in Accounting from Butler
University.
Jeffery L. Taylor. Mr. Taylor was appointed Senior Vice President and Chief Financial Officer in January
2014. Mr. Taylor joined the company in July 2012 as Vice President of Finance and Investor Relations and was
promoted to Vice President – Acting Chief Financial Officer and Treasurer in June 2013. Prior to joining the
Company, Mr. Taylor was with King Pharmaceuticals, Inc. from May 2006 to July 2011 as Vice President, Finance
– Technical Operations, and with Eastman Chemical Company from June 1997 to May 2006 where he served in
various positions of increasing responsibility within finance, accounting, investor relations and business
management, including its Global Business Controller – Coatings, Adhesives, Specialty Polymers & Inks. Mr.
Taylor earned his Masters of Business Administration from the University of Texas at Austin and his Bachelor of
Science in Chemical Engineering from Arizona State University.
Mark J. Weber. Mr. Weber was appointed to Senior Vice President - Group President of Diversified
Products Group in June 2013. Mr. Weber joined the Company in August 2005 as Director of Internal Audit, was
promoted in February 2007 to Director of Finance, and in November 2007 to Vice President and Corporate
Controller. In August 2009 Mr. Weber was then appointed to the position of Senior Vice President – Chief Financial
Officer. Prior to joining the Company, Mr. Weber was with Great Lakes Chemical Corporation from October 1995
through August 2005 where he served in several positions of increasing responsibility within accounting and
finance, including Vice President of Finance. Mr. Weber earned his Masters of Business Administration and
Bachelor of Science in Accounting from Purdue University’s Krannert School of Management.
15
ITEM 1A—RISK FACTORS
You should carefully consider the risks described below in addition to other information contained or
incorporated by reference in this Annual Report before investing in our securities. Realization of any of the
following risks could have a material adverse effect on our business, financial condition, cash flows and results of
operations.
Risks Related to Our Business, Strategy and Operations
Our business is highly cyclical, which has had, and could have further, adverse effects on our sales and results
of operations.
The truck trailer manufacturing industry historically has been and is expected to continue to be cyclical, as
well as affected by overall economic conditions. Customers historically have replaced trailers in cycles that run
from five to 12 years, depending on service and trailer type. Poor economic conditions can adversely affect demand
for new trailers and has led to an overall aging of trailer fleets beyond a typical replacement cycle. Customers’
buying patterns can also be influenced by regulatory changes, such as federal hours-of-service rules as well as
overall truck safety and federal emissions standards.
The steps we have taken to diversify our product offerings through the implementation of our strategic plan
do not insulate us from this cyclicality. During downturns, we operate with a lower level of backlog and have had to
temporarily slow down or halt production at some or all of our facilities, including extending normal shut down
periods and reducing salaried headcount levels. An economic downturn may reduce, and in the past has reduced,
demand for trailers, resulting in lower sales volumes, lower prices and decreased profits or losses.
Demand for new trailers is sensitive to economic conditions over which we have no control and that may
adversely affect our revenues and profitability.
Demand for trailers is sensitive to changes in economic conditions, including changes related to
unemployment, consumer confidence, consumer income, new housing starts, industrial production, government
regulations, and the availability of financing and interest rates. The status of these economic conditions periodically
have an adverse effect on truck freight and the demand for and the pricing of our trailers, and have also resulted in,
and could in the future result in, the inability of customers to meet their contractual terms or payment obligations,
which could cause our operating revenues and profits to decline.
Global economic weakness could negatively impact our operations and financial performance.
While the trailer industry has recently experienced a period of strong demand levels, we cannot provide any
assurances that we will be profitable in future periods or that we will be able to sustain or increase profitability in the
future. Increasing our profitability will depend on several factors, including, our ability to increase our overall
trailer volumes, improve our gross margins, gain continued momentum on our product diversification efforts and
manage our expenses. If we are unable to sustain profitability in the future, we may not be able to meet our payment
and other obligations under our outstanding debt agreements.
We continue to be reliant on the credit, housing and construction-related markets in the U.S. The same
general economic concerns faced by us are also faced by our customers. We believe that some of our customers are
highly leveraged and have limited access to capital, and their continued existence may be reliant on liquidity from
global credit markets and other sources of external financing. Lack of liquidity by our customers could impact our
ability to collect amounts owed to us. While we have taken steps to address these concerns through the
implementation of our strategic plan, we are not immune to the pressures being faced by our industry or the global
economy, and our results of operations may decline.
We may not be able to execute on our long-term strategic plan and growth initiatives, or meet our long-term
financial goals.
Our long-term strategic plan is intended to generate long-term value for our shareholders while delivering
profitable growth through all our business segments. The long-term financial goals that we expect to achieve as a
16
result of our long-term strategic plan and organic growth initiatives are based on certain assumptions, which may
prove to be incorrect. We cannot provide any assurance that we will be able to fully execute on our strategic plan or
growth initiatives, which are subject to a variety of risks, including, our ability to: diversify the product offerings of
our non-trailer businesses; leverage acquired businesses and assets to grow sales with our existing products; design
and develop new products to meet the needs of our customers; increase the pricing of our products and services to
offset cost increases and expand gross margins; and execute potential future acquisitions, mergers, and other
business development opportunities. If we are unable to successfully execute on our strategic plan, we may
experience increased competition, adverse financial consequences and a decrease in the value of our stock.
Additionally, our management’s attention to the implementation of the strategic plan, which includes our efforts at
diversification, may distract them from implementing our core business which may also have adverse financial
consequences.
Our diversification strategy may not be successfully executed, which could have a material adverse effect on
our business, financial condition and results of operations.
In addition to our commitment to long-term profitable growth within each of our existing reporting
segments, our strategic initiatives include a focus on diversification, both organic and strategic, to continue to
transform Wabash into a more diversified industrial manufacturer with a higher growth and margin profile and
successfully deliver a greater value to our shareholders. Organically, our focus is on profitably growing and
diversifying our operations by leveraging our existing assets, capabilities, and technology into higher margin
products and markets and thereby providing value-added customer solutions. Strategically, we continue to focus on
becoming a more diversified industrial manufacturer, broadening the product portfolio we offer, the customers and
end markets we serve and our geographic reach.
Some of our existing diversification efforts are in the early growth stages and future success is largely
dependent on continued customer adoption of our new product solutions and general expansion of our customer base
and distribution channels. We also expect future acquisitions to form a key component of strategic diversification.
Diversification through acquisitions involve identifying and executing on transactions and managing successfully
the integration and growth of acquired companies and products, all of which involve significant resources and risk
of failure. Diversification efforts put a strain on our administrative, operational and financial resources and make
the determination of optimal resource allocation difficult. If our efforts to diversify the business organically and/or
strategically do not meet the expectations we have, it could have a material adverse effect on our business, financial
condition and results of operations.
We have a limited number of suppliers of raw materials and components; increases in the price of raw
materials or the inability to obtain raw materials could adversely affect our results of operations.
We currently rely on a limited number of suppliers for certain key components and raw materials in the
manufacturing of our products, such as tires, landing gear, axles, suspensions, specialty steel coil, stainless steel,
plastic, aluminum and lumber. From time to time, there have been and may in the future be shortages of supplies of
raw materials or components, or our suppliers may place us on allocation, which would have an adverse impact on
our ability to meet demand for our products. Shortages and allocations may result in inefficient operations and a
build-up of inventory, which can negatively affect our working capital position. In addition, price volatility in
commodities we purchase that impacts the pricing of raw materials could have negative impacts on our operating
margins. The loss of any of our suppliers or their inability to meet our price, quality, quantity and delivery
requirements could have a significant adverse impact on our results of operations.
A change in our customer relationships or in the financial condition of our customers has had, and could have
further, adverse effects on our business.
We have longstanding relationships with a number of large customers to whom we supply our products.
We do not have long-term agreements with these customers. Our success is dependent, to a significant extent, upon
the continued strength of these relationships and the growth of our core customers. We often are unable to predict
the level of demand for our products from these customers, or the timing of their orders. In addition, the same
economic conditions that adversely affect us also often adversely affect our customers. Furthermore, we are subject
to a concentration of risk as the five largest customers together accounted for approximately 24% of our aggregate
net sales in 2016 and there have been customers historically who have individually accounted for greater than 10%
of our aggregate net sales. The loss of a significant customer or unexpected delays in product purchases could
17
further adversely affect our business and results of operations.
Significant competition in the industries in which we operate may result in our competitors offering new or
better products and services or lower prices, which could result in a loss of customers and a decrease in our
revenues.
The industries in which we participate are highly competitive. We compete with other manufacturers of
varying sizes, some of which have substantial financial resources. Trailer manufacturers compete primarily on the
quality of their products, customer relationships, service availability and price. Barriers to entry in the standard
truck trailer manufacturing industry are low. As a result, it is possible that additional competitors could enter the
market at any time. In the recent past, manufacturing over-capacity and high leverage of some of our competitors,
along with bankruptcies and financial stresses that affected the industry, contributed to significant pricing pressures.
If we are unable to successfully compete with other trailer manufacturers, we could lose customers and our
revenues may decline. In addition, competitive pressures in the industry may affect the market prices of our new
and used equipment, which, in turn, may adversely affect our sales margins and results of operations.
Our technology and products may not achieve market acceptance or competing products could gain market
share, which could adversely affect our competitive position.
We continue to optimize and expand our product offerings to meet our customer needs through our
established brands, such as DuraPlate®, DuraPlateHD®, DuraPlate® XD-35®, DuraPlate AeroSkirt®, ArcticLite®,
Transcraft®, Benson®, Walker Transport, Brenner® Tank, Garsite, Progress Tank, Bulk Tank International, and
Extract Technology®. While we target product development to meet customer needs, there is no assurance that our
product development efforts will be embraced and that we will meet our strategic goals, including sales projections.
Companies in the truck transportation industry, a very fluid industry in which our customers primarily operate, make
frequent changes to maximize their operations and profits.
We have seen a number of our competitors follow our leadership in the development and use of composite
sidewalls that bring them into direct competition with our DuraPlate(cid:3) products. Our product development is
focused on maintaining our leadership for these products but competitive pressures may erode our market share or
margins. We hold patents on various components and techniques utilized in our manufacturing of transportation
equipment and engineered products with expiration dates ranging from 2017 to 2035. We continue to take steps to
protect our proprietary rights in our products and the processes used to produce them. However, the steps we have
taken may not be sufficient or may not be enforced by a court of law. If we are unable to protect our intellectual
properties, other parties may attempt to copy or otherwise obtain or use our products or technology. If competitors
are able to use our technology, our ability to effectively compete could be harmed. In addition, litigation related to
intellectual property could result in substantial costs and efforts which may not result in a successful outcome.
Our backlog may not be indicative of the level of our future revenues.
Our backlog represents future production for which we have written orders from our customers that can be
produced in the next 18 months. Orders that comprise our backlog may be subject to changes in quantities, delivery,
specifications and terms, or cancellation. Our reported backlog may not be converted to revenue in any particular
period and actual revenue from such orders may not equal our backlog. Therefore, our backlog may not be
indicative of the level of our future revenues.
International operations are subject to increased risks, which could harm our business, operating results
and financial condition.
Our ability to manage our business and conduct operations internationally requires considerable
management attention and resources and is subject to a number of risks, including the following:
•
•
•
challenges caused by distance, language and cultural differences and by doing business with foreign
agencies and governments;
longer payment cycles in some countries;
uncertainty regarding liability for services and content;
18
•
•
•
•
•
•
•
•
credit risk and higher levels of payment fraud;
currency exchange rate fluctuations and our ability to manage these fluctuations;
foreign exchange controls that might prevent us from repatriating cash earned outside the U.S.;
import and export requirements that may prevent us from shipping products or providing services to
a particular market and may increase our operating costs;
potentially adverse tax consequences;
higher costs associated with doing business internationally;
different expectations regarding working hours, work culture and work-related benefits; and
different employee/employer relationships and the existence of workers’ councils and labor unions.
Compliance with complex foreign and U.S. laws and regulations that apply to international operations
may increase our cost of doing business and could expose us or our employees to fines, penalties and other
liabilities. These numerous and sometimes conflicting laws and regulations include import and export
requirements, content requirements, trade restrictions, tax laws, environmental laws and regulations, sanctions,
internal and disclosure control rules, data privacy requirements, labor relations laws, and U.S. laws such as the
Foreign Corrupt Practices Act and substantially equivalent local laws prohibiting corrupt payments to
governmental officials and/or other foreign persons. Although we have policies and procedures designed to ensure
compliance with these laws and regulations, there can be no assurance that our officers, employees, contractors or
agents will not violate our policies. Any violation of the laws and regulations that apply to our operations and
properties could result in, among other consequences, fines, environmental and other liabilities, criminal sanctions
against us, our officers or our employees, and prohibitions on our ability to offer our products and services to one
or more countries and could also materially damage our reputation, our brand, our efforts to diversify our business,
our ability to attract and retain employees, our business and our operating results.
Disruption of our manufacturing operations would have an adverse effect on our financial condition and
results of operations.
We manufacture our van trailer products at two facilities in Lafayette, Indiana, a flatbed trailer facility in
Cadiz, Kentucky, a hardwood floor facility in Harrison, Arkansas, six liquid-transportation systems facilities in New
Lisbon, Wisconsin; Fond du Lac, Wisconsin; Kansas City, Kansas; Portland, Oregon; and Queretaro, Mexico, three
engineered products facilities in New Lisbon, Wisconsin; Elroy, Wisconsin; Huddersfield, United Kingdom and
produce DuraPlate® products at facilities in Lafayette, Indiana and Frankfort, Indiana. An unexpected disruption in
our production at any of these facilities for any length of time would have an adverse effect on our business,
financial condition and results of operations.
The inability to attract and retain key personnel could adversely affect our results of operations.
Our ability to operate our business and implement our strategies depends, in part, on the efforts of our
executive officers and other key associates. Our future success depends, in large part, on our ability to attract and
retain qualified personnel, including manufacturing personnel, sales professionals and engineers. The unexpected
loss of services of any of our key personnel or the failure to attract or retain other qualified personnel could have an
adverse effect on the operation of our business.
We rely significantly on information technology to support our operations and if we are unable to protect
against service interruptions or security breaches, our business could be adversely impacted.
We depend on a number of information technologies to integrate departments and functions, to enhance the
ability to service customers, to improve our control environment and to manage our cost reduction initiatives. We
have put in place a number of systems, processes, and practices designed to protect against the failure of our
systems, as well as the misappropriation, exposure or corruption of the information stored thereon. Unintentional
service disruptions or intentional actions such as intellectual property theft, cyber-attacks, unauthorized access or
malicious software, may lead to such misappropriation, exposure or corruption if our protective measures prove to
be inadequate. Any issues involving these critical business applications and infrastructure may adversely impact our
ability to manage operations and the customers we serve. We could also encounter violations of applicable law or
19
reputational damage from the disclosure of confidential business, customer, or employee information or the failure
to protect the privacy rights of our employees in their personal identifying information. In addition, the disclosure
of non-public information could lead to the loss of our intellectual property and diminished competitive advantages.
Should any of the foregoing events occur, we may be required to incur significant costs to protect against damage
caused by these disruptions or security breaches in the future.
We are subject to extensive governmental laws and regulations, and our costs related to compliance with, or
our failure to comply with, existing or future laws and regulations could adversely affect our business and
results of operations.
The length, height, width, maximum weight capacity and other specifications of truck and tank trailers are
regulated by individual states. The federal government also regulates certain trailer safety features, such as lamps,
reflective devices, tires, air-brake systems and rear-impact guards. In addition, most tank trailers we manufacture
have specific federal regulations and restrictions that dictate tank design, material type and thickness. Changes or
anticipation of changes in these regulations can have a material impact on our financial results, as our customers
may defer purchasing decisions and we may have to re-engineer products. We are subject to various environmental
laws and regulations dealing with the transportation, storage, presence, use, disposal and handling of hazardous
materials, discharge of storm water and underground fuel storage tanks, and we may be subject to liability associated
with operations of prior owners of acquired property. In addition, we are subject to laws and regulations relating to
the employment of our employees and labor-related practices.
If we are found to be in violation of applicable laws or regulations in the future, it could have an adverse
effect on our business, financial condition and results of operations. Our costs of complying with these or any other
current or future regulations may be material. In addition, if we fail to comply with existing or future laws and
regulations, we may be subject to governmental or judicial fines or sanctions.
Regulations related to conflict-free minerals may force us to incur additional expenses and otherwise
adversely affect our business and results of operations.
As mandated by the Dodd-Frank Wall Street Reform and Consumer Protection Act, the Securities and
Exchange Commission adopted rules regarding disclosure of the use of certain minerals, known as conflict minerals,
originating from the Democratic Republic of Congo or adjoining countries. These requirements require ongoing due
diligence efforts and disclosure requirements. We may incur significant costs to determine the source of any such
minerals used in our products. We may also incur costs with respect to potential changes to products, processes or
sources of supply as a consequence of our diligence activities. Further, the implementation of these rules and their
effect on customer and/or supplier behavior could adversely affect the sourcing, supply and pricing of materials used
in our products, as the number of suppliers offering conflict-free minerals could be limited. We may incur
additional costs or face regulatory scrutiny if we determine that some of our products contain materials not
determined to be conflict-free or if we are unable to sufficiently verify the origins of all conflict minerals used in our
products. Accordingly, compliance with these rules could have a material adverse effect on our business, results of
operations and/or financial condition.
Product liability and other legal claims could have an adverse effect on our financial condition and results of
operations.
As a manufacturer of products widely used in commerce, we are subject to product liability claims and
litigation, as well as warranty claims. From time to time claims may involve material amounts and novel legal
theories, and any insurance we carry may not provide adequate coverage to insulate us from material liabilities for
these claims.
In addition to product liability claims, we are subject to legal proceedings and claims that arise in the
ordinary course of business, such as workers' compensation claims, OSHA investigations, employment disputes and
customer and supplier disputes arising out of the conduct of our business. Litigation may result in substantial costs
and may divert management's attention and resources from the operation of our business, which could have an
adverse effect on our business, results of operations or financial condition.
20
An impairment in the carrying value of goodwill and other long-lived intangible assets could negatively affect
our operating results.
We have a substantial amount of goodwill and purchased intangible assets on our balance sheet as a result
of acquisitions. At December 31, 2016, approximately 97% of these long-lived intangible assets were concentrated
in our Diversified Products segment. The carrying value of goodwill represents the fair value of an acquired
business in excess of identifiable assets and liabilities as of the acquisition date. The carrying value of other long-
lived intangible assets represents the fair value of trademarks and trade names, customer relationships and
technology as of the acquisition date, net of any accumulated amortization. Under generally accepted accounting
principles, goodwill is required to be reviewed for impairment at least annually, or more frequently if potential
interim indicators exist that could result in impairment, and other long-lived intangible assets require review for
impairment only when indicators exist. If any business conditions or other factors cause profitability or cash flows
to significantly decline, we may be required to record a non-cash impairment charge, which could adversely affect
our operating results. Events and conditions that could result in impairment include a prolonged period of global
economic weakness, a decline in economic conditions or a slow, weak economic recovery, sustained declines in the
price of our common stock, adverse changes in the regulatory environment, adverse changes in the market share of
our products, adverse changes in interest rates, or other factors leading to reductions in the long-term sales or
profitability that we expect.
Our ability to fund operations and pay dividends is limited by our operational results, cash on hand, and
available borrowing capacity under our revolving credit facility.
Our ability to fund our working capital needs and capital expenditures, and our ability to pay dividends on
our common stock, is limited by the net cash provided by operations, cash on hand and available borrowings under
our revolving credit facility. Declines in net cash provided by operations, increases in working capital requirements
necessitated by an increased demand for our products and services, decreases in the availability under the revolving
credit facility or changes in the credit our suppliers provide to us, could rapidly exhaust our liquidity.
We recently reinstituted a policy of paying regular quarterly dividends on our common stock, but there is no
assurance that we will have the ability to continue a regular quarterly dividend.
In December 2016, our Board of Directors approved the reinstatement of a dividend program under which
we will pay regular quarterly cash dividends to holders of our common stock. Prior to 2017, no dividends had been
paid since the third quarter of 2008. Our ability to pay dividends, and our Board of Directors’ determination to
maintain our current dividend policy, will depend on numerous factors, including:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
the state of our business, competition, and changes in our industry;
changes in the factors, assumptions, and other considerations made by our Board of Directors in
reviewing and revising our dividend policy;
our future results of operations, financial condition, liquidity needs, and capital resources; and
our various expected cash needs, including cash interest and principal payments on our indebtedness,
capital expenditures, the purchase price of acquisitions, and taxes.
Each of the factors listed above could negatively affect our ability to pay dividends in accordance with our
dividend policy or at all. In addition, the Board may elect to suspend or alter the current dividend policy at any time.
Changes to U.S. or foreign tax laws could affect our effective tax rate and our future profitability.
Changes in tax legislation could significantly impact our overall profitability, the provisions for income
taxes, the amount of taxes payable and our deferred tax asset and liability balances. Recent proposals to lower the
U.S. corporate income tax rate would require us to reduce our net deferred tax asset with a corresponding one-time,
non-cash charge to income tax expense, however, our income tax expense and cash taxes would be reduced in
subsequent years.
21
Risks Related to Our Indebtedness
Our levels of indebtedness could adversely affect our business, financial condition and results of operations,
our ability to meet our payment obligations under our debt agreements, and our ability to pay dividends.
As of December 31, 2016, we had $241.1 million of indebtedness, including: $189.5 million of secured
debt, $49.0 million of unsecured debt, $1.9 million in capital lease obligations, and $0.7 million in an industrial
revenue bond. This level of debt could have significant consequences on our future operations, including:
• making it more difficult for us to meet our payment and other obligations under our outstanding debt
agreements;
•
•
•
•
•
resulting in an event of default if we fail to comply with the restrictive covenants contained in our
debt agreements, which could result in all of our debt becoming immediately due and payable;
reducing the availability of our cash flow to fund dividend payments, working capital, capital
expenditures, acquisitions and other general corporate purposes, and limiting our ability to obtain
additional financing for these purposes;
subjecting us to the risk of increased sensitivity to interest rate increases on our indebtedness with
variable interest rates;
limiting our flexibility in planning for, or reacting to, and increasing our vulnerability to, changes in
our business, the industry in which we operate and the general economy; and
placing us at a competitive disadvantage compared to our competitors that have less debt or are less
leveraged.
Any of the factors listed above could have a material adverse effect on our business, financial condition
and results of operations.
Servicing our debt will require a significant amount of cash, and we may not have sufficient cash flow from
our business to pay our debt obligations.
Our ability to make scheduled principal payments of, to pay interest on or to refinance our indebtedness
depends on our future performance, which is subject to regulatory, economic, financial, competitive and other
factors beyond our control. While we do not have significant scheduled principal payments until 2018, our
business may not continue to generate cash flow from operations in the future sufficient to service our debt and
make necessary capital expenditures. If we are unable to generate such cash flow, we may be required to adopt
one or more alternatives, such as selling assets, restructuring debt or obtaining additional equity capital on terms
that may be onerous or highly dilutive. Our ability to refinance our indebtedness will depend on the capital
markets and our financial condition at such time. We may not be able to engage in any of these activities or
engage in these activities on desirable terms, which could result in a default on our debt obligations.
Despite our current debt levels, we may still incur substantially more debt or take other actions that would
intensify the risks discussed above.
Despite our current consolidated debt levels, we may be able to incur substantial additional debt in the
future, subject to the restrictions contained in our debt instruments, some of which may be secured debt. We are
not restricted under the terms of the indenture governing our Convertible Senior Notes due 2018 (the “Notes”)
from incurring additional debt, securing existing or future debt, recapitalizing our debt or taking a number of other
actions. Our Amended and Restated Revolving Credit Agreement restricts our ability to incur additional
indebtedness, including secured indebtedness, but if the facilities mature or are repaid, we may not be subject to
such restrictions under the terms of any subsequent indebtedness.
22
The conditional conversion feature of the Notes, if triggered, may adversely affect our financial condition
and operating results.
In the event the conditional conversion feature of the Notes is triggered, holders of Notes will be entitled
to convert the Notes at any time during specified periods at their option. If one or more holders elect to convert
their Notes, unless we elect to satisfy our conversion obligation by delivering solely shares of our common stock
(other than cash in lieu of any fractional share), we would be required to settle a portion or all of our conversion
obligation through the payment of cash, which could adversely affect our liquidity. In addition, even if holders do
not elect to convert their Notes, we could be required under applicable accounting rules to reclassify all or a
portion of the outstanding principal of the notes as a current rather than long-term liability, which would result in a
material reduction of our working capital.
Provisions of the Notes could discourage a potential future acquisition of us by a third party.
Certain provisions of the Notes could make it more difficult or more expensive for a third party to acquire
us. Upon the occurrence of certain transactions constituting a fundamental change, holders of the Notes will have
the right, at their option, to require us to repurchase all of their Notes or any portion of the principal amount of
such Notes in integral multiples of $1,000. We also may be required to issue additional shares upon conversion in
the event of certain corporate transactions. In addition, the indenture governing the Notes prohibits us from
engaging in certain mergers or acquisitions unless, among other things, the surviving entity assumes our
obligations under the Notes. These and other provisions of the Notes could prevent or deter a third party from
acquiring us even where the acquisition could be beneficial to our stockholders.
Our Term Loan Credit Agreement and revolving credit facility contain restrictive covenants that, if
breached, could limit our financial and operating flexibility and subject us to other risks.
Our Term Loan Credit Agreement and revolving credit facility include customary covenants limiting our
ability to, among other things, pay cash dividends, incur debt or liens, redeem or repurchase stock, enter into
transactions with affiliates, merge, dissolve, repay subordinated indebtedness, make investments and dispose of
assets. As required under our Amended and Restated Revolving Credit Agreement, we are required to maintain a
minimum fixed charge coverage ratio of not less than 1.1 to 1.0 as of the end of any period of 12 fiscal months when
excess availability under the facility is less than 10% of the total revolving commitment.
If availability under the Amended and Restated Revolving Credit Agreement is less than 12.5% of the total
revolving commitment or if there exists an event of default, amounts in any of the Borrowers’ and the Revolver
Guarantors’ deposit accounts (other than certain excluded accounts) will be transferred daily into a blocked account
held by the Revolver Agent and applied to reduce the outstanding amounts under the facility.
As of December 31, 2016, we believe we are in compliance with the provisions of both our Term Loan
Credit Agreement and our revolving credit facility. Our ability to comply with the various terms and conditions in
the future may be affected by events beyond our control, including prevailing economic, financial and industry
conditions.
Risks Related to an Investment in Our Common Stock
Future sales of our common stock in the public market could lower the market price for our common stock.
In the future, we may sell additional shares of our common stock to raise capital. In addition, a
substantial number of shares of our common stock are reserved for issuance upon the exercise of stock options and
upon conversion of the Notes. We cannot predict the size of future issuances or the effect, if any, that they may
have on the market price for our common stock. The issuance and sale of substantial amounts of common stock,
or the perception that such issuances and sales may occur, could adversely affect the market price of our common
stock and impair our ability to raise capital through the sale of additional equity securities.
23
Our common stock has experienced, and may continue to experience, price and trading volume volatility.
The trading price and volume of our common stock has been and may continue to be subject to large
fluctuations. The market price and volume of our common stock may increase or decrease in response to a number
of events and factors, including:
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
(cid:2)
trends in our industry and the markets in which we operate;
changes in the market price of the products we sell;
the introduction of new technologies or products by us or by our competitors;
changes in expectations as to our future financial performance, including financial estimates by
securities analysts and investors;
operating results that vary from the expectations of securities analysts and investors;
announcements by us or our competitors of significant contracts, acquisitions, strategic partnerships,
joint ventures, financings or capital commitments;
changes in laws and regulations;
general economic and competitive conditions; and
changes in key management personnel.
This volatility may adversely affect the prices of our common stock regardless of our operating
performance. To the extent that the price of our common stock declines, our ability to raise funds through the
issuance of equity or otherwise use our common stock as consideration will be reduced. These factors may limit our
ability to implement our operating and growth plans.
Also, shareholders may from time to time engage in proxy solicitations, advance shareholder proposals or
otherwise attempt to effect changes or acquire control over the Company. Such shareholder campaigns could
disrupt the Company’s operations and divert the attention of the Company’s Board of Directors and senior
management and employees from the pursuit of business strategies and adversely affect the Company’s results of
operations and financial condition.
ITEM 1B—UNRESOLVED STAFF COMMENTS
None.
ITEM 2—PROPERTIES
We have manufacturing and retail operations located throughout the United States as well as facilities in
Mexico and the United Kingdom. Our main Lafayette, Indiana facility is a 1.2 million square foot facility that
houses truck trailer, truck body and composite material production, tool and die operations, research and
development laboratories and offices. Our second Lafayette, Indiana facility is 0.8 million square feet and used
primarily for the production of refrigerated van trailers. In total, our facilities have the capacity to produce
approximately 80,000 trailers annually on a three-shift, five-day workweek schedule, depending on the mix of
products.
Properties owned by Wabash are subject to security interests held by our lenders. We believe the facilities
we are now using are adequate and suitable for our current business operations and the currently foreseeable level of
operations. The following table provides information regarding the locations of our major facilities, which are in the
following areas in the United States, Mexico, and United Kingdom:
24
Location
Ashland, Kentucky
Baton Rouge, Louisiana
Cadiz, Kentucky
Chicago, Illinois
Columbus, Ohio
Dallas, Texas
Owned or Leased
Leased
Leased
Leased
Leased
Owned
Owned
Dunmore, Pennsylvania
Elroy, Wisconsin
Findlay, Ohio
Fond du Lac, Wisconsin
Frankfort, Indiana
Harrison, Arkansas
Houston, Texas
Huddersfield, United Kingdom
Kansas City, Kansas
Owned
Owned
Leased
Owned
Leased
Owned
Leased
Leased property/Owned building
Leased
Lafayette, Indiana
Mauston, Wisconsin
New Lisbon, Wisconsin
Portland, Oregon
Queretaro, Mexico
San Antonio, Texas
Smithton, Pennsylvania
Tavares, Florida
West Memphis, Arkansas
Owned
Leased
Owned/Leased
Owned
Owned
Owned
Owned
Leased
Leased
Description of Activities at Location
Parts distribution
Service and parts distribution
Manufacturing
Service and parts distribution
New trailers, used trailers, service and
parts distribution
New trailers, used trailers, service and
parts distribution
New trailers, used trailers, service and
parts distribution
Manufacturing
Service and parts distribution
Manufacturing
Manufacturing
Manufacturing
Service and parts distribution
Manufacturing
Manufacturing
Corporate Headquarters, Manufacturing
and used trailers
Service and parts distribution
Manufacturing
Manufacturing
Manufacturing
New trailers, used trailers, service and
parts distribution
New trailers, used trailers, service and
parts distribution
Manufacturing
Service and parts distribution
Segment
Diversified Products
Diversified Products
Commercial Trailer Products
Diversified Products
Commercial Trailer Products
Commercial Trailer Products
Commercial Trailer Products
Diversified Products
Diversified Products
Diversified Products
Diversified Products
Diversified Products
Diversified Products
Diversified Products
Diversified Products
Commercial Trailer Products and
Diversifed Products
Diversified Products
Diversified Products
Diversified Products
Diversified Products
Commercial Trailer Products
Commercial Trailer Products
Diversified Products
Diversified Products
ITEM 3—LEGAL PROCEEDINGS
We are involved in a number of legal proceedings concerning matters arising in connection with the
conduct of our business activities, and are periodically subject to governmental examinations (including by
regulatory and tax authorities), and information gathering requests (collectively, "governmental examinations"). As
of December 31, 2016, we were named as a defendant or were otherwise involved in numerous legal proceedings
and governmental examinations in various jurisdictions, both in the United States and internationally.
We have recorded liabilities for certain of our outstanding legal proceedings and governmental
examinations. A liability is accrued when it is both (a) probable that a loss with respect to the legal proceeding has
occurred and (b) the amount of loss can be reasonably estimated. We evaluate, on a quarterly basis, developments
25
in legal proceedings and governmental examinations that could cause an increase or decrease in the amount of the
liability that has been previously accrued. These legal proceedings, as well as governmental examinations, involve
various lines of business and a variety of claims (including, common law tort, contract, antitrust and consumer
protection claims), some of which present novel factual allegations and/or unique legal theories. While some
matters pending against us specify the damages claimed by the plaintiff, many seek a not-yet-quantified amount of
damages or are at very early stages of the legal process. Even when the amount of damages claimed against Wabash
is stated, the claimed amount may be exaggerated and/or unsupported. As a result, it is not currently possible to
estimate a range of possible loss beyond previously accrued liabilities relating to some matters including those
described below. Such previously accrued liabilities may not represent our maximum loss exposure. The legal
proceedings and governmental examinations underlying the estimated range will change from time to time and
actual results may vary significantly from the currently accrued liabilities.
Based on our current knowledge, and taking into consideration litigation-related liabilities, we believe we
are not a party to, nor is any of our properties the subject of, any pending legal proceeding or governmental
examination other than the matters below, which are addressed individually, that could have a material adverse
effect on our consolidated financial condition or liquidity if determined in a manner adverse to us. However, in light
of the uncertainties involved in such matters, the ultimate outcome of a particular matter could be material to our
operating results for a particular period depending on, among other factors, the size of the loss or liability imposed
and the level of our income for that period. Costs associated with the litigation and settlements of legal matters are
reported within General and Administrative Expenses in the Consolidated Statements of Operations.
Brazil Joint Venture
In March 2001, Bernard Krone Indústria e Comércio de Máquinas Agrícolas Ltda. (“BK”) filed suit against
the Company in the Fourth Civil Court of Curitiba in the State of Paraná, Brazil. Because of the bankruptcy of BK,
this proceeding is now pending before the Second Civil Court of Bankruptcies and Creditors Reorganization of
Curitiba, State of Paraná (No. 232/99).
The case grows out of a joint venture agreement between BK and the Company related to marketing of
RoadRailer trailers in Brazil and other areas of South America. When BK was placed into the Brazilian equivalent
of bankruptcy late in 2000, the joint venture was dissolved. BK subsequently filed its lawsuit against the Company
alleging that it was forced to terminate business with other companies because of the exclusivity and non-compete
clauses purportedly found in the joint venture agreement. BK asserted damages, exclusive of any potentially court-
imposed interest or inflation adjustments, of approximately R$20.8 million (Brazilian Reais). BK did not change the
amount of damages it asserted following its filing of the case in 2001.
A bench (non-jury) trial was held on March 30, 2010 in Curitiba, Paraná, Brazil. On November 22, 2011,
the Fourth Civil Court of Curitiba partially granted BK’s claims, and ordered Wabash to pay BK lost profits,
compensatory, economic and moral damages in excess of the amount of compensatory damages asserted by BK.
The total ordered damages amount was approximately R$26.7 million (Brazilian Reais), which was approximately
$8.2 million U.S. dollars using the exchange rate as of December 31, 2016 and exclusive of any potentially court-
imposed interest, fees or inflation adjustments. On October 5, 2016, the Court of Appeals re-heard all facts and
legal questions presented in the case, and ruled in favor of the Company on all claims at issue. In doing so, the
Court of Appeals dismissed all claims against the Company and vacated the judgment and damages previously
ordered by the Fourth Civil Court of Curitiba. Unless BK appeals the ruling and a higher court finds in favor of BK
on any of its claims, the judgment of the Court of Appeals is final. As a result of the Court of Appeals ruling, the
Company does not expect that this proceeding will have a material adverse effect on its financial condition or results
of operations; however, it will continue to monitor these legal proceedings in the event BK further appeals the ruling
of the Court of Appeals.
Intellectual Property
In October 2006, we filed a patent infringement suit against Vanguard National Corporation (“Vanguard”)
regarding our U.S. Patent Nos. 6,986,546 and 6,220,651 in the U.S. District Court for the Northern District of
Indiana (Civil Action No. 4:06-cv-135). We amended the Complaint in April 2007. In May 2007, Vanguard filed
its Answer to the Amended Complaint, along with Counterclaims seeking findings of non-infringement, invalidity,
and unenforceability of the subject patents. We filed a reply to Vanguard’s counterclaims in May 2007, denying any
wrongdoing or merit to the allegations as set forth in the counterclaims. The case was stayed by agreement of the
26
parties while the U.S. Patent and Trademark Office (“Patent Office”) undertook a reexamination of U.S. Patent No.
6,986,546. In June 2010, the Patent Office notified Wabash that the reexamination was completed and the Patent
Office reissued U.S. Patent No. 6,986,546 without cancelling any claims of the patent. The parties have not yet
petitioned the Court to lift the stay, and it is unknown at this time when the parties may do so.
We believe that our claims against Vanguard have merit and that the claims asserted by Vanguard are
without merit. We intend to vigorously defend our position and intellectual property. We believe that the resolution
of this lawsuit will not have a material adverse effect on our financial position, liquidity or future results of
operations. However, at this stage of the proceeding, no assurance can be given as to the ultimate outcome of the
case.
Walker Acquisition
In connection with our acquisition of Walker Group Holdings (“Walker”) in May 2012, there is an
outstanding claim of approximately $2.9 million for unpaid benefits owed by the Seller that is currently in dispute
and that, if required to be paid, is not expected to have a material adverse effect on our financial condition or results
of operations.
Environmental Disputes
In August 2014, we were noticed as a potentially responsible party (“PRP”) by the South Carolina
Department of Health and Environmental Control (“DHEC”) pertaining to the Philip Services Site located in Rock
Hill, South Carolina pursuant to the Comprehensive Environmental Response, Compensation and Liability Act
(“CERCLA”) and corresponding South Carolina statutes. PRPs include parties identified through manifest records
as having contributed to deliveries of hazardous substances to the Philip Services Site between 1979 and 1999. The
DHEC’s allegation that we are a PRP arises out of four manifest entries in 1989 under the name of a company
unaffiliated with Wabash National (or any of its former or current subsidiaries) that purport to be delivering a de
minimis amount of hazardous waste to the Philip Services Site “c/o Wabash National Corporation.” As such, the
Philip Services Site PRP Group (“PRP Group”) notified Wabash in August 2014 that is was offering us the
opportunity to resolve any liabilities associated with the Philip Services Site by entering into a Cash Out and
Reopener Settlement Agreement (the “Settlement Agreement”) with the PRP Group, as well as a Consent Decree
with the DHEC. We accepted an offer from the PRP Group to enter into the Settlement Agreement and Consent
Decree, while reserving our rights to contest our liability for any deliveries of hazardous materials to the Philips
Services Site. The requested settlement payment is immaterial to Wabash’s financial conditions or operations, and as
a result, if the Settlement Agreement and Consent Decree are finalized, the payment to be made thereunder is not
expected to have a material adverse effect on our financial condition or results of operations.
Bulk Tank International, S. de R.L. de C.V. (“Bulk”), one of the companies acquired in the Walker
Acquisition, entered into agreements in 2011 with the Mexican federal environmental agency, PROFEPA, and the
applicable state environmental agency, PROPAEG, pursuant to PROFEPA’s and PROPAEG’s respective
environmental audit programs to resolve noncompliance with federal and state environmental laws at Bulk’s
Guanajuato facility. Bulk completed all required corrective actions and received a Certification of Clean Industry
from PROPAEG, and is seeking the same certification from PROFEPA, which we expect to receive in 2017,
following the conclusion of a final audit process that commenced in December 2014. As a result, we do not expect
that this matter will have a material adverse effect on our financial condition or results of operations.
In January 2006, we received a letter from the North Carolina Department of Environment and Natural
Resources indicating that a site that we formerly owned near Charlotte, North Carolina has been included on the
state's October 2005 Inactive Hazardous Waste Sites Priority List. The letter states that we were being notified in
fulfillment of the state's “statutory duty” to notify those who own and those who at present are known to be
responsible for each Site on the Priority List. Following receipt of this notice, no action has ever been requested
from Wabash, and since 2006 we have not received any further communications regarding this matter from the state
of North Carolina. We do not expect that this designation will have a material adverse effect on our financial
condition or results of operations.
ITEM 4—MINE SAFETY DISCLOSURES
Not Applicable.
27
PART II
ITEM 5—MARKET FOR REGISTRANT’S COMMON STOCK, RELATED STOCKHOLDER MATTERS AND
ISSUER PURCHASES OF EQUITY SECURITIES
Information Regarding our Common Stock
Our common stock is traded on the New York Stock Exchange (ticker symbol: WNC). The number of
record holders of our common stock at February 17, 2017 was 648.
On December 13, 2016, our Board of Directors approved the reinstatement of a dividend program under
which we will pay regular quarterly cash dividends to holders of our common stock. The initial dividend of $0.06
per share was payable on January 26, 2017 to holders of record on January 5, 2017. Prior to 2017, no dividends had
been paid since the third quarter of 2008. Payments of cash dividends depends on our future earnings, capital
availability, financial condition and the discretion of our Board of Directors.
Our Certificate of Incorporation, as amended and approved by our stockholders, authorizes 225 million
shares of capital stock, consisting of 200 million shares of common stock, par value $0.01 per share, and 25 million
shares of preferred stock, par value $0.01 per share.
High and low stock prices as reported on the New York Stock Exchange for the last two years were:
2016
2015
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
First Quarter
Second Quarter
Third Quarter
Fourth Quarter
High
$13.57
$14.97
$14.72
$16.30
$14.96
$15.21
$14.09
$13.10
Low
$9.68
$11.81
$12.23
$10.74
$11.36
$12.31
$10.16
$10.02
Performance Graph
The following graph shows a comparison of cumulative total returns for an investment in our common
stock, the S&P 500 Composite Index and the Dow Jones Transportation Index. It covers the period commencing
December 31, 2011 and ending December 31, 2016. The graph assumes that the value for the investment in our
common stock and in each index was $100 on December 31, 2011.
28
Comparative of Cumulative Total Return
December 31, 2011 through December 31, 2016
among Wabash National Corporation, the S&P 500 Index
and the Dow Jones Transportation Index
250
200
150
100
50
0
2011
2012
2013
2014
2015
2016
Wabash
S&P 500
DJ Trans
Purchases of Our Equity Securities
On February 1, 2016, our Board of Directors authorized a share repurchase program (“Repurchase
Program”) which allows the repurchase of common stock of up to $100 million over a two-year period. Stock
repurchases under the Repurchase Program may be made in the open market or in private transactions at times and
in amounts that management deems appropriate. Management may limit or terminate the Repurchase Program at
any time based on market conditions, liquidity needs, or other factors. During the fourth quarter of 2016, there were
2,746,502 shares repurchased pursuant to our Repurchase Program. Additionally, for the quarter ended December
31, 2016, there were 3,079 shares surrendered or withheld to cover minimum employee tax withholding obligations
upon the vesting of restricted stock awards. As of December 31, 2016, we had outstanding authorization from the
Board of Directors to purchase up to $23 million of common stock based on settled trades as of that date.
Period
Total Number of
Shares Purchased
Average Price
Paid per Share
Total Number of
Shares Purchased
as Part of Publicly
Announced Plans
or Programs
Maximum Amount
That May Yet Be
Purchased Under the
Plans or Programs
($ in millions)
October 2016
950,000 $
November 2016
365,900 $
December 2016
1,433,681 $
Total
2,749,581 $
13.32
12.47
15.07
14.12
950,000 $
365,900 $
1,430,602 $
2,746,502 $
49.1
44.5
23.0
23.0
ITEM 6—SELECTED FINANCIAL DATA
The following selected consolidated financial data with respect to Wabash National for each of the five
years in the period ending December 31, 2016, have been derived from our consolidated financial statements. The
following information should be read in conjunction with Management's Discussion and Analysis of Financial
Condition and Results of Operations and the consolidated financial statements and notes thereto included elsewhere
in this Annual Report.
29
Years Ended December 31,
2016
2015
2014
2013
2012
(Dollars in thousands, except per share data)
Statement of Comprehensive Income Data:
Net sales
Cost of sales
$
1,845,444
1,519,910
$
2,027,489
1,724,046
$
1,863,315
1,630,681
$
1,635,686
1,420,563
$
1,461,854
1,298,031
Gross profit
$
325,534
$
303,443
$
232,634
$
215,123
$
163,823
Selling, general and administrative expenses
Amortization of intangibles
Other operating expenses
101,399
19,940
1,663
100,728
21,259
1,087
88,370
21,878
-
89,263
21,786
883
68,340
10,590
14,409
Income from operations
$
202,532
$
180,369
$
122,386
$
103,191
$
70,484
Interest expense
Other, net
(15,663)
(1,452)
(19,548)
2,490
(22,165)
(1,759)
(26,308)
740
(21,724)
(97)
Income before income taxes
$
185,417
$
163,311
$
98,462
$
77,623
$
48,663
Income tax expense (benefit)
65,984
59,022
37,532
31,094
(56,968)
Net income
$
119,433
$
104,289
$
60,930
$
46,529
$
105,631
Basic net income per common share
$
1.87
$
1.55
$
0.88
$
0.67
$
1.53
Diluted net income per common share
$
1.82
$
1.50
$
0.85
$
0.67
$
1.53
Balance Sheet Data:
Working capital
Total assets
Total debt and capital leases
Stockholders' equity
$
$
$
$
314,791
898,733
237,836
472,391
$
$
$
$
318,430
950,126
315,633
439,811
$
$
$
$
298,802
928,651
332,527
390,832
$
$
$
$
232,638
912,245
370,595
322,379
$
$
$
$
221,402
902,626
425,151
268,727
ITEM 7—MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS
OF OPERATIONS
Management’s Discussion and Analysis of Financial Condition and Results of Operations (MD&A)
describes the matters that we consider to be important to understanding the results of our operations for each of the
three years in the period ended December 31, 2016, and our capital resources and liquidity as of December 31, 2016.
Our discussion begins with our assessment of the condition of the North American trailer industry along with a
summary of the actions we took in 2016 to strengthen the Company. We then analyze the results of our operations
for the last three years, including the trends in the overall business and our operating segments, followed by a
discussion of our cash flows and liquidity, capital markets events and transactions, our credit facility and contractual
commitments. We also provide a review of the critical accounting judgments and estimates that we have made that
we believe are most important to an understanding of our MD&A and our consolidated financial statements. These
are the critical accounting policies that affect the recognition and measurement of our transactions and the balances
in our consolidated financial statements. We conclude our MD&A with information on recent accounting
30
pronouncements that we adopted during the year, if any, as well as those not yet adopted that may have an impact on
our financial accounting practices.
During the second quarter of 2016, we realigned our reporting segments into two segments, Commerical
Trailer Products and Diversified Products. As a result of the realignment, the businesses previously operating within
the former retail segment are now reported in one of these two segments. We undertook the realignment in an effort
to strengthen the alignment between our manufacturing businesses and our retail sales and service operations,
improve profitability and capitalize on growth opportunities. The Commercial Trailer Products segment
manufactures standard and customized van and platform trailers, truck bodies and other transportation related
equipment to customers who purchase directly from us, through independent dealers or Company owned branch
locations through which we provide service and support. The Diversified Products segment, comprised of four
strategic business units including, Tank Trailer, Aviation & Truck Equipment, Process Systems, and Composites,
focuses on our commitment to expand our customer base and diversify our product offerings, end markets, and
revenues. The Diversified Products segment also seeks to extend our market leadership by leveraging the
proprietary DuraPlate® panel technology, drawing on our core manufacturing expertise and making available
products that are complementary to truck and tank trailers and transportation equipment we offer. The prior periods
for each of our reporting segments below has been restated to reflect this realignment. Certain corporate-related
administrative costs, interest, and income taxes are not allocated to these two segments, but are reported in our
Corporate and Eliminations segment.
Executive Summary
2016 provided another year of strong overall demand for trailers. According to ACT estimates, total new
trailer industry shipments were 287,000 units in 2016, while a reduction of 7% from the record levels achieved in
2015, this represents the second best year in the past fifteen and is the sixth consecutive year that total trailer
demand exceeded normal replacement demand levels, currently estimated to be approximately 220,000 trailers per
year.
We delivered consolidated results for 2016 that set new records for profitability for the fifth consecutive
year, including gross profit, gross profit margin, operating income and operating margin. The overall strength in the
Company’s operating performance highlights the success of our growth and diversification initiatives driven by our
long-term strategic plan to continue to transform the Company into a diversified industrial manufacturer with a
higher growth and margin profile, while maintaining our focus and expertise in lean and six sigma optimization
initiatives. These efforts made it possible to achieve record levels of operating income in 2016 totaling $202.5
million, as well as a 210 basis point improvement in operating income margin to a record level of 11.0%. More
specifically, we leveraged the healthy demand environment to drive profitable growth through improved pricing and
a commitment to favor margin over volume, operational excellence and supply chain optimization.
In addition to our commitment to sustain profitable growth within each of our existing reporting segments,
our long-term strategic initiatives included a focus on diversification efforts, both organic and strategic, to continue
to transform Wabash into a diversified industrial manufacturer with a higher growth and margin profile and
successfully deliver a greater value to our shareholders. Our ability to generate record margins and cash flows and a
healthy balance sheet positions the Company with ample resources to (1) fund our internal capital needs to support
both organic growth and productivity improvements, (2) assure continued reduction of our debt obligations, (3)
return capital to shareholders and (4) selectively, but more actively, pursue strategic acquisitions. Strategically, we
continue our internal effort to proactively identify potential acquisition targets that we believe can create shareholder
value and accelerate our growth and diversification efforts, while leveraging our strong competencies in
manufacturing execution, sourcing and innovative engineering leadership to assure strong value creation.
Organically, our focus is on profitably growing and diversifying our operations through leveraging our existing
assets, capabilities and technology into higher margin products and markets and thereby providing value-added
customer solutions.
Throughout 2016 we demonstrated our commitment to be responsible stewards of the business by
maintaining a balanced approach to capital allocation. Our continuing strong operational performance, healthy
backlog and industry outlook, and financial position provided us the opportunity to take specific actions as part of
the ongoing commitment to prudently manage the overall financial risks of the Company, returning capital to our
shareholders and deleveraging our balance sheet. These actions included completing $77 million in share
repurchases as authorized by our Board of Directors in February 2016, executing agreements with existing holders
31
of our outstanding Convertible Senior Notes to purchase approximately $82 million in principal and, in December
2016, reinstating a regular quarterly dividend to the holders of our common stock. Collectively, these actions
demonstrate our confidence in the financial outlook of the company and our ability to generate cash flow, both near
and long term, and reinforces our overall commitment to deliver shareholder value while maintaining the flexibility
to continue to execute our strategic plan for profitable growth and diversification.
The outlook for the overall trailer market for 2017 continues to indicate a strong demand environment. In
fact, the most recent estimates from industry forecasters, ACT and FTR, indicate demand levels expected to be in
excess of the estimated replacement demand in every year through 2021. More specifically, ACT is currently
estimating 2017 demand will be approximately 261,000, down 9% as compared to the previous year period, with
2018 through 2021 industry demand levels ranging between 252,000 and 267,000 trailers. In addition, FTR
anticipates trailer production for 2017 to remain strong at approximately 259,000 trailers, a decrease of 10% as
compared to 2016 levels. This continued strong demand environment for new trailer equipment as well as the
positive economic and industry specific indicators we monitor reinforce our belief that the current trailer demand
cycle will be an extended cycle with a strong likelihood for several more years of demand above replacement levels.
We believe we are well positioned to capitalize on the expected strong overall demand levels while maintaining or
growing margins through improvements in product pricing as well as productivity improvements and other
operational excellence initiatives.
However, we are not relying solely on volume and product pricing within the trailer industry to improve
operations and enhance profitability. We remain committed to enhancing and diversifying our business model
through the organic and strategic initiatives discussed previously. Through our two operating segments we offer a
wide array of products and customer-specific solutions that we believe provide a sound foundation for achieving
these goals. Continuing to identify attractive opportunities to leverage our core competencies, proprietary
technology and core manufacturing expertise into new applications and end markets enables us to deliver greater
value to our customers and shareholders.
Operating Performance
We measure our operating performance in five key areas – Safety/Morale, Quality, Delivery, Cost
Reduction and Environment. We maintain a continuous improvement mindset in each of these key performance
areas. Our mantra of being better today than yesterday and better tomorrow than we are today is simple,
straightforward and easily understood by all our employees.
(cid:2) Safety/Morale. The safety of our employees is our number one value and highest priority. We
continually focus on reducing the severity and frequency of workplace injuries to create a safe
environment for our employees and minimize workers compensation costs. We believe that our
improved environmental, health and safety management translates into higher labor productivity and
lower costs as a result of less time away from work and improved system management. In ten of the
last eleven years at least one of our manufacturing sites has been recognized for safety including recent
awards from the Truck Trailer Manufacturer Association’s Plant Safety Awards granted to our New
Lisbon, Wisconsin and Portland, Oregon facilities. Our focus on safety also extends beyond our
facilities. We are a founding member of the Cargo Tank Risk Management Committee, a group
dedicated to reducing the hazards faced by workers on and around cargo tanks.
(cid:2) Quality. We monitor product quality on a continual basis through a number of means for both internal
and external performance as follows:
-
Internal performance. Our primary internal quality measurement is Process Yield. Process
Yield is a performance metric that measures the impact of all aspects of the business on our
ability to ship our products at the end of the production process. As with previous years, the
expectations of the highest quality product continue to increase while maintaining Process
Yield performance and reducing rework. In addition, we currently maintain an ISO 9001
registration of our Quality Management System at our Lafayette operations.
- External performance. We actively track our warranty claims and costs to identify and drive
improvement opportunities in quality and reliability. Early life cycle warranty claims for our
van trailers are trended for performance monitoring. Using a unit based warranty reporting
32
process to track performance and document failure rates, early life cycle warranty units per
100 trailers shipped averaged approximately 2.6, 2.0 and 3.4 units in 2016, 2015 and 2014,
respectively. Improvements in claims have been driven by our successful execution of
continuous improvement programs centered on process variation reduction, and responding to
the input from our customers. We expect that these activities will continue to drive down our
total warranty cost profile.
(cid:2) Delivery/Productivity. We measure productivity on many fronts. Some key indicators include
production line cycle-time, labor-hours per trailer and inventory levels. Improvements over the last
several years in these areas have translated into significant improvements in our ability to better
manage inventory flow and control costs.
- During the past several years Commercial Trailer Products has focused on productivity
enhancements within manufacturing assembly and sub-assembly areas through developing the
capability for mixed model production. These efforts have resulted in throughput
improvements in our Lafayette, Indiana, and Cadiz, Kentucky facilities.
- During the past two years, Diversified Products continued improving the flexibility and
efficiency of their operations. The launch of our new Wabash Composites facility in
Frankfort, Indiana, leased to provide dedicated manufacturing space to support the expanding
product line and continued growth of our Composites business, allows us to manufacture our
diverse product offerings more efficiently. Diversified Products also has broadened its tank
trailer manufacturing versatility by adding production capabilities for petroleum trailers to our
Fond du Lac, Wisconsin, manufacturing facility and pneumatic dry bulk trailers to our
Portland, Oregon; Fond du Lac, Wisconsin; and New Lisbon, Wisconsin, facilities. We have
also benefitted from the added capacity at our facility in Queretaro, Mexico for stationary
silos for food, dairy and beverage industries, to better serve the markets in Southern U.S.,
Mexico and South America.
(cid:2) Cost Reduction. We believe continuous improvement is a fundamental component of our operational
excellence focus. Our continued focus on our balanced scorecard process has allowed us to improve
all areas of manufacturing including safety, quality, on-time delivery, cost reduction, employee morale
and environment. By focusing on continuous improvement and utilizing our balanced scorecard
process we have realized total cost per unit reductions as a result of increased capacity utilization of all
facilities while maintaining a lower level of fixed overhead. We also have a tank trailer manufacturing
facility in Queretaro, Mexico that provides a low cost advantage for our tank trailer product line.
(cid:2) Environment.
We strive
to manufacture products
that are both socially responsible and
environmentally sustainable. We demonstrate our commitment to sustainability by maintaining ISO
14001 registration of our Environmental Management System at our Lafayette, Indiana; San Jose
Iturbide, Mexico; and Cadiz, Kentucky facilities. In 2005, our Lafayette, Indiana facility was one of
the first trailer manufacturing operations in the world to be ISO 14001 registered. Being ISO 14001
registered
third-party verified environmental
improvements. In 2016, our Frankfort, Indiana and Cadiz, Kentucky facilities also achieved ISO
14001 registration. At our facilities, we initiated employee-based recycling programs that reduce
waste being sent to the landfill, installed a fifty-five foot wind turbine to produce electricity and reduce
our carbon emissions, and restored a natural wildlife habitat to enhance the environment and protect
native animals.
to demonstrate quantifiable and
requires us
Industry Trends
Truck transportation in the U.S., according to the ATA, was estimated to be a $726 billion industry in 2015.
ATA estimates that approximately 70% of all freight tonnage is carried by trucks. Trailer demand is a direct
function of the amount of freight to be transported. To monitor the state of the industry, we evaluate a number of
indicators related to trailer manufacturing and the transportation industry. Recent trends we have observed include
the following:
33
(cid:2) Transportation / Trailer Cycle. The trailer industry generally follows the transportation industry
cycles. After three consecutive years with total trailer demand well below normal replacement demand
levels estimated to be approximately 220,000 trailers, the five year period ending December 2015
demonstrated consecutive years of significant improvement in which the total trailer market increased
year-over-year approximately 64%, 14%, 1%, 15% and 15% for 2011, 2012, 2013, 2014 and 2015,
respectively, with total shipments of approximately 204,000, 232,000, 234,000, 269,000 and 308,000,
respectively. The 2015 trailer shipments represent an all-time industry record. In 2016, trailer
shipments declined by approximately 6% year-over-year to approximately 287,000 units. As we enter
the eighth year of an economic recovery, ACT is estimating demand within the trailer industry in 2017
at approximately 261,000 and forecasting continued strong demand levels into the foreseeable future
with estimated annual average demand for the four year period ending 2021 to be approximately
257,000 new trailers. Our view is generally consistent with ACT that trailer demand will remain
significantly above replacement levels for 2017 and has the potential to remain above replacement
levels for several years beyond 2017.
(cid:2) New Trailer Orders. According to ACT, total orders in 2016 were approximately 229,000 trailers, a
28% decrease from 316,000 trailers ordered in 2015. Total orders for the dry van segment, the largest
within the trailer industry, were approximately 133,000, a decrease of 31% from 2015.
(cid:2) Transportation Regulations and Legislation. There are several different areas within both federal and
state government regulations and legislation that are expected to have an impact on trailer demand,
including:
- The Federal Motor Carrier Safety Administration (the “FMCSA”) has taken steps in recent years
to improve truck safety standards, particularly by implementing the Compliance, Safety, and
Accountability (“CSA”) program as well as requiring Electronic Logging Devices (“ELDs”).
CSA is considered a comprehensive driver and fleet rating system that measures both the freight
carriers and drivers on several safety related criteria, including driver safety, equipment
maintenance and overall condition of trailers. This system drives increased awareness and action
by carriers since enforcement actions were targeted and implemented beginning in June 2011.
CSA is generally believed to have contributed to the tightening of the supply of drivers and
capacity after 2011 as carriers took measures to improve their rating. The FMCSA issued a
mandate that all carriers must install ELDs by December 2017. Industry estimates on carrier
productivity losses as a result of ELDs range from 3% to 10%. We believe this ruling is likely to
have a more significant impact on capacity than anticipated and may ultimately drive increased
demand for new equipment as carriers attempt to recover lost productivity. While industry
estimates vary, it is likely that only roughly half the industry utilizes ELDs right now, meaning
that a good portion of owner-operators and carriers will either adopt the new technology, shut
down, or be acquired.
-
In July 2013, a new FMCSA hours-of-service rule went into effect, reducing total driver hours
from 82 hours per week to 70 hours. Congress included language in the 2016 spending package
that requires the agency to meet an appropriate safety, driver health and driver longevity standard
before re-imposing those restrictions. Specifically, the language prohibits FMCSA from
reinstating certain sections of the rule’s 34-hour restart provisions unless an FMCSA study finds
that they result in statistically significant improvements in safety and driver health, among other
things. We believe this language will make it very difficult for FMCSA to justify reinstituting the
restart restrictions. In other words, the simple 34-hour restart rule, with no additional restrictions,
will likely remain in place for the foreseeable future. Nevertheless, we believe the rule will keep
trucking equipment utilization at record-high levels and, therefore, increase the general need for
equipment.
- There are several new regulations that may come into effect in the next two years, including Drug
and Alcohol Clearinghouse Requirement, Speed Limiters, and Corporate Average Fuel Economy
among others. The cumulative effect of the existing and upcoming regulations will be a further
decrease in driver productivity and reduction of the driver pool, which will likely lead to higher
demand for additional drivers and equipment to fill the gap.
34
- The U.S. EPA and NHTSA agencies proposed new greenhouse gas regulations in July 2015, in an
effort to reduce fuel consumption and production of carbon dioxide of heavy duty commercial
vehicles. Following a comment period, the final rule was released in August 2016 and currently
with U.S. Congress to determine whether it will become effective. The rule focuses mainly on van
trailers, and is divided into four increasingly stringent greenhouse gas reduction standards. The
rule requires fuel saving technologies on van trailers, such as trailer side skirts, low rolling
resistance tires, and automatic tire inflation systems, to become standard equipment starting in
January 2018. For tank trailers and flatbed trailers, the rule will require low rolling resistant tires
and automotive tire inflation systems beginning in 2018. More stringent van trailer standards will
come into play in model years 2021, 2024 and 2027 – requiring more advanced fuel efficiency
technologies, such are rear boat tails and higher percentage improvement side skirts and tires. In
addition to increasing the cost of a trailer, these regulations may also lead to a higher demand for
various aerodynamic device products.
- The California Air Resource Board (“CARB”) regulations mandate that refrigeration units older
than seven years may no longer operate in California. As refrigeration units become obsolete,
capacity in the refrigerated segment will tighten and an increase in demand for new refrigerated
trailers is likely. CARB regulations also mandate fuel efficiency improvements on all fleets
operating in California for which our various aerodynamic solutions provide a durable and cost
effective product that yields the improved fuel efficiencies required by these regulations.
(cid:2) Other Developments. Other developments and potential impacts on the industry include:
- While we believe the need for trailer equipment will be positively impacted by the legislative and
regulatory changes addressed above, these demand drivers could be offset by factors that
contribute to the increased concentration and density of loads, including the miniaturization of
electronic products and packaging optimization of bulk goods. Increases in load concentration or
density could contribute to decreased need or demand for dry van trailers.
- Trucking company profitability, which can be influenced by factors such as fuel prices, freight
tonnage volumes, and government regulations, is highly correlated with the overall economy of
the U.S. Carrier profitability significantly impacts demand for, and the financial ability to
purchase new trailers.
- Fleet equipment utilization has been rising due to increasing freight volumes, new government
regulations and shortages of qualified truck drivers. As a result, trucking companies are under
increased pressure to look for alternative ways to move freight, leading to more intermodal freight
movement. We believe that railroads are at or near capacity, which will limit their ability to
respond to freight demand pressures. Therefore, we expect that the majority of freight will
continue to be moved by truck and, according to ATA, freight tonnage carried by trucks is
expected to increase approximately 24% throughout the next decade.
Results of Operations
The following table sets forth certain operating data as a percentage of net sales for the periods indicated:
35
Net sales
Cost of sales
Gross profit
General and administrative expenses
Selling expenses
Amortization of intangibles
Other Operating Expenses
Income from operations
Interest expense
Other, net
Income before income taxes
2016
100.0
82.0
18.0
4.0
1.5
1.1
0.1
11.3
(0.8)
(0.1)
10.4
Years Ended December 31,
2015
100.0
85.0
%
%
15.0
3.6
1.3
1.1
0.1
8.9
(0.9)
0.1
8.1
2014
%
100.0
87.5
12.5
3.3
1.4
1.2
-
6.6
(1.2)
(0.1)
5.3
Income tax expense (benefit)
Net income
3.6
6.8
%
3.1
5.0
%
2.0
3.3
%
2016 Compared to 2015
Net Sales
Net sales in 2016 decreased $182.0 million, or 9.0%, compared to the 2015 period. By business segment,
net sales prior to intersegment eliminations and related units sold were as follows (dollars in thousands):
(prior to elimination of intersegment sales)
Year Ended December 31,
Change
2016
2015
$
%
Sales by Segment
Commercial Trailer Products
Diversified Products
Eliminations
Total
New Trailers
Commercial Trailer Products
Diversified Products
Eliminations
Total
Used Trailers
Commercial Trailer Products
Diversified Products
Eliminations
Total
$
$
1,506,110
352,404
(13,070)
1,845,444
$
$
1,582,241
456,927
(11,679)
2,027,489
61,300
3,400
-
64,700
1,900
150
-
2,050
(units)
58,850
2,100
-
60,950
(units)
950
100
-
1,050
36
$
(76,131)
(104,523)
(4.8)
(22.9)
$
(182,045)
(9.0)
(2,450)
(1,300)
(4.0)
(38.2)
(3,750)
(5.8)
(950)
(50)
(50.0)
(33.3)
(1,000)
(48.8)
Commercial Trailer Products segment sales, prior to the elimination of intersegment sales, were $1.5 billion
in 2016, a decrease of $76.1 million, or 4.8%, compared to 2015. The decrease in sales was primarily due to a 4.0%
decrease in new trailer shipments as 58,850 trailers were shipped in 2016 compared to 61,300 trailer shipments in
the prior year. Used trailer sales decreased $19.0 million, or 61.3 %, compared to the prior year due to decreased
availability and selective management of product through fleet trade packages as approximately 950 fewer used
trailers shipped in 2016 as compared to the prior year. Parts and service sales in 2016 decreased $4.3 million, or
7.1%, compared to 2015 primarily due to fewer retail branch locations throughout 2016 as compared to the prior
year.
Diversified Products segment sales, prior to the elimination of intersegment sales, were $352.4 million in
2016, down $104.5 million, or 22.9%, compared to 2015. New trailer sales decreased $88.4 million, or 40.1%, due
to a 38.2% decrease in new trailer shipments, as approximately 2,100 trailers were shipped in 2016 compared to
3,400 trailers shipped in the prior year. Sales of our components, parts and service product offerings in 2016 were
comparable to the prior year. Equipment and other sales decreased $13.5 million, or 11.1%, due to lower demand
for our non-trailer truck mounted equipment and other engineered products.
Gross Profit
Gross profit was $325.5 million in 2016, an improvement of $22.1 million, or 7.3% from 2015. Gross
profit as a percentage of sales was 18.0% in 2016 as compared to 15.0% in 2015. Gross profit by segment was as
follows (in thousands):
Year Ended December 31,
Change
2016
2015
$
%
Gross Profit by Segment:
Commercial Trailer Products
Diversified Products
$
253,274
75,630
$
197,777
107,023
Corporate and Eliminations
(3,371)
(1,356)
$
55,497
(31,393)
(2,015)
28.1
(29.3)
Total
$
325,533
$
303,444
$
22,089
7.3
Commercial Trailer Products segment gross profit was $253.3 million in 2016 compared to $197.8 million
in the prior year, an increase of $55 million. Gross profit, as a percentage of net sales prior to the elimination of
intersegment sales, was 16.8% in 2016 as compared to 12.5% in 2015, an increase of 430 basis points. The
increases in gross profit and profit margin as compared to the prior year was primarily driven by improved pricing,
favorable material costs, including cost optimization through product design and sourcing, and continued operational
efficiencies.
Diversified Products segment gross profit was $75.6 million in 2016 compared to $107.0 million in 2015.
Gross profit, as a percentage of net sales prior to the elimination of intersegment sales, was 21.5% in 2016 compared
to 23.4% in 2015. The decrease in gross profit as a percentage of net sales, as compared to the prior year, was due
primarily to lower sales volume and the reduced leverage of fixed costs from lower production levels which more
than offset the favorable material costs and continued operational efficiencies.
General and Administrative Expenses
General and administrative expenses in 2016 increased $0.6 million, or 0.9%, from the prior year as a result
of a $2.7 million increase in outside service and professional fee expenditures, as well as a $0.9 million increase in
various other operating expenses, primarily information technology related costs. These increases were offset by a
$3.0 million decrease in employee related costs, including costs associated with employee incentive programs.
General and administrative expenses, as a percentage of net sales, were 4.0% in 2016 compared to 3.6% in 2015.
Selling Expenses
Selling expenses were $27.3 million in 2016, an increase of $0.1 million, or 0.1%, compared to the prior
year as a $0.3 million increase in advertising and promotional efforts were partially offset by lower employee related
37
costs, including costs associated with employee incentive programs. As a percentage of net sales, selling expenses
were 1.5% in 2016 compared to 1.3% in the prior year.
Amortization of Intangibles
Amortization of intangibles was $19.9 million in 2016 compared to $21.3 million in 2015. Amortization of
intangibles for both periods primarily includes amortization expense recognized for intangible assets recorded from
the acquisition of Walker in May 2012 and certain assets acquired from Beall in February 2013.
Other Operating Expenses
Other operating expenses of $1.7 million in 2016 is the impairment of goodwill recognized during the
second quarter of 2016. Based on an analysis we performed to determine the allocations of goodwill with the
realignment of our reporting segments, we determined a portion of goodwill allocated to our retail branch operations
was impaired as the fair value of reporting did not exceed its carrying value resulting in an impairment charge for
the Commercial Trailer Products reporting segment.
Other Income (Expense)
Interest expense in 2016 totaled $15.7 million compared to $19.5 million in the prior year. Interest expense
for both periods primarily related to interest and non-cash accretion charges on our Convertible Senior Notes and
Term Loan Credit Agreement. The decrease from the prior year is primarily due to Notes repurchases completed in
late 2015 and during the first and fourth quarters of 2016.
Other, net for 2016 represented expense of $1.5 million as compared to income of $2.5 million for the prior
year period. The current year expense includes $1.9 million loss on debt extinguishment for voluntary purchases of
our outstanding Convertible Senior Notes partially offset by a $0.3 million gain on the transition of our retail
branches to independent dealer facilities. The prior year period primarily consists of an $8.3 million gain on the sale
of our former Retail branch real estate in Fontana, California and Portland, Oregon partially offset by $5.3 million of
accelerated amortization and related fees in connection with the refinancing of our Term Loan Credit Agreement in
March 2015 and $0.3 million of charges incurred in connection with the amendment to our Revolving Credit
Agreement in June 2015 (see the section “Debt Agreements and Related Amendments” below for further details).
Income Taxes
We recognized income tax expense of $66.0 million in 2016 compared to $59.0 million in the prior year.
The effective tax rate for 2016 was 35.6%, which differs from the U.S. Federal statutory rate of 35% primarily due
to the impact of state and local taxes offset by the benefit of the U.S. Internal Revenue Code domestic
manufacturing deduction. In addition, the rate for 2016 includes a tax benefit related to employee share-based
payment awards, which are now recorded as an income tax expense (or benefit) in earnings effective with the
adoption of a new accounting standard. Cash taxes paid in 2016 were $68.9 million.
2015 Compared to 2014
Net Sales
Net sales in 2015 increased $164.2 million, or 8.8%, compared to the 2014 period. By business segment,
net sales prior to intersegment eliminations and related units sold were as follows (dollars in thousands):
38
(prior to elimination of intersegment sales)
Year Ended December 31,
Change
2015
2014
$
%
Sales by Segment
Commercial Trailer Products
Diversified Products
Eliminations
Total
New Trailers
Commercial Trailer Products
Diversified Products
Eliminations
Total
Used Trailers
Commercial Trailer Products
Diversified Products
Eliminations
Total
$
$
1,582,241
456,927
(11,679)
2,027,489
$
$
1,380,623
494,992
(12,300)
1,863,315
(units)
(units)
61,300
3,400
-
64,700
1,900
150
-
2,050
53,800
3,550
-
57,350
4,700
150
-
4,850
$
201,618
(38,065)
$
164,174
7,500
(150)
7,350
14.6
(7.7)
8.8
13.9
(4.2)
12.8
(2,800)
-
(59.6)
-
(2,800)
(57.7)
Commercial Trailer Products segment sales, prior to the elimination of intersegment sales, were $1.6 billion
in 2015, an increase of $201.6 million, or 14.6%, compared to 2014. The increase in sales was primarily due to a
13.9% increase in new trailer shipments, as approximately 61,300 trailers were shipped in 2015 compared to 53,800
trailers shipped in the prior year. The increase in sales was further aided by an improved pricing environment as
average selling prices increased 2.5% as compared to the prior year. Used trailer sales decreased $6.9 million, or
16.2%, due to the availability of product through fleet trade packages as approximately 2,800 fewer used trailers
shipped in 2015 as compared to the prior year. Parts and service sales were up/down $2.6 million, or 3.2%,
compared to the prior year.
Diversified Products segment sales, prior to the elimination of intersegment sales, were $456.9 million in
2015, down $38.1 million, or 7.7%, compared to 2014. New trailer sales decreased $9.4 million, or 4.1%, due to a
4.2% decrease in new trailer shipments, as approximately 3,400 trailers were shipped in 2015 compared to 3,550
trailers shipped in the prior year. Parts and service sales decreased $7.5 million, or 7.5%, compared to the prior year
due to decreased demand. Equipment and other sales decreased $21.3 million, or 16.0%, due to lower demand for
our non-trailer truck mounted equipment and other engineered products.
Gross Profit
Gross profit was $303.4 million in 2015, an improvement of $70.8 million, or 30.4% from 2014. Gross
profit as a percentage of sales was 15.0% in 2015 as compared to 12.5% in 2014. Gross profit by segment was as
follows (in thousands):
Year Ended December 31,
Change
2015
2014
$
%
Gross Profit by Segment:
Commercial Trailer Products
Diversified Products
$
197,777
107,023
$
117,734
111,298
Corporate and Eliminations
(1,357)
3,602
$
80,043
(4,275)
(4,959)
Total
$
303,443
$
232,634
$
70,809
68.0
(3.8)
30.4
39
Commercial Trailer Products segment gross profit was $197.8 million in 2015 compared to $117.7 million
in the prior year. Gross profit, as a percentage of net sales prior to the elimination of intersegment sales, was 12.5%
in 2015 as compared to 8.5% in 2014. The increase in gross profit and gross profit margin as compared to the prior
year was primarily driven by the increase in new trailer volumes, an improved pricing environment and increased
operational efficiencies.
Diversified Products segment gross profit was $107.0 million in 2015 compared to $111.3 million in 2014.
Gross profit, as a percentage of net sales prior to the elimination of intersegment sales, was 23.4% in 2015 compared
to 22.5% in 2014. The increase in gross profit as a percentage of net sales, as compared to the prior year, was
attributable to product mix and operational efficiencies.
General and Administrative Expenses
General and administrative expenses in 2015 increased $11.8 million, or 19.1%, from the prior year as a
result of a $9.7 million increase in salaries and other employee related costs, including costs associated with
employee incentive programs, as well as a $2.1 million increase in other operating expenses, primarily technology
costs, professional fees and outside services. General and administrative expenses, as a percentage of net sales, were
3.6% in 2015 compared to 3.3% in 2014.
Selling Expenses
Selling expenses were $27.2 million in 2015, an increase of $0.6 million, or 2.1%, compared to the prior
year, as a $1.5 million increase in salaries and other employee related costs, including costs associated with
employee incentive programs were partially offset by lower advertising, promotional and various other selling
related expenses. As a percentage of net sales, selling expenses were 1.3% in 2015 compared to 1.4% in the prior
year.
Amortization of Intangibles
Amortization of intangibles was $21.3 million in 2015 compared to $21.9 million in 2014. Amortization of
intangibles for both periods primarily includes amortization expense recognized for intangible assets recorded from
the acquisition of Walker in May 2012 and certain assets acquired from Beall in February 2013.
Other Operating Expenses
Other operating expenses of $1.1 million in 2015 include the impairment of intangible assets recognized in
connection with consolidating our existing tradenames within the Diversified Products segment.
Other Income (Expense)
Interest expense in 2015 totaled $19.5 million compared to $22.2 million in the prior year. Interest expense
for both periods primarily related to interest and non-cash accretion charges on our Convertible Senior Notes and
Term Loan Credit Agreement. The decrease from the prior year is primarily due to lower outstanding loan
commitments through voluntary debt payments made over the prior year, as well as lower interest rates achieved
through amendments to both our Revolving Credit Agreement and Term Loan Credit Agreement during 2015.
Other, net for 2015 represented income of $2.5 million as compared to an expense of $1.8 million for the
prior year period. The current year period primarily consists of an $8.3 million gain on the sale of our former Retail
branch real estate in Fontana, California and Portland, Oregon partially offset by $5.3 million of accelerated
amortization and related fees in connection with the refinancing of our Term Loan Credit Agreement in March 2015
and $0.3 million of charges incurred in connection with the amendment to our Revolving Credit Agreement in June
2015 (see the section “Debt Agreements and Related Amendments” below for further details). The prior year period
includes a loss on early extinguishment of debt of $1.0 million for debt issuance costs recognized on the voluntary
principal payments made on our Term Loan Credit Agreement as well as a $0.6 million loss on the transition of
three of our former retail branches to independent dealer facilities.
40
Income Taxes
We recognized income tax expense of $59.0 million in 2015 compared to $37.5 million in the prior year.
The effective tax rate for 2015 was 36.1%, which differs from the U.S. Federal statutory rate of 35% primarily due
to the impact of state and local taxes offset by the benefit of the U.S. Internal Revenue Code domestic
manufacturing deduction. Cash taxes paid in 2015 were $66.3 million.
Liquidity and Capital Resources
Capital Structure
Our capital structure is comprised of a mix of debt and equity. As of December 31, 2016, our debt to
equity ratio was approximately 0.5:1.0. Our long-term objective is to generate operating cash flows sufficient to
support the growth within our businesses and increase shareholder value. This objective will be achieved through a
balanced capital allocation strategy of maintaining strong liquidity, deleveraging our balance sheet, investing in the
business, both organically and strategically, and returning capital to our shareholders. Throughout 2016 and in
keeping to this balanced approach, several actions were taken to demonstrate our commitment to prudently manage
the overall financial risk and increase shareholder value through a return of capital. These actions include the
repurchase of $77.0 million under the share repurchase program approved by our Board of Directors in February
2016 as well as completing the purchase of $82.0 million in principal of our outstanding Convertible Senior Notes
due 2018 to (see the section “Debt Agreements and Related Amendments” below for details). Furthermore, in
December 2016, we announced the reinstatement of a dividend program by which we will pay a regular quarterly
cash dividend to the stockholders of our common stock. For 2017, we expect to continue our commitment to fund
our working capital requirements and capital expenditures while also returning capital to our shareholders and
deleveraging our balance sheet through cash flows from operations as well as available borrowings under our
existing Credit Agreement.
Debt Agreements and Related Amendments
Convertible Senior Notes
In April 2012, we issued Convertible Senior Notes due 2018 (the “Notes”) with an aggregate principal
amount of $150 million in a public offering. The Notes bear interest at the rate of 3.375% per annum from the date
of issuance, payable semi-annually on May 1 and November 1. The Notes are senior unsecured obligations and rank
equally with our existing and future senior unsecured debt.
The Notes are convertible by their holders into cash, shares of our common stock or any combination
thereof at our election, at an initial conversion rate of 85.4372 shares of our common stock per $1,000 in principal
amount of Notes, which is equal to an initial conversion price of approximately $11.70 per share, only under the
following circumstances: (A) before November 1, 2017 (1) during any calendar quarter commencing after the
calendar quarter ending on June 30, 2012 (and only during such calendar quarter), if the last reported sale price of
the common stock for at least 20 trading days (whether or not consecutive) during a period of 30 consecutive trading
days ending on the last trading day of the immediately preceding calendar quarter is greater than or equal to 130% of
the conversion price on each applicable trading day; (2) during the five business day period after any five
consecutive trading day period (the “measurement period”) in which the trading price (as defined in the indenture
for the Notes) per $1,000 principal amount of Notes for each trading day of the measurement period was less than
98% of the product of the last reported sale price of our common stock and the conversion rate on each such trading
day; and (3) upon the occurrence of specified corporate events as described in the indenture for the Notes; and (B) at
any time on or after November 1, 2017 until the close of business on the second business day immediately preceding
the maturity date. As of December 31, 2016, the Notes were not convertible based on the above criteria. If the
Notes outstanding at December 31, 2016 were converted as of December 31, 2016, the if-converted value would
exceed the principal amount by approximately $17 million.
It is our intent to settle conversions through a net share settlement, which involves repayment of cash for
the principal portion and delivery of shares of common stock for the excess of the conversion value over the
principal portion. We used the net proceeds of $145.1 million from the sale of the Notes to fund a portion of the
purchase price of the acquisition of Walker in May 2012.
41
We account separately for the liability and equity components of the Notes in accordance with authoritative
guidance for convertible debt instruments that may be settled in cash upon conversion. The guidance required the
carrying amount of the liability component to be estimated by measuring the fair value of a similar liability that does
not have an associated conversion feature. We determined that senior, unsecured corporate bonds traded on the
market represent a similar liability to the Notes without the conversion option. Based on market data available for
publicly traded, senior, unsecured corporate bonds issued by companies in the same industry and with similar
maturity, we estimated the implied interest rate of the Notes to be 7.0%, assuming no conversion option.
Assumptions used in the estimate represent what market participants would use in pricing the liability component,
including market interest rates, credit standing, and yield curves, all of which are defined as Level 2 observable
inputs. The estimated implied interest rate was applied to the Notes, which resulted in a fair value of the liability
component of $123.8 million upon issuance, calculated as the present value of implied future payments based on the
$150.0 million aggregate principal amount. The $21.7 million difference between the cash proceeds before offering
expenses of $145.5 million and the estimated fair value of the liability component was recorded in additional paid-in
capital. The discount on the liability portion of the Notes is being amortized over the life of the Notes using the
effective interest rate method.
During 2016 we executed multiple agreements with existing holders of the Notes to repurchase $82.0 in
principal of such Notes for $98.9 million, excluding accrued interest. Additionally, in December 2015, we acquired
$19.0 million in principal for $22.9 million, excluding accrued interest. For the years ended December 31, 2016 and
2015, we recognized a loss on debt extinguishment of $1.9 million and $0.2 million, respectively, in connection with
the repurchase activity, which is included in Other, net on our Consolidated Statements of Operations.
Revolving Credit Agreement
In June 2015, we entered into a Joinder and First Amendment to Amended and Restated Credit Agreement,
First Amendment to Amended and Restated Security Agreement and First Amendment to Amended and Restated
Guaranty Agreement (the “Amendment”) by and among us, certain of our subsidiaries designated as Loan Parties
(as defined in the Amendment), Wells Fargo Capital Finance, LLC, as arranger and administrative agent (the
“Agent”), and the other lenders party thereto. The Amendment amends, among other things, the Amended and
Restated Credit Agreement (as amended, the “Credit Agreement”), dated as of May 8, 2012, among us, certain of
our subsidiaries from time to time party thereto (together with us, the “Borrowers”), the several lenders from time to
time party thereto, and the Agent and provides for, among other things, a five year, $175 million senior secured
revolving credit facility (the “Credit Facility”).
The Amendment, among other things, (i) increases the total commitments under the Credit Facility from
$150 million to $175 million, and (ii) extends the maturity date of the Credit Facility from May 2017 to June 2020,
but provides for an accelerated maturity in the event our outstanding Notes are not converted, redeemed,
repurchased or refinanced in full on or before the date that is 121 days prior to the maturity date thereof and we are
not then maintaining, and continue to maintain until the Notes are converted, redeemed, repurchased or refinanced in
full, (x) Liquidity of at least $125 million and (y) availability under the Credit Facility of at least $25 million.
Liquidity, as defined in the Credit Agreement, reflects the difference between (i) the sum of (A) unrestricted cash
and cash equivalents and (B) availability under the Credit Facility and (ii) the amount necessary to fully redeem the
Notes.
In addition, the Amendment (i) provides that borrowings under the Credit Facility will bear interest, at the
Borrowers’ election, at (x) LIBOR plus a margin ranging from 150 basis points to 200 basis points (in lieu of the
previous range from 175 basis points to 225 basis points), or (y) a base rate plus a margin ranging from 50 basis
points to 100 basis points (in lieu of the previous range from 75 basis points to 125 basis points), in each case, based
upon the monthly average excess availability under the Credit Facility, (ii) provides that the monthly unused line fee
shall be equal to 25 basis points (which amount was previously 37.5 basis points) times the average unused
availability under the Credit Facility, (iii) provides that if availability under the Credit Facility is less than 12.5%
(which threshold was previously 15%) of the total commitment under the Credit Facility or if there exists an event of
default, amounts in any of the Borrowers’ and the subsidiary guarantors’ deposit accounts (other than certain
excluded accounts) will be transferred daily into a blocked account held by the Agent and applied to reduce the
outstanding amounts under the Credit Facility, (iv) provides that we will be required to maintain a minimum fixed
charge coverage ratio of not less than 1.1 to 1.0 as of the end of any period of 12 fiscal months when excess
availability under the Credit Facility is less than 10% (which threshold was previously 12.5%) of the total
commitment under the Credit Facility and (v) amends certain negative covenants in the Credit Agreement.
42
The Credit Agreement is guaranteed by certain of the Company’s subsidiaries (the “Revolver Guarantors”)
and is secured by (i) first priority security interests (subject only to customary permitted liens and certain other
permitted liens) in substantially all personal property of the Borrowers and the Revolver Guarantors, consisting of
accounts receivable, inventory, cash, deposit and securities accounts and any cash or other assets in such accounts
and, to the extent evidencing or otherwise related to such property, all general intangibles, licenses, intercompany
debt, letter of credit rights, commercial tort claims, chattel paper, instruments, supporting obligations, documents
and payment intangibles (collectively, the “Revolver Priority Collateral”), and (ii) second-priority liens on and
security interests in (subject only to the liens securing the Term Loan Credit Agreement (as defined below)
customary permitted liens and certain other permitted liens) (A) equity interests of each direct subsidiary held by the
Borrower and each Revolver Guarantor (subject to customary limitations in the case of the equity of foreign
subsidiaries), and (B) substantially all other tangible and intangible assets of the Borrowers and the Revolver
Guarantors including equipment, general intangibles, intercompany notes, insurance policies, investment property,
intellectual property and material owned real property (in each case, except to the extent constituting Revolver
Priority Collateral) (collectively, the “Term Priority Collateral”). The respective priorities of the security interests
securing the Credit Agreement and the Term Loan Credit Agreement are governed by an Intercreditor Agreement
between the Revolver Agent and the Term Agent (as defined below) (the “Intercreditor Agreement”).
Subject to the terms of the Intercreditor Agreement, if the covenants under the Credit Agreement are
breached, the lenders may, subject to various customary cure rights, require the immediate payment of all amounts
outstanding and foreclose on collateral. Other customary events of default in the Credit Agreement include, without
limitation, failure to pay obligations when due, initiation of insolvency proceedings, defaults on certain other
indebtedness, and the incurrence of certain judgments that are not stayed, satisfied, bonded or discharged within 30
days.
As of December 31, 2016, we were in compliance with all covenants of the Credit Agreement.
Term Loan Credit Agreement
In May 2012 we entered into a credit agreement among us, the several lenders from time to time party
thereto, Morgan Stanley Senior Funding, Inc., as administrative agent, joint lead arranger and joint bookrunner (the
“Term Agent”), and Wells Fargo Securities, LLC, as joint lead arranger and joint bookrunner (the “Term Loan
Credit Agreement”), which initially provided, among other things, for a senior secured term loan facility of $300
million. Also in May 2012, certain of our subsidiaries (the “Term Guarantors”) entered into a general continuing
guarantee of our obligations under the Term Loan Credit Agreement in favor of the Term Agent (the “Term
Guarantee”).
In April 2013, we entered into Amendment No.1 to Credit Agreement (the “Amendment No. 1”), which
became effective on May 9, 2013. As of the Amendment No. 1 date, there was $297.0 million of term loans
outstanding under the Term Loan Credit Agreement (the “Initial Loans”), of which we paid $20.0 million in
connection with Amendment No. 1. Under Amendment No. 1, the lenders agreed to provide us term loans in an
aggregate principal amount of $277.0 million, which were exchanged for and used to refinance the Initial Loans (the
“Tranche B-1 Loans”).
In March 2015, we entered into Amendment No. 2 to Credit Agreement (“Amendment No. 2”). As of the
Amendment No. 2 date, there was $192.8 million of the Tranche B-1 Loans outstanding. Under Amendment No. 2,
the lenders agreed to provide to us term loans in an aggregate principal amount of $192.8 million (the “Tranche B-2
Loans”), which were used to refinance the outstanding Tranche B-1 Loans. The Tranche B-2 Loans mature in
March 2022, but provide for an accelerated maturity in the event our outstanding Notes are not converted, redeemed,
repurchased or refinanced in full on or before the date that is 91 days prior to the maturity date thereof and we are
not then maintaining, and continue to maintain until the Notes are converted, redeemed, repurchased or refinanced in
full, liquidity of at least $125 million. Liquidity, as defined in the Term Loan Credit Agreement, reflects the
difference between (i) the sum of (A) unrestricted cash and cash equivalents and (B) the amount available and
permitted to be drawn under our existing Credit Agreement and (ii) the amount necessary to fully redeem the Notes.
The Tranche B-2 Loans shall amortize in equal quarterly installments in aggregate amounts equal to 0.25% of the
original principal amount of the Tranche B-2 Loans, with the balance payable at maturity, and will bear interest at a
rate, at our election, equal to (i) LIBOR (subject to a floor of 1.00%) plus a margin of 3.25% or (ii) a base rate plus a
margin of 2.25%.
43
Amendment No. 2 also amended the Term Loan Credit Agreement by (i) removing the maximum senior
secured leverage ratio test, (ii) modifying the accordion feature, as described in the Term Loan Credit Agreement, to
provide for a senior secured incremental term loan facility in an aggregate amount not to exceed the greater of (A)
$75 million (less the aggregate amount of (1) any increases in the maximum revolver amount under the existing
Credit Agreement and (2) certain permitted indebtedness incurred for the purpose of prepaying or repurchasing the
Notes) and (B) an amount such that the senior secured leverage ratio would not be greater than 3.0 to 1.0, subject to
certain conditions, including obtaining commitments from any one or more lenders, whether or not currently party to
the Term Loan Credit Agreement, to provide such increased amounts, and (iii) amending certain negative covenants.
The senior secured leverage ratio is defined in the Term Loan Credit Agreement and reflects a ratio of consolidated
net total secured indebtedness to consolidated EBITDA.
Furthermore, on February 24, 2017, we entered into Amendment No. 3 to Credit Agreement (“Amendment
No. 3”). As of February 24, 2017, there was $189.5 million of the Tranche B-2 Loans outstanding. Under
Amendment No. 3, the lenders agreed to provide term loans in the same aggregate principal amount of the
outstanding Tranche B-2 Loans (the “Tranche B-3 Loans”), which were used to refinance the outstanding Tranche
B-2 Loans. The Tranche B-3 Loans shall amortize in equal quarterly installments in aggregate amounts equal to
0.25% of the initial principal amount of the Tranche B-3 Loans, with the balance payable at maturity, and will bear
interest at a rate, at the Company’s election, equal to (i) LIBOR (subject to a floor of 0%) plus a margin of 2.75% or
(ii) a base rate (subject to a floor of 0%) plus a margin of 1.75%. Amendment No. 3 also provides for a 1%
prepayment premium applicable in the event we enter into a refinancing of, or amendment in respect of, the Tranche
B-3 Loans on or prior to the six month anniversary of the effective date of Amendment No. 3 that, in either case,
results in the all-in yield (including, for purposes of such determination, the applicable interest rate, margin, original
issue discount, upfront fees and interest rate floors, but excluding any customary arrangement, structuring,
commitment or underwriting fees) of such refinancing or amendment being less than the all-in yield (determined on
the same basis) on the Tranche B-3 Loans. Except as amended by Amendment No. 3, the remaining terms of the
Credit Agreement remain in full force and effect.
The Term Loan Credit Agreement, as amended, is guaranteed by the Term Guarantors and is secured by (i)
first-priority liens on and security interests in the Term Priority Collateral, and (ii) second-priority security interests
in the Revolver Priority Collateral. In addition, the Term Loan Credit Agreement, as amended, contains customary
covenants limiting our ability to, among other things, pay cash dividends, incur debt or liens, redeem or repurchase
stock, enter into transactions with affiliates, merge, dissolve, pay off subordinated indebtedness, make investments
and dispose of assets.
Subject to the terms of the Intercreditor Agreement, if the covenants under the Term Loan Credit
Agreement, as amended, are breached, the lenders may, subject to various customary cure rights, require the
immediate payment of all amounts outstanding and foreclose on collateral. Other customary events of default in the
Term Loan Credit Agreement, as amended, include, without limitation, failure to pay obligations when due,
initiation of insolvency proceedings, defaults on certain other indebtedness, and the incurrence of certain judgments
that are not stayed, satisfied, bonded or discharged within 60 days.
For the years ended December 31, 2016, 2015 and 2014, under the Term Loan Credit Agreement we paid
interest of $8.3 million, $8.5 million and $10.0 million, respectively, and principal of $1.9 million, $1.4 million and
$42.1 million, respectively. As of December 31, 2016, we had $189.5 million outstanding under the Term Loan
Credit Agreement, of which $1.9 million was classified as current on the Company’s Consolidated Balance Sheet.
For the years ended December 31, 2016, 2015 and 2014 we incurred charges of approximately $0.2
million, $0.3 million and $1.1 million, respectively, for amortization of fees and original issuance discount which is
included in Interest Expense in the Consolidated Statements of Operations.
Cash Flow
2016 compared to 2015
Cash provided by operating activities for 2016 totaled $178.8 million, compared to $131.8 million in 2015.
The cash provided by operations during the current year period was the result of net income adjusted for various
non-cash activities, including depreciation, amortization, gain (loss) on the sale of assets, deferred taxes, loss on debt
extinguishment, stock-based compensation, accretion of debt discount and impairment of goodwill and intangibles,
44
of $179.4 million, and a $0.7 million increase in our working capital. Changes in key working capital accounts for
2016 and 2015 are summarized below (in thousands):
Source (Use) of cash:
Accounts receivable
Inventories
Accounts payable and accrued liabilities
Net (use) source of cash
2016
$
$
$
$
(809)
24,969
(13,002)
11,158
2015
(17,618)
10,162
(12,243)
(19,699)
$
$
$
$
Change
$
$
$
$
16,809
14,807
(759)
30,857
Accounts receivable increased by $0.8 million in 2016 as compared to an increase of $17.6 million in the
prior year period. Days sales outstanding, a measure of working capital efficiency that measures the amount of time
a receivable is outstanding, increased to approximately 30 days as of December 31, 2016, compared to 25 days in
2015. The increase in accounts receivable for 2016 was primarily the result of the timing of shipments. Inventory
decreased by $25.0 million during 2016 as compared to a decrease of $10.2 million in 2015. The decrease in
inventory for the 2016 period was primarily due to lower finished goods inventories as customer shipments
exceeded production, and lower raw materials inventories due to improved inventory management and expected
lower demand volume for January 2017 as compared to January 2016. Our inventory turns, a commonly used
measure of working capital efficiency that measures how quickly inventory turns per year was approximately 8
times in 2016 and 2015. Accounts payable and accrued liabilities decreased by $13.0 million in 2016 compared to a
decrease of $12.2 million for 2015. The decrease in 2016 was primarily due to timing of production and a decrease
in accruals pertaining to employee salaries and related incentive compensation. Days payable outstanding, a
measure of working capital efficiency that measures the amount of time a payable is outstanding, was 16 days in
2016 and 2015.
Investing activities used $17.3 million during 2016 compared to $7.6 million used in 2015. Investing
activities for 2016 include capital expenditures to support growth and improvement initiatives at our facilities
totaling $20.3 million, partially offset by proceeds from the sale of certain branch location assets totaling $3.0
million. Cash used in investing activities in 2015 was primarily related to capital expenditures totaling $20.8
million, partially offset by proceeds from the sale of property, plant and equipment totaling $13.2 million, which
was comprised primarily of the sale of our former Retail branch real estate.
Financing activities used $176.8 million during 2016, primarily due to the repurchases of common stock
through our share repurchase program totaling $77.0 million and repurchase of Notes totaling $98.9 million,
excluding accrued interest. Financing activities used $91.4 million during 2015 primarily due to the repurchases of
common stock through our share repurchase program totaling $60.1 million, repurchase of Notes totaling $22.9
million, excluding accrued interest, principal payments under existing debt and capital lease obligations of $6.1
million, and debt issuance costs of $2.6 million in relation to amendments to our Term Loan Credit Agreement and
Revolving Credit Agreement.
As of December 31, 2016, our liquidity position, defined as cash on hand and available borrowing capacity,
amounted to $333.0 million, representing a decrease of $14.9 million from December 31, 2015. Total debt and
capital lease obligations amounted to $237.8 million as of December 31, 2016. As we continue to see a strong
demand environment within the trailer industry and excellence in operational performance across both of our
business segments, we believe our liquidity is adequate to fund our currently planned operations, working capital
needs and capital expenditures for 2017.
2015 compared to 2014
Cash provided by operating activities for 2015 totaled $131.8 million, compared to $92.6 million in 2014.
The cash provided by operations during the 2015 period was the result of net income adjusted for various non-cash
activities, including depreciation, amortization, gain (loss) on the sale of assets, deferred taxes, loss on debt
extinguishment, stock-based compensation, accretion of debt discount and impairment of intangibles, of $148.4
million, partially offset by a $16.6 million increase in our working capital. Changes in key working capital accounts
for 2015 and 2014 are summarized below (in thousands):
45
Source (Use) of cash:
Accounts receivable
Inventories
Accounts payable and accrued liabilities
Net (use) source of cash
2015
(17,618)
10,162
(12,243)
(19,699)
$
$
$
$
2014
(14,848)
3,116
(26,787)
(38,519)
$
$
$
$
Change
$
$
$
$
(2,770)
7,046
14,544
18,820
Accounts receivable increased by $17.6 million in 2015 as compared to an increase of $14.8 million in the
prior year period. Days sales outstanding, a measure of working capital efficiency that measures the amount of time
a receivable is outstanding, increased to approximately 25 days as of December 31, 2015, compared to 23 days in
2014. The increase in accounts receivable for 2015 was primarily the result of the timing of shipments and an 8.8%
increase in our consolidated net sales compared to the prior year. Inventory decreased by $10.2 million during 2015
as compared to a decrease of $3.1 million in 2014. The decrease in inventory for the 2015 period was primarily due
to lower finished goods inventories at December 31, 2015 as customer shipments exceeded production in 2015. Our
inventory turns, a commonly used measure of working capital efficiency that measures how quickly inventory turns
per year was approximately 8 times in 2015 compared to approximately 7 times in 2014. Accounts payable and
accrued liabilities decreased by $12.2 million in 2015 compared to a decrease of $26.8 million for 2014. The
decrease in 2015 was primarily due to timing of production, a decrease in deposits from customers for products not
delivered as well as an increase in volume-based rebate incentives offered by our suppliers as compared to the prior
year. Days payable outstanding, a measure of working capital efficiency that measures the amount of time a payable
is outstanding, was 16 days in 2015 and 19 days for the 2014 period.
Investing activities used $7.6 million during 2015 compared to $15.8 million used in 2014. Investing
activities for 2015 include capital expenditures to support growth and improvement initiatives at our facilities
totaling $20.8 million, partially offset by proceeds from the sale of property, plant and equipment totaling $13.2
million, which was comprised primarily of the sale of our former Retail branch real estate. Cash used in investing
activities in 2014 was primarily related to capital expenditures totaling $20.0 million, partially offset by proceeds
from the sale of certain former retail branch location assets totaling $4.1 million.
Financing activities used $91.4 million during 2015, primarily due to the repurchases of common stock
through our share repurchase program totaling $60.1 million and repurchase of Notes totaling $22.9 million,
excluding accrued interest, principal payments under existing debt and capital lease obligations of $6.1 million, and
debt issuance costs of $2.6 million incurred in relation to Amendment No. 2 to our Term Loan Credit Agreement
and the amendment to our Revolving Credit Agreement. Financing activities used $44.0 million during 2014
primarily due to principal payments under our term loan credit facility of approximately $42.1 million.
As of December 31, 2015, our liquidity position, defined as cash on hand and available borrowing capacity,
amounted to $347.9 million, representing an increase of $58.0 million from December 31, 2014. Total debt and
capital lease obligations amounted to $315.6 million as of December 31, 2015.
Capital Expenditures
Capital spending amounted to $20.3 million for 2016 and is anticipated to be in the range of $30 million to
$40 million for 2017. Capital spending for 2016 was primarily utilized to support maintenance, growth, and
productivity improvement initiatives within our facilities.
Off-Balance Sheet Transactions
As of December 31, 2016, we had approximately $6.4 million in operating lease commitments. We did not
enter into any material off-balance sheet debt or operating lease transactions during the year.
Outlook
The demand environment for trailers remained healthy throughout 2016, as evidenced by our strong
backlog, a trailer demand forecast by industry forecasters significantly above replacement demand levels for the
next several years and our ability to increase prices to improve and recapture lost margins. Recent estimates from
industry analysts, ACT Research Company (“ACT”) and FTR Associates (“FTR”), forecast demand for 2017 and
beyond to remain strong. ACT currently estimates demand to be approximately 261,000 trailers for 2017,
46
representing a decrease of 9.1% as compared to 2016, and forecasting continued strong demand levels into the
foreseeable future with estimated annual average demand for the four year period ending 2021 to be approximately
257,000 new trailers. FTR anticipates new trailer demand to be approximately 255,000 new trailers in 2017,
representing a decrease of 9.6% as compared to 2016 while projecting a year over year increase in 2018 with
demand totaling 265,000 trailers. In spite of strong forecasted demand, there remain downside risks relating to
issues with both the domestic and global economies, including housing, energy, and construction-related markets in
the U.S.
Other potential risks as we proceed into 2017 will primarily relate to our ability to effectively manage our
manufacturing operations as well as the cost and supply of raw materials, commodities and components. Significant
increases in the cost of certain commodities, raw materials or components could have an adverse effect on our
results of operations. As has been our practice, we will endeavor to pass raw material and component price
increases to our customers in addition to continuing our cost management and hedging activities in an effort to
minimize the risk changes in material costs could have on our operating results. In addition, we rely on a limited
number of suppliers for certain key components and raw materials in the manufacturing of our products, including
tires, landing gear, axles, suspensions aluminum extrusions and specialty steel coil. At the current and expected
demand levels, there may be shortages of supplies of raw materials or components which would have an adverse
impact on our ability to meet demand for our products.
We believe we are well-positioned for long-term success in the trailer industry because: (1) our core
customers are among the dominant participants in the trucking industry; (2) our DuraPlate® and other industry
leading brand trailers continue to have a strong market acceptance; (3) our focus is on developing solutions that
reduce our customers’ trailer maintenance and operating costs providing the best overall value; and (4) our presence
throughout North America utilizing both our extensive independent dealer network and Company-owned branch
locations to market and sell our products.
Based on the published industry demand forecasts, customer feedback regarding their current requirements,
our existing backlog of orders and our continued efforts to be selective in our order acceptance to ensure we obtain
appropriate value for our products, we estimate that for the full year 2017 total new trailers sold will be between
51,000 and 55,000, which reflects trailer volumes 10% to 16% lower than 2016 demand levels and consistent with
the decrease in demand as projected by industry forecasters for the overall trailer market. While our expectations for
trailer volumes are similar to the demand levels forecasted by industry analysts, our commitment to maintain
margins within our Commercial Trailer Products segment and the continued productivity, cost optimization
initiatives, and exceptional operational excellence through all of our businesses, we expect to deliver solid results in
2017 despite a softer demand environment.
We are not relying solely on strong new trailer volumes and price recovery to improve operations and
enhance our profitability. We believe our corporate strategy to continue our transformation into a more diversified
industrial manufacturer will provide us the opportunity to address new markets, enhance our financial profile and
reduce the cyclicality within our business. While demand for some of these products is dependent on the
development of new products, customer acceptance of our product solutions and the general expansion of our
customer base and distribution channels, we remain committed to enhancing and diversifying our business model
through the organic and strategic initiatives. Through our two operating segments we offer a wide array of products
and customer-specific solutions that we believe provide a good foundation for achieving these goals. In addition, we
have been and will continue to focus on driving ongoing improvements throughout the business, while developing
innovative new products that both add value to our customers’ operations and allow us to continue to differentiate
our products from the competition.
47
Contractual Obligations and Commercial Commitments
A summary of payments of our contractual obligations and commercial commitments, both on and off
balance sheet, as of December 31, 2016 are as follows (in thousands):
DEBT:
Revolving Facility (due 2020)
$
-
$
-
$
-
$
-
$
-
$
-
$
-
2017
2018
2019
2020
2021
Thereafter
Total
Convertible Senior Notes (due 2018)
Term Loan Credit Facility (due 2022)
Other Debt
Capital Leases (including principal and interest)
TOTAL DEBT
OTHER:
Operating Leases
TOTAL OTHER
-
1,928
540
605
48,951
1,928
135
461
-
1,928
-
361
-
1,928
-
361
-
-
1,928
179,828
-
361
-
30
48,951
189,468
675
2,179
$
3,073
$
51,475
$
2,289
$
2,289
$
2,289
$
179,858
$
241,273
$
3,123
$
2,027
$
1,033
$
211
$
41
$
-
$
6,435
$
3,123
$
2,027
$
1,033
$
211
$
41
$
-
$
6,435
OTHER COMMERCIAL COMMITMENTS:
Letters of Credit
$
5,442
$
-
$
-
$
-
$
-
$
-
$
5,442
Raw Material Purchase Commitments
TOTAL OTHER COMMERCIAL
COMMITMENTS
57,818
-
-
-
-
-
57,818
$
63,260
$
-
$
-
$
-
$
-
$
-
$
63,260
TOTAL OBLIGATIONS
$
69,456
$
53,502
$
3,322
$
2,500
$
2,330
$
179,858
$
310,968
Scheduled payments for our Credit Facility exclude interest payments as rates are variable. Borrowings
under the Credit Facility bear interest at a variable rate based on the London Interbank Offer Rate (LIBOR) or a base
rate determined by the lender’s prime rate plus an applicable margin, as defined in the agreement. Outstanding
borrowings under the Credit Facility bear interest at a rate, at our election, equal to (i) LIBOR plus a margin ranging
from 1.50% to 2.00% or (ii) a base rate plus a margin ranging from 0.50% to 1.00%, in each case depending upon
the monthly average excess availability under the Credit Facility. We are required to pay a monthly unused line fee
equal to 0.25% times the average daily unused availability along with other customary fees and expenses of our
agent and lenders.
Scheduled payments for our Notes exclude interest payments that bear interest at the rate of 3.375% per
annum from the date of issuance, payable semi-annually on May 1 and November 1.
Scheduled payments for our Term Loan Credit Agreement, as amended, exclude interest payments as rates
are variable. Borrowings under the Term Loan Credit Agreement, as amended, bear interest at a variable rate, at our
election, equal to (i) LIBOR (subject to a floor of 1.00%) plus a margin of 3.25% or (ii) a base rate plus a margin of
2.25%. The Term Loan Credit Agreement matures in March 2022, but provides for an accelerated maturity in the
event our outstanding Notes are not converted, redeemed, repurchased or refinanced in full on or before the date that
is 91 days prior to the maturity date thereof and we are not then maintaining, and continue to maintain until the
Notes are converted, redeemed, repurchased or refinanced in full, liquidity of at least $125 million.
Capital leases represent future minimum lease payments including interest. Operating leases represent the
total future minimum lease payments.
We have standby letters of credit totaling $5.4 million issued in connection with workers compensation
claims and surety bonds.
We have $57.8 million in purchase commitments through December 2017 for various raw material
commodities, including aluminum, steel and nickel as well as other raw material components that are within normal
production requirements.
48
Significant Accounting Policies and Critical Accounting Estimates
Our significant accounting policies are more fully described in Note 2 to our consolidated financial
statements. Certain of our accounting policies require the application of significant judgment by management in
selecting the appropriate assumptions for calculating financial estimates. By their nature, these judgments are
subject to an inherent degree of uncertainty. These judgments are based on our historical experience, terms of
existing contracts, evaluation of trends in the industry, information provided by our customers and information
available from other outside sources, as appropriate.
We consider an accounting estimate to be critical if it requires us to make assumptions about matters that
were uncertain at the time we were making the estimate or changes in the estimate or different estimates that we
could have selected would have had a material impact on our financial condition or results of operations.
The table below presents information about the nature and rationale for our critical accounting estimates:
Balance Sheet
Caption
Critical Estimate
Item
Nature of Estimates
Required
Assumptions/
Approaches Used
Other accrued
liabilities and other
non-current liabilities
Warranty
Accounts receivable
Allowance for
doubtful accounts
Estimating warranty requires
us to forecast the resolution
of existing claims and
expected future claims on
products sold.
Estimating the allowance for
doubtful accounts requires
us to estimate the financial
capability of customers to
pay for products.
We base our estimate on
historical trends of trailers
sold and payment amounts,
combined with our current
understanding of the status of
existing claims, recall
campaigns and discussions
with our customers.
We base our estimates on
historical experience, the
length of time an account is
outstanding, evaluation of
customer’s financial condition
and information from credit
rating services.
Key Factors
Failure rates and
estimated repair
costs
Customer
financial
condition
Inventories
Lower of cost or
market write-
downs
We evaluate future demand
for products, market
conditions and incentive
programs.
Property, plant and
equipment, intangible
assets, goodwill and
other assets
Impairment of
long- lived assets
We are required periodically
to review the recoverability
of certain of our assets based
on projections of anticipated
future cash flows, including
future profitability
assessments of various
product lines.
Estimates are based on recent
sales data, historical
experience, external market
analysis and third party
appraisal services.
Market
conditions
Product type
We estimate cash flows using
internal budgets based on
recent sales data, and
independent trailer production
volume to assist with
estimating future demand.
Future
production
estimates
In addition, there are other items within our financial statements that require estimation, but are not as critical as
those discussed above. Changes in estimates used in these and other items could have a significant effect on our
consolidated financial statements. The determination of the fair market value of our finished goods, primarily
consisting of new trailers, and used trailer inventories are subject to variation, particularly in times of rapidly
changing market conditions. A 5% change in the valuation of our finished goods and used trailer inventories at
December 31, 2016, would be approximately $3.0 million.
Other
Inflation
We have historically been able to offset the impact of rising costs through productivity improvements as
well as selective price increases. As a result, inflation has not had, and is not expected to have, a significant impact
on our business.
49
New Accounting Pronouncements
For information related to new accounting standards, see Note 2 of the Notes to Consolidated Financial
Statements in Item 8 of this Form 10-K.
ITEM 7A—QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
In addition to the risks inherent in our operations, we have exposure to financial and market risk resulting
from volatility in commodity prices and interest rates. The following discussion provides additional detail regarding
our exposure to these risks.
a. Commodity Prices
We are exposed to fluctuation in commodity prices through the purchase of various raw materials that are
processed from commodities such as aluminum, steel, lumber, nickel, copper and polyethylene. Given the historical
volatility of certain commodity prices, this exposure can significantly impact product costs. We manage some of
our commodity price changes by entering into fixed price contracts with our suppliers. As of December 31, 2016,
we had $57.8 million in raw material purchase commitments through December 2017 for materials that will be used
in the production process, as compared to $72.4 million as of December 31, 2015. We typically do not set prices for
our products more than 45-90 days in advance of our commodity purchases and can, subject to competitive market
conditions, take into account the cost of the commodity in setting our prices for each order. To the extent that we
are unable to offset the increased commodity costs in our product prices, our results would be materially and
adversely affected.
b.
Interest Rates
As of December 31, 2016, we had no floating rate debt outstanding under our revolving facility and for
2016 we maintained no floating rate borrowing under our revolving facility. As of December 31, 2016, we had
outstanding borrowings under our Term Loan Credit Agreement, as amended, totaling $189.5 million that bear
interest at a floating rate, subject to a minimum interest rate. Based on the average borrowings under our revolving
facility and the outstanding indebtedness under our Term Loan Credit Agreement a hypothetical 100 basis-point
change in the floating interest rate would result in a corresponding change in interest expense over a one-year period
of $1.5 million. This sensitivity analysis does not account for the change in the competitive environment indirectly
related to the change in interest rates and the potential managerial action taken in response to these changes.
c. Foreign Exchange Rates
We are subject to fluctuations in the British pound sterling and Mexican peso exchange rates that impact
transactions with our foreign subsidiaries, as well as U.S. denominated transactions between these foreign
subsidiaries and unrelated parties. A five percent change in the British pound sterling or Mexican peso exchange
rates would have an immaterial impact on results of operations. We do not hold or issue derivative financial
instruments for speculative purposes.
50
ITEM 8—FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Report of Independent Registered Public Accounting Firm ..........................................................
Consolidated Balance Sheets as of December 31, 2015 and 2014 ................................................
Consolidated Statements of Operations for the years ended December 31, 2015, 2014 and
2013 ........................................................................................................................................
Consolidated Statements of Comprehensive Income for the years ended December 31, 2015,
2014 and 2013 ........................................................................................................................
Consolidated Statements of Stockholders’ Equity for the years ended December 31, 2015,
2014 and 2013 ........................................................................................................................
Consolidated Statements of Cash Flows for the years ended December 31, 2015, 2014 and
2013 ........................................................................................................................................
Notes to Consolidated Financial Statements .................................................................................
Pages
52
53
54
55
56
57
58
51
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders of Wabash National Corporation:
We have audited the accompanying consolidated balance sheets of Wabash National Corporation as of
December 31, 2016 and 2015, and the related consolidated statements of operations, comprehensive income,
stockholders' equity, and cash flows for each of the three years in the period ended December 31, 2016. These
financial statements are the responsibility of the Company's management. Our responsibility is to express an
opinion on these financial statements based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight
Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free of material misstatement. An audit includes examining, on a test
basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing
the accounting principles used and significant estimates made by management, as well as evaluating the overall
financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects, the
consolidated financial position of Wabash National Corporation at December 31, 2016 and 2015, and the
consolidated results of its operations and its cash flows for each of the three years in the period ended December 31,
2016, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight
Board (United States), Wabash National Corporation’s internal control over financial reporting as of December 31,
2016, based on criteria established in Internal Control—Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated February 27, 2017
expressed an unqualified opinion thereon.
/s/ ERNST & YOUNG LLP
Indianapolis, Indiana
February 27, 2017
52
WABASH NATIONAL CORPORATION
CONSOLIDATED BALANCE SHEETS
(Dollars in thousands)
ASSETS
CURRENT ASSETS
Cash and cash equivalents
Accounts receivable
Inventories
Deferred income taxes
Prepaid expenses and other
Total current assets
PROPERTY, PLANT AND EQUIPMENT
DEFERRED INCOME TAXES
GOODWILL
INTANGIBLE ASSETS
OTHER ASSETS
LIABILITIES AND STOCKHOLDERS' EQUITY
CURRENT LIABILITIES
Current portion of long-term debt
Current portion of capital lease obligations
Accounts payable
Other accrued liabilities
Total current liabilities
LONG-TERM DEBT
CAPITAL LEASE OBLIGATIONS
DEFERRED INCOME TAXES
OTHER NONCURRENT LIABILITIES
COMMITMENTS AND CONTINGENCIES
STOCKHOLDERS' EQUITY
Common stock 200,000,000 shares authorized, $0.01 par value, 60,129,631
and 64,929,510 shares outstanding, respectively
Additional paid-in capital
Retained Earnings (Accumulated Deficit)
Accumulated other comprehensive loss
Treasury stock at cost, 12,474,109 and 6,638,643 common shares, respectively
Total stockholders' equity
December 31,
2016
2015
$
163,467
$
178,853
153,634
139,953
-
24,351
152,824
166,982
22,431
8,417
$
481,405
$
529,507
134,138
20,343
148,367
94,405
20,075
140,438
1,358
149,718
114,616
14,033
$
898,733
$
949,670
$
2,468
$
37,611
494
71,338
92,314
806
79,618
93,042
$
166,614
$
211,077
233,465
274,885
1,409
499
24,355
725
640,883
3,591
(2,847)
(169,961)
1,875
1,497
20,525
715
642,908
(111,907)
(1,500)
(90,405)
$
472,391
$
439,811
$
898,733
$
949,670
The accompanying notes are an integral part of these Consolidated Statements.
53
WABASH NATIONAL CORPORATION
CONSOLIDATED STATEMENTS OF OPERATIONS
(Dollars in thousands, except per share amounts)
NET SALES
COST OF SALES
Year Ended December 31,
2015
2016
2014
$
1,845,444
$
2,027,489
$
1,863,315
1,519,910
1,724,046
1,630,681
Gross profit
$
325,534
$
303,443
$
232,634
GENERAL AND ADMINISTRATIVE EXPENSES
74,129
73,495
61,694
SELLING EXPENSES
27,270
27,233
26,676
AMORTIZATION OF INTANGIBLES
19,940
21,259
21,878
OTHER OPERATING EXPENSES
1,663
1,087
-
Income from operations
$
202,532
$
180,369
$
122,386
OTHER INCOME (EXPENSE):
Interest expense
Other, net
(15,663)
(1,452)
(19,548)
2,490
(22,165)
(1,759)
Income before income taxes
$
185,417
$
163,311
$
98,462
INCOME TAX EXPENSE
65,984
59,022
37,532
Net income
$
119,433
$
104,289
$
60,930
BASIC NET INCOME PER SHARE
$
1.87
$
1.55
$
0.88
DILUTED NET INCOME PER SHARE
$
1.82
$
1.50
$
0.85
The accompanying notes are an integral part of these Consolidated Statements.
54
WABASH NATIONAL CORPORATION
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(Dollars in thousands)
Year Ended December 31,
2016
2015
2014
NET INCOME
$
119,433
$
104,289
$
60,930
Other comprehensive (loss) income:
Foreign currency translation adjustment
Total other comprehensive (loss) income
(1,347)
(1,347)
(863)
(863)
(619)
(619)
COMPREHENSIVE INCOME
$
118,086
$
103,426
$
60,311
The accompanying notes are an integral part of these Consolidated Statements.
55
WABASH NATIONAL CORPORATION
CONSOLIDATED STATEMENTS OF STOCKHOLDERS' EQUITY
(Dollars in thousands)
Common Stock
Shares
Amount
Additional
Paid-In
Capital
Retained
Earnings
(Deficit)
Accumulated
Other
Comprehensive
Losses
Treasury
Stock
Total
BALANCES, December 31, 2013
68,523,419
$
705
$
625,971
$
(277,128)
$
(18)
$
(27,151)
$
322,379
Net income for the year
Foreign currency translation
Stock-based compensation
Stock repurchase
Common stock issued in connection with:
Stock option exercises
-
-
392,470
(113,203)
195,383
-
-
4
-
-
-
-
7,714
-
1,921
60,930
-
-
-
-
-
(619)
-
-
-
-
-
-
(1,497)
60,930
(619)
7,718
(1,497)
-
1,921
BALANCES, December 31, 2014
68,998,069
$
709
$
635,606
$
(216,198)
$
(637)
$
(28,648)
$
390,832
Net income for the year
Foreign currency translation
Stock-based compensation
Stock repurchase
Equity component of convertible senior notes repurchase
Common stock issued in connection with:
Stock option exercises
396,389
(4,651,570)
186,622
4
2
10,006
(4,714)
2,010
104,291
(863)
(61,757)
104,291
(863)
10,010
(61,757)
(4,714)
2,012
BALANCES, December 31, 2015
64,929,510
$
715
$
642,908
$
(111,907)
$
(1,500)
$
(90,405)
$
439,811
Net income for the year
Foreign currency translation
Stock-based compensation
Stock repurchase
Equity component of convertible senior notes repurchase
Common stock dividends
Common stock issued in connection with:
Stock option exercises
119,433
(1,347)
615,066
(5,832,387)
417,442
6
4
12,031
(18,883)
4,827
(3,935)
(79,556)
119,433
(1,347)
12,037
(79,556)
(18,883)
(3,935)
4,831
BALANCES, December 31, 2016
60,129,631
$
725
$
640,883
$
3,591
$
(2,847)
$
(169,961)
$
472,391
The accompanying notes are an integral part of these Consolidated Statements.
56
WABASH NATIONAL CORPORATION
CONSOLIDATED STATEMENTS OF CASH FLOWS
(Dollars in thousands)
Cash flows from operating activities
Net income
Adjustments to reconcile net income to net cash provided by
operating activities
Depreciation
Amortization of intangibles
Net loss (gain) on sale of property, plant and equipment
Loss on debt extinguishment
Deferred income taxes
Stock-based compensation
Non-cash interest expense
Impairment of goodwill and other intangibles
Changes in operating assets and liabilities
Accounts receivable
Inventories
Prepaid expenses and other
Accounts payable and accrued liabilities
Other, net
Years Ended December 31,
2016
2015
2014
$
119,433
$
104,289
$
60,930
16,830
19,940
101
1,895
4,044
12,038
3,475
1,663
(809)
24,969
(10,147)
(13,002)
(1,680)
16,739
21,259
(8,299)
5,808
(7,749)
10,010
5,222
1,087
(17,618)
10,162
1,786
(12,243)
1,342
16,951
21,878
13
1,042
16,573
7,833
5,994
(14,848)
3,116
(571)
(26,787)
511
Net cash provided by operating activities
$
178,750
$
131,795
$
92,635
Cash flows from investing activities
Capital expenditures
Proceeds from sale of property, plant and equipment
Other
Net cash used in investing activities
Cash flows from financing activities
Proceeds from exercise of stock options
Borrowings under revolving credit facilities
Payments under revolving credit facilities
Principal payments under capital lease obligations
Proceeds from issuance of term loan credit facility
Principal payments under term loan credit facility
Principal payments under industrial revenue bond
Debt issuance costs paid
Convertible senior notes repurchase
Stock repurchase
Net cash used in financing activities
Net (decrease) increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
Supplemental disclosures of cash flow information
Cash paid during the period for
Interest
Income taxes
(20,342)
19
3,014
(20,847)
13,203
-
(19,957)
87
4,113
$
(17,309)
$
(7,644)
$
(15,757)
4,831
618
(618)
(779)
-
(1,928)
(473)
-
(98,922)
(79,556)
(176,827)
$
2,012
1,134
(1,134)
(4,201)
192,845
(194,291)
(496)
(2,587)
(22,936)
(61,757)
(91,411)
$
1,921
806
(806)
(1,898)
-
(42,078)
(475)
-
-
(1,497)
(44,027)
$
$
$
(15,386)
178,853
163,467
$
32,740
146,113
178,853
$
$
32,851
113,262
146,113
$
$
$
12,656
68,870
$
$
14,578
66,283
$
$
16,136
20,220
The accompanying notes are an integral part of these Consolidated Statements.
57
WABASH NATIONAL CORPORATION
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1.
DESCRIPTION OF THE BUSINESS
Wabash National Corporation (the “Company,” “Wabash” or “Wabash National”) manufactures a diverse
range of products including: dry freight and refrigerated trailers, platform trailers, bulk tank trailers, dry and
refrigerated truck bodies, truck-mounted tanks, intermodal equipment, aircraft refueling equipment, structural
composite panels and products, trailer aerodynamic solutions, and specialty food grade and pharmaceutical
equipment. Its innovative products are sold under the following brand names: Wabash National®, Beall®, Benson®,
Brenner® Tank, Bulk Tank International, DuraPlate®, Extract Technology®, Garsite, Progress Tank, Transcraft®,
Walker Engineered Products, and Walker Transport.
2.
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
a. Basis of Consolidation
The consolidated financial statements reflect the accounts of the Company and its wholly-owned and
majority-owned subsidiaries. All significant intercompany profits, transactions and balances have been eliminated
in consolidation.
b. Use of Estimates
The preparation of consolidated financial statements in conformity with U.S. generally accepted accounting
principles requires management to make estimates and assumptions that directly affect the amounts reported in its
consolidated financial statements and accompanying notes. Actual results could differ from these estimates.
c. Revenue Recognition
The Company recognizes revenue from the sale of its products when the customer has made a fixed
commitment to purchase a product for a fixed or determinable price, collection is reasonably assured under the
Company’s normal billing and credit terms and ownership and all risk of loss has been transferred to the buyer,
which is normally upon shipment to or pick up by the customer. Revenues on certain contracts are recorded on a
percentage of completion method, measured by actual total cost incurred to the total estimated costs for each project.
Revenues exclude all taxes collected from the customer. Shipping and handling fees are included in Net Sales and
the associated costs included in Cost of Sales in the Consolidated Statements of Operations.
d. Used Trailer Trade Commitments and Residual Value Guarantees
In the normal course of business, the Company may accept used trailers on trade for new trailer purchases.
These commitments arise related to future new trailer orders at the time a new trailer order is placed by the
customer. The Company acquired used trailers on trade of $4.6 million, $12.8 million, and $26.8 million in 2016,
2015, and 2014, respectively. As of December 31, 2016, the Company had no outstanding trade commitments, and
$2.1 million in outstanding trade commitments as of December 31, 2015. On occasion, the amount of the trade
allowance provided for in the used trailer commitments, or cost, may exceed the net realizable value of the
underlying used trailer. In these instances, the Company’s policy is to recognize the loss related to these
commitments at the time the new trailer revenue is recognized. Net realizable value of used trailers is measured
considering market sales data for comparable types of trailers. The net realizable value of the used trailers subject to
the remaining outstanding trade commitments was estimated by the Company to be $0.0 million and $10.0 million
as of December 31, 2016 and 2015, respectively.
e. Cash and Cash Equivalents
Cash and cash equivalents include all highly liquid investments with a maturity of three months or less at
the time of purchase.
58
f.
Accounts Receivable
Accounts receivable are shown net of allowance for doubtful accounts and primarily include trade
receivables. The Company records and maintains a provision for doubtful accounts for customers based upon a
variety of factors including the Company’s historical collection experience, the length of time the account has been
outstanding and the financial condition of the customer. If the circumstances related to specific customers were to
change, the Company’s estimates with respect to the collectability of the related accounts could be further adjusted.
The Company’s policy is to write-off receivables when they are determined to be uncollectible. Provisions to the
allowance for doubtful accounts are charged to Selling, General, and Administrative Expenses in the Consolidated
Statements of Operations. The following table presents the changes in the allowance for doubtful accounts (in
thousands):
Balance at beginning of year
Provision
Write-offs, net of recoveries
Years Ended December 31,
2015
2014
$
1,047
145
(236)
$
2,058
178
(1,189)
2016
$
956
117
(122)
Balance at end of year
$
951
$
956
$
1,047
g.
Inventories
Inventories are stated at the lower of cost, determined on either the first-in, first-out or average cost
method, or market. The cost of manufactured inventory includes raw material, labor and overhead. Inventories
consist of the following (in thousands):
Finished goods
Raw materials and components
Work in progress
Aftermarket parts
Used trailers
h. Prepaid Expenses and Other
December 31,
$
2016
57,297
53,388
18,422
8,356
2,490
$
2015
67,260
65,790
18,201
8,714
7,017
$
139,953
$
166,982
Prepaid expenses and other as of December 31, 2016 and 2015 were $24.4 million and $8.4 million,
respectively. The balances as of December 31, 2016 include $5.8 million of assets held for sale related to three of
the Company’s former branch locations. Prepaid expenses and other for both periods include items such as
insurance premiums, maintenance agreements, and income tax and other receivables. Insurance premiums and
maintenance agreements are charged to expense over the contractual life, which is generally one year or less.
Additionally, costs in excess of billings on contracts for which the Company recognizes revenue on a percentage of
completion basis are included in this category.
i. Property, Plant and Equipment
Property, plant and equipment are recorded at cost, net of accumulated depreciation. Maintenance and
repairs are charged to expense as incurred, while expenditures that extend the useful life of an asset are capitalized.
Depreciation is recorded using the straight-line method over the estimated useful lives of the depreciable assets. The
estimated useful lives are up to 33 years for buildings and building improvements and range from three to ten years
for machinery and equipment. Depreciation expense, which is recorded in Cost of Sales and General and
Administrative Expenses in the Consolidated Statements of Operations, as appropriate, on property, plant and
equipment was $15.9 million, $16.0 million, and $16.5 million in 2016, 2015, and 2014, respectively, and includes
amortization of assets recorded in connection with the Company’s capital lease agreements. As of December 31,
59
2016 and 2015, the assets related to the Company’s capital lease agreements are recorded within Property, Plant and
Equipment in the Consolidated Balance Sheet for the amount of $4.3 million and $5.0 million, respectively, net of
accumulated depreciation of $1.9 million and $2.6 million, respectively.
Property, plant and equipment consist of the following (in thousands):
Land
Buildings and building improvements
Machinery and equipment
Construction in progress
Less: accumulated depreciation
j.
Intangible Assets
December 31,
2016
$
20,958
110,789
231,094
12,116
$
374,957
(240,819)
$
134,138
2015
$
22,978
114,216
220,814
13,741
$
371,749
(231,311)
$
140,438
As of December 31, 2016, the balances of intangible assets, other than goodwill, were as follows (in
thousands):
Tradenames and trademarks
Customer relationships
Technology
Total
Weighted Average
Amortization Period
20 years
10 years
12 years
Gross Intangible
Assets
$
Accumulated
Amortization
$
Net Intangible
Assets
$
37,894
151,090
16,517
205,501
(11,864)
(92,686)
(6,546)
(111,096)
$
$
$
26,030
58,404
9,971
94,405
As of December 31, 2015, the balances of intangible assets, other than goodwill, were as follows (in
thousands):
Tradenames and trademarks
Customer relationships
Technology
Total
Weighted Average
Amortization Period
20 years
10 years
12 years
Gross Intangible
Assets
$
Accumulated
Amortization
$
Net Intangible
Assets
$
37,894
151,634
16,517
206,045
(9,970)
(76,340)
(5,119)
(91,429)
27,924
75,294
11,398
114,616
$
$
$
Intangible asset amortization expense was $19.9 million, $21.3 million, and $21.9 million for 2016, 2015,
and 2014, respectively. Annual intangible asset amortization expense for the next 5 fiscal years is estimated to be
$16.9 million in 2017; $15.4 million in 2018; $14.5 million in 2019; $13.7 million in 2020; and $12.0 million in
2021.
k. Goodwill
Goodwill represents the excess purchase price over fair value of the net assets acquired. The Company
reviews goodwill for impairment, at the reporting unit level, annually on October 1 and whenever events or changes
in circumstances indicate its carrying value may not be recoverable. In accordance with ASC 350, Intangibles –
Goodwill and Other, goodwill is reviewed for impairment utilizing either a qualitative assessment or a two-step
quantitative process.
The Company has the option to first assess qualitative factors to determine whether the existence of events
or circumstances leads to a determination that it is more likely than not that the fair value of a reporting unit is less
than its carrying amount. In assessing the qualitative factors to determine whether it is more likely than not that the
fair value of a reporting unit is less than its carrying amount, the Company assesses relevant events and
60
circumstances that may impact the fair value and the carrying amount of the reporting unit. The identification of
relevant events and circumstances and how these may impact a reporting unit's fair value or carrying amount involve
The judgments and assumptions include the identification of
significant judgments and assumptions.
macroeconomic conditions, industry and market conditions, cost factors, overall financial performance and
Company specific events and making the assessment on whether each relevant factor will impact the impairment test
positively or negatively and the magnitude of any such impact. If, after assessing the totality of events or
circumstances, the Company determines it is not more likely than not that the fair value of a reporting unit is less
than its carrying amount, then performing the two-step impairment test is unnecessary.
For reporting units in which the Company performs the two-step quantitative analysis, the first step
compares the carrying value, including goodwill, of each reporting unit with its estimated fair value. If the fair
value of the reporting unit exceeds its carrying value, the goodwill is not considered impaired. If the carrying value
is greater than the fair value, this suggests that an impairment may exist and a second step is required in which the
implied fair value of goodwill is calculated as the excess of the fair value of the reporting unit over the fair values
assigned to its assets and liabilities. If this implied fair value is less than the carrying value, the difference is
recognized as an impairment loss charged to the reporting unit. In assessing goodwill using this quantitative
approach, the Company establishes fair value for the purpose of impairment testing by averaging the fair value using
an income and market approach. The income approach employs a discounted cash flow model incorporating similar
pricing concepts used to calculate fair value in an acquisition due diligence process and a discount rate that takes
into account the Company’s estimated average cost of capital. The market approach employs market multiples
based on comparable publicly traded companies in similar industries as the reporting unit. Estimates of fair value are
established using current and forward multiples adjusted for size and performance of the reporting unit relative to
peer companies.
During the second quarter of 2016, with the realignment of the Company’s reporting segments, the
Company performed an analysis to determine the allocations of goodwill and test for impairment. Based on this
analysis, the Company determined that the portion of goodwill allocated to the retail branch operations was impaired
as the fair value of the reporting unit did not exceed its carrying value resulting in an impairment charge for the
Commercial Trailer Products reporting segment of $1.7 million. In the fourth quarter of 2016 and 2014, the
Company completed its goodwill impairment test using the quantitative assessment. Furthermore, for 2015, the
Company completed its goodwill impairment testing during the fourth quarter using the qualitative approach. Based
on the testing performed in each of these years, the Company believed it was more likely than not that the fair value
of its reporting units were greater than their carrying amount and no additional impairment of goodwill was
recognized. Additionally, in 2014, the Company’s former retail reporting unit recognized a partial disposal of
goodwill in the amount of $0.5 million resulting from the transitioning of three retail branch locations to
independent dealer facilities during the second quarter of 2014.
The changes in the carrying amounts of goodwill, all of which are included in the Company’s Diversified
Products segment as of December 31, 2016, except for approximately $2.6 million allocated to the Company’s
Commercial Trailer Products segment, for the years ended December 31, 2016 and 2015 were as follows (in
thousands):
2016
2015
Balance as of January 1
$
149,718
$
149,603
Effects of foreign currency
Impairment of goodwill
312
(1,663)
115
-
Balance as of December 31
$
148,367
$
149,718
l. Other Assets
The Company capitalizes the cost of computer software developed or obtained for internal use. Capitalized
software is amortized using the straight-line method over three to seven years. As of December 31, 2016 and 2015,
the Company had software costs, net of amortization, of $5.4 million and $2.7 million, respectively. Amortization
expense for 2016, 2015 and 2014 was $1.0 million, $0.7 million, and $0.5 million, respectively.
61
m. Long-Lived Assets
Long-lived assets, consisting primarily of intangible assets and property, plant and equipment, are reviewed
for impairment whenever facts and circumstances indicate that the carrying amount may not be recoverable.
Specifically, this process involves comparing an asset’s carrying value to the estimated undiscounted future cash
flows the asset is expected to generate over its remaining life. If this process were to result in the conclusion that the
carrying value of a long-lived asset would not be recoverable, a write-down of the asset to fair value would be
recorded through a charge to operations. Fair value is determined based upon discounted cash flows or appraisals as
appropriate.
n. Other Accrued Liabilities
The following table presents the major components of Other Accrued Liabilities (in thousands):
Payroll and related taxes
Warranty
Customer deposits
Self-insurance
Accrued taxes
All other
December 31,
$
2016
26,793
20,520
19,302
8,387
6,400
10,912
$
2015
34,427
19,709
14,877
7,677
8,075
8,277
$
92,314
$
93,042
The following table presents the changes in the product warranty accrual included in Other Accrued
Liabilities (in thousands):
Balance as of January 1
Provision for warranties issued in current year
Provision for (Recovery of) pre-existing warranties
Payments
$
2016
19,709
6,601
560
(6,350)
$
2015
15,462
9,714
(409)
(5,058)
Balance as of December 31
$
20,520
$
19,709
The Company offers a limited warranty for its products with a coverage period that ranges between one and
five years, except that the coverage period for DuraPlate® trailer panels is ten years. The Company passes through
component manufacturers’ warranties to its customers. The Company’s policy is to accrue the estimated cost of
warranty coverage at the time of the sale.
The following table presents the changes in the self-insurance accrual included in Other Accrued Liabilities
(in thousands):
Balance as of January 1
Expense
Payments
Balance as of December 31
2016
$
7,677
41,470
(40,760)
$
8,387
2015
$
7,494
40,023
(39,840)
$
7,677
The Company is self-insured up to specified limits for medical and workers’ compensation coverage. The
self-insurance reserves have been recorded to reflect the undiscounted estimated liabilities, including claims
incurred but not reported, as well as catastrophic claims as appropriate.
62
o.
Income Taxes
The Company determines its provision or benefit for income taxes under the asset and liability method.
The asset and liability method measures the expected tax impact at current enacted rates of future taxable income or
deductions resulting from differences in the tax and financial reporting basis of assets and liabilities reflected in the
Consolidated Balance Sheets. Future tax benefits of tax losses and credit carryforwards are recognized as deferred
tax assets. Deferred tax assets are reduced by a valuation allowance to the extent management determines that it is
more-likely-than-not the Company would not realize the value of these assets.
The Company accounts for income tax contingencies by prescribing a “more-likely-than-not” recognition
threshold that a tax position is required to meet before being recognized in the financial statements.
p. Concentration of Credit Risk
Financial instruments that potentially subject the Company to significant concentrations of credit risk
consist principally of cash, cash equivalents and customer receivables. The Company places its cash and cash
equivalents with high quality financial institutions. Generally, the Company does not require collateral or other
security to support customer receivables.
q. Research and Development
Research and development expenses are charged to earnings as incurred and were $6.4 million, $4.8
million and $1.7 million in 2016, 2015 and 2014, respectively.
r. New Accounting Pronouncements
In May 2014, the Financial Accounting Standards Board (the “FASB”) issued Accounting Standards
Update (“ASU”) No. 2014-09, Revenue from Contracts with Customers (Topic 606), which supersedes the revenue
recognition requirements in Accounting Standards Codification (“ASC”) 605, Revenue. Furthermore, the FASB
issued additional amendments and technical corrections related to ASU 2014-09 during 2016, which are considered
in our evaluation of this standard. This ASU is based on the principle that revenue is recognized to depict the
transfer of goods or services to customers in an amount that reflects the consideration to which the entity expects to
be entitled in exchange for those goods or services. The ASU also requires additional disclosure about the nature,
amount, timing and uncertainty of revenue and cash flows arising from customer contracts, including significant
judgments and changes in judgments and assets recognized from costs incurred to obtain or fulfill a contract. The
effective date of these standards will be the first quarter of fiscal year 2018 using one of two retrospective
application methods. The Company is currently developing an implementation plan to adopt this new standard and
in the process of reviewing a majority of its revenue streams and the related performance obligations and pricing
arrangements. In addition, the Company is also evaluating contractual terms, such as customer acceptance clauses,
payment terms, shipping instructions, and timing of shipments, against the new standards to determine the impact on
the Company’s financial statements. As part of this plan, the Company is evaluating which method to apply and
assessing the potential impact of the adoption on its financial statements and related disclosures. The Company
expects to conclude this evaluation in 2017.
In August 2014, the FASB issued ASU No. 2014-15, Presentation of Financial Statements – Going
Concern, which requires management to evaluate whether there is substantial doubt about an entity’s ability to
continue as a going concern and provide related footnote disclosures. The guidance is effective for annual and
interim reporting periods beginning on or after December 15, 2016. The Company adopted the guidance in 2016
and, as a result, this standard did not have a material impact on its financial statements.
In April 2015, the FASB issued ASU No. 2015-03, Imputation of Interest. Also, in August 2015, the
FASB issued ASU No. 2015-15, Imputation of Interest, Presentation and Subsequent Measurement of Debt
Issuance Costs Associated with Line-of-Credit Agreements. These ASUs simplified the presentation of debt
issuance costs to be presented in the balance sheet as a direct deduction from the carrying amount of debt liability,
consistent with debt discounts or premiums. The recognition and measurement guidance for debt issuance costs are
not affected by these ASUs. Furthermore, ASU No. 2015-15 provided authoritative guidance permitting an entity to
defer and present debt issuance costs as an asset and subsequently amortizing the deferred debt issuance costs
ratably over the term of the line-of-credit arrangement, regardless of whether there are any outstanding borrowings
63
on the line-of-credit arrangement. These ASUs were effective for annual and interim reporting periods beginning
after December 15, 2015 and required a retrospective approach. The Company adopted the guidance in 2016 and, as
a result, it did not have a material impact on financial statements.
In July 2015, the FASB issued ASU No. 2015-11, simplifying the Measurement of Inventory. This ASU,
which applies to inventory that is measured using any method other than the last-in, first-out (LIFO) or retail
inventory method, requires that entities measure inventory at the lower of cost or net realizable value. The guidance
is effective for fiscal years, and interim periods within those years, beginning after December 15, 2016 and should
be applied on a prospective basis. The Company adopted the guidance in 2016 and, as a result, this standard did not
have a material impact on its financial statements.
In November 2015, the FASB issued ASU 2015-17, Income Taxes (Topic 740): Balance Sheet
Classification of Deferred Taxes. This amendment changes how deferred taxes are recognized by eliminating the
requirement of presenting deferred tax liabilities and assets as current and noncurrent on the balance sheet. Instead,
the requirement will be to classify all deferred tax liabilities and assets as noncurrent. ASU 2015-17 is effective for
annual reporting periods beginning after December 15, 2016, including interim periods within that reporting period,
with earlier adoption permitted. ASU 2015-17 can be adopted either prospectively or retrospectively to all periods
presented. The Company adopted ASU 2015-17 prospectively beginning with the first quarter of 2016 and deferred
income taxes are now presented as non-current.
In February 2016, the FASB issued ASU 2016-02, Leases (Topic 842). This update requires lessees to
recognize, on the balance sheet, assets and liabilities for the rights and obligations created by leases of greater than
twelve months. Leases will be classified as either finance or operating, with classification affecting the pattern of
expense recognition in the income statement. This guidance will be effective for the Company as of January 1,
2019. A modified retrospective transition method is required. The Company is currently evaluating the impact the
adoption of this guidance will have on its consolidated financial statements.
In March 2016, the FASB issued ASU No. 2016-09, Compensation – Stock Compensation (Topic 718):
Improvements to Employee Share-Based Payment Accounting, which changed the accounting for certain aspects of
employee share-based payments. The ASU requires companies to recognize additional tax benefits or expenses
related to the vesting or settlement of employee share-based awards (the difference between the actual tax benefit
and the tax benefit initially recognized for financial reporting purposes) as income tax benefit or expense in
earnings, rather than in additional paid-in capital, in the reporting period in which they occur. The ASU also requires
companies to classify cash flows resulting from employee share-based payments, including the additional tax
benefits or expenses related to the vesting or settlement of share-based awards, as cash flows from operating
activities rather than financing activities. Although this change will reduce some of the administrative complexities
of tracking share-based awards, it will increase the volatility of our income tax expense and cash flows from
operations. The new standard is effective for annual reporting periods beginning after December 15, 2016, with
early adoption permitted. The Company early adopted the ASU during the fourth quarter of 2016 and are therefore
required to report the impacts as though the ASU had been adopted on January 1, 2016. Accordingly, the Company
recognized an immaterial income tax benefit as an increase to earnings during the year ended December 31, 2016.
Additionally, the Company recognized additional income tax benefits as an increase to operating cash flows for the
year ended December 31, 2016. The new accounting standard did not impact any periods prior to January 1, 2016, as
the Company applied the changes in the ASU on a prospective basis.
In November 2016, the FASB issued ASU No. 2016-18, Statement of Cash Flows (Topic 230), Restricted
Cash, which requires entities to show the changes in the total of cash, cash equivalents, restricted cash, and
restricted cash equivalents in the statement of cash flows. When cash, cash equivalents, restricted cash and
restricted cash equivalents are presented in more than one item on the balance sheet, a reconciliation of the totals in
the statement of cash flows to the related captions in the balance sheet is required. This guidance will be effective
for the Company as of January 1, 2018. Entities will be required to apply the guidance retrospectively. The
Company is currently evaluating the impact the adoption of this guidance will have on its consolidated financial
statements.
3.
PER SHARE OF COMMON STOCK
Per share results have been calculated based on the average number of common shares outstanding. The
calculation of basic and diluted net income per share is determined using net income applicable to common
64
stockholders as the numerator and the number of shares included in the denominator as follows (in thousands,
except per share amounts):
Basic net income per share
Net income applicable to common stockholders
Undistributed earnings allocated to participating securities
Net income applicable to common stockholders excluding amounts
applicable to participating securities
Weighted average common shares outstanding
Basic net income per share
Diluted net income per share:
Net income applicable to common stockholders
Undistributed earnings allocated to participating securities
Net income applicable to common stockholders excluding
amounts applicable to participating securities
Years Ended December 31,
2015
2016
2014
$
119,433
-
$
104,289
-
$
60,930
(481)
$
119,433
63,729
$
104,289
67,201
$
60,449
68,895
$
1.87
$
1.55
$
0.88
$
119,433
-
$
104,289
-
$
60,930
(481)
$
119,433
$
104,289
$
60,449
Weighted average common shares outstanding
Dilutive shares from assumed conversion of convertible senior notes
Dilutive stock options and restricted stock
Diluted weighted average common shares outstanding
Diluted net income per share
63,729
794
1,239
65,762
1.82
$
67,201
1,128
1,039
69,368
1.50
$
68,895
1,354
814
71,063
0.85
$
Average diluted shares outstanding for the periods ended December 31, 2016, 2015 and 2014 exclude
options to purchase common shares totaling 503, 666 and 581, respectively, because the exercise prices were greater
than the average market price of the common shares. In addition, the calculation of diluted net income per share for
each period includes the impact of the Company’s Notes as the average stock price of the Company’s common stock
during these periods was above the initial conversion price of approximately $11.70 per share.
4.
LEASE ARRANGEMENTS
The Company leases office space, manufacturing, warehouse and service facilities and equipment for
varying periods under both operating and capital lease agreements. Future minimum lease payments required under
these lease commitments as of December 31, 2016 are as follows (in thousands):
2017
2018
2019
2020
2021
Thereafter
Capital
Leases
Operating
Leases
605
460
361
361
361
30
3,123
2,027
1,033
211
41
-
Total minimum lease payments
$
2,178
$
6,435
Interest
(276)
Present value of net minimum lease payments
$
1,902
Total rental expense was $6.2 million, $6.2 million, and $5.8 million for 2016, 2015, and 2014,
respectively.
65
5.
DEBT
Long-term debt consists of the following (in thousands):
Convertible senior notes
Term loan credit agreement
Other debt
Less: unamortized discount and fees
Less: current portion
December 31,
2016
$
48,951
189,470
676
$
239,097
(3,164)
(2,468)
December 31,
2015
$
131,000
191,399
1,149
$
323,548
(11,052)
(37,611)
$
233,465
$
274,885
Convertible Senior Notes
In April 2012, the Company issued Convertible Senior Notes due 2018 (the “Notes”) with an aggregate
principal amount of $150 million in a public offering. The Notes bear interest at a rate of 3.375% per annum from
the date of issuance, payable semi-annually on May 1 and November 1. The Notes are senior unsecured obligations
of the Company ranking equally with its existing and future senior unsecured debt.
The Notes are convertible by their holders into cash, shares of the Company’s common stock or any
combination thereof at the Company’s election, at an initial conversion rate of 85.4372 shares of the Company’s
common stock per $1,000 in principal amount of Notes, which is equal to an initial conversion price of
approximately $11.70 per share, only under the following circumstances: (A) before November 1, 2017 (1) during
any calendar quarter commencing after the calendar quarter ending on June 30, 2012 (and only during such calendar
quarter), if the last reported sale price of the common stock for at least 20 trading days (whether or not consecutive)
during a period of 30 consecutive trading days ending on the last trading day of the immediately preceding calendar
quarter is greater than or equal to 130% of the conversion price on each applicable trading day; (2) during the five
business day period after any five consecutive trading day period (the “measurement period”) in which the trading
price (as defined in the indenture for the Notes) per $1,000 principal amount of Notes for each trading day of the
measurement period was less than 98% of the product of the last reported sale price of the Company’s common
stock and the conversion rate on each such trading day; and (3) upon the occurrence of specified corporate events as
described in the indenture for the Notes; and (B) at any time on or after November 1, 2017 until the close of business
on the second business day immediately preceding the maturity date. As of December 31, 2016, the Notes were not
convertible based on the above criteria. If the Notes outstanding at December 31, 2016 were converted as of
December 31, 2016, the if-converted value would exceed the principal amount by approximately $17 million.
It is the Company’s intent to settle conversions through a net share settlement, which involves repayment
of cash for the principal portion and delivery of shares of common stock for the excess of the conversion value over
the principal portion. The Company used the net proceeds of $145.1 million from the sale of the Notes to fund a
portion of the purchase price of the acquisition of Walker Group Holdings (“Walker”) in May 2012.
The Company accounts separately for the liability and equity components of the Notes in accordance with
authoritative guidance for convertible debt instruments that may be settled in cash upon conversion. The guidance
required the carrying amount of the liability component to be estimated by measuring the fair value of a similar
liability that does not have an associated conversion feature. The Company determined that senior, unsecured
corporate bonds traded on the market represent a similar liability to the Notes without the conversion option. Based
on market data available for publicly traded, senior, unsecured corporate bonds issued by companies in the same
industry and with similar maturity, the Company estimated the implied interest rate of the Notes to be 7.0%,
assuming no conversion option. Assumptions used in the estimate represent what market participants would use in
pricing the liability component, including market interest rates, credit standing, and yield curves, all of which are
defined as Level 2 observable inputs (as defined below). The estimated implied interest rate was applied to the
Notes, which resulted in a fair value of the liability component of $123.8 million upon issuance, calculated as the
present value of implied future payments based on the $150.0 million aggregate principal amount. The $21.7
million difference between the cash proceeds before offering expenses of $145.5 million and the estimated fair value
66
of the liability component was recorded in additional paid-in capital. The discount on the liability portion of the
Notes is being amortized over the life of the Notes using the effective interest rate method.
During 2016 the Company executed multiple agreements with existing holders of the Notes to repurchase
$82.0 million in principal of such Notes for $98.9 million, excluding accrued interest. Additionally, in December
2015, the Company acquired $19.0 million in principal for $22.9 million, excluding accrued interest. For the years
ended December 31, 2016 and 2015, the Company recognized a loss on debt extinguishment of $1.9 million and
$0.2 million, respectively, in connection with the repurchase activity, which was included in Other, net on the
Company’s Consolidated Statements of Operations.
The Company applies the treasury stock method in calculating the dilutive impact of the Notes. For the
years ended December 31, 2016 and 2015, the Notes had a dilutive impact.
The following table summarizes information about the equity and liability components of the Notes (dollars
in thousands).
Principal amount of the Notes outstanding
Unamortized discount and fees of liability component
Net carrying amount of liability component
Less: current portion
Long-term debt
Carrying value of equity component, net of issuance costs
Remaining amortization period of discount on the liability component
December 31,
2016
$
48,951
(2,183)
46,768
-
December 31,
2015
$
131,000
(9,888)
121,112
(35,165)
$
46,768
$
85,947
$
(3,971)
1.3 years
$
15,810
2.3 years
Contractual coupon interest expense and accretion of discount and fees on the liability component for the
Notes for years ended December 31, 2016, 2015 and 2014 included in Interest Expense on the Company’s
Consolidated Statements of Operations were as follow (in thousands):
Contractual coupon interest expense
Accretion of discount and fees on the liability component
Revolving Credit Agreement
Years Ended December 31,
2015
$
$
5,063
4,324
3,198
2,902
2016
$
$
2014
$
$
5,063
4,037
In June 2015, the Company entered into a Joinder and First Amendment to Amended and Restated Credit
Agreement, First Amendment to Amended and Restated Security Agreement and First Amendment to Amended and
Restated Guaranty Agreement (the “Amendment”) by and among the Company, certain of its subsidiaries
designated as Loan Parties (as defined in the Amendment), Wells Fargo Capital Finance, LLC, as arranger and
administrative agent (the “Agent”), and the other lenders party thereto. The Amendment amends, among other
things, the Amended and Restated Credit Agreement (as amended, the “Credit Agreement”), dated as of May 8,
2012, among the Company, certain subsidiaries of the Company from time to time party thereto (together with the
Company, the “Borrowers”), the several lenders from time to time party thereto, and the Agent and provides for,
among other things, a five year, $175 million senior secured revolving credit facility (the “Credit Facility”).
The Amendment, among other things, (i) increases the total commitments under the Credit Facility from
$150 million to $175 million, and (ii) extends the maturity date of the Credit Facility from May 2017 to June 2020,
but provides for an accelerated maturity in the event the Company’s outstanding Notes are not converted, redeemed,
repurchased or refinanced in full on or before the date that is 121 days prior to the maturity date thereof and the
Company is not then maintaining, and continues to maintain until the Notes are converted, redeemed, repurchased or
refinanced in full, (x) Liquidity of at least $125 million and (y) availability under the Credit Facility of at least $25
million. Liquidity, as defined in the Credit Agreement, reflects the difference between (i) the sum of (A) unrestricted
cash and cash equivalents and (B) availability under the Credit Facility and (ii) the amount necessary to fully redeem
the Notes.
67
In addition, the Amendment (i) provides that borrowings under the Credit Facility will bear interest, at the
Borrowers’ election, at (x) LIBOR plus a margin ranging from 150 basis points to 200 basis points (in lieu of the
previous range from 175 basis points to 225 basis points), or (y) a base rate plus a margin ranging from 50 basis
points to 100 basis points (in lieu of the previous range from 75 basis points to 125 basis points), in each case, based
upon the monthly average excess availability under the Credit Facility, (ii) provides that the monthly unused line fee
shall be equal to 25 basis points (which amount was previously 37.5 basis points) times the average unused
availability under the Credit Facility, (iii) provides that if availability under the Credit Facility is less than 12.5%
(which threshold was previously 15%) of the total commitment under the Credit Facility or if there exists an event of
default, amounts in any of the Borrowers’ and the subsidiary guarantors’ deposit accounts (other than certain
excluded accounts) will be transferred daily into a blocked account held by the Agent and applied to reduce the
outstanding amounts under the Credit Facility, (iv) provides that the Company will be required to maintain a
minimum fixed charge coverage ratio of not less than 1.1 to 1.0 as of the end of any period of 12 fiscal months when
excess availability under the Credit Facility is less than 10% (which threshold was previously 12.5%) of the total
commitment under the Credit Facility and (v) amends certain negative covenants in the Credit Agreement.
The Credit Agreement is guaranteed by certain of the Company’s subsidiaries (the “Revolver Guarantors”)
and is secured by (i) first priority security interests (subject only to customary permitted liens and certain other
permitted liens) in substantially all personal property of the Borrowers and the Revolver Guarantors, consisting of
accounts receivable, inventory, cash, deposit and securities accounts and any cash or other assets in such accounts
and, to the extent evidencing or otherwise related to such property, all general intangibles, licenses, intercompany
debt, letter of credit rights, commercial tort claims, chattel paper, instruments, supporting obligations, documents
and payment intangibles (collectively, the “Revolver Priority Collateral”), and (ii) second-priority liens on and
security interests in (subject only to the liens securing the Term Loan Credit Agreement (as defined below),
customary permitted liens and certain other permitted liens) (A) equity interests of each direct subsidiary held by the
Borrower and each Revolver Guarantor (subject to customary limitations in the case of the equity of foreign
subsidiaries), and (B) substantially all other tangible and intangible assets of the Borrowers and the Revolver
Guarantors including equipment, general intangibles, intercompany notes, insurance policies, investment property,
intellectual property and material owned real property (in each case, except to the extent constituting Revolver
Priority Collateral) (collectively, the “Term Priority Collateral”). The respective priorities of the security interests
securing the Credit Agreement and the Term Loan Credit Agreement are governed by an Intercreditor Agreement
between the Revolver Agent and the Term Agent (as defined below) (the “Intercreditor Agreement”).
Subject to the terms of the Intercreditor Agreement, if the covenants under the Credit Agreement are
breached, the lenders may, subject to various customary cure rights, require the immediate payment of all amounts
outstanding and foreclose on collateral. Other customary events of default in the Credit Agreement include, without
limitation, failure to pay obligations when due, initiation of insolvency proceedings, defaults on certain other
indebtedness, and the incurrence of certain judgments that are not stayed, satisfied, bonded or discharged within 30
days.
As of December 31, 2016 the Company had no outstanding borrowings under the Credit Agreement and
was in compliance with all covenants. The Company’s liquidity position, defined as cash on hand and available
borrowing capacity on the Credit Facility, amounted to $333.0 million as of December 31, 2016.
Term Loan Credit Agreement
In May 2012, the Company entered into a credit agreement among the Company, the several lenders from
time to time party thereto, Morgan Stanley Senior Funding, Inc., as administrative agent, joint lead arranger and
joint bookrunner (the “Term Agent”), and Wells Fargo Securities, LLC, as joint lead arranger and joint bookrunner
(the “Term Loan Credit Agreement”), which initially provided, among other things, for a senior secured term loan
facility of $300 million. Also in May 2012, certain of the Company’s subsidiaries (the “Term Guarantors”) entered
into a general continuing guarantee of the Company’s obligations under the Term Loan Credit Agreement in favor
of the Term Agent (the “Term Guarantee”).
In April 2013, the Company entered into Amendment No. 1 to Credit Agreement (the “Amendment No.
1”), which became effective on May 9, 2013. As of the Amendment No. 1 date, there was $297.0 million of term
loans outstanding under the Term Loan Credit Agreement (the “Initial Loans”), of which the Company paid $20.0
million in connection with Amendment No. 1. Under Amendment No. 1, the lenders agreed to provide to the
Company term loans in an aggregate principal amount of $277.0 million, which were exchanged for and used to
refinance the Initial Loans (the “Tranche B-1 Loans”).
68
In March 2015, the Company entered into Amendment No. 2 to Credit Agreement (“Amendment No. 2”).
As of the Amendment No. 2 date, there was $192.8 million of the Tranche B-1 Loans outstanding. Under
Amendment No. 2, the lenders agreed to provide to the Company term loans in an aggregate principal amount of
$192.8 million (the “Tranche B-2 Loans”), which were used to refinance the outstanding Tranche B-1 Loans. The
Tranche B-2 Loans mature in March 2022, but provide for an accelerated maturity in the event the Company’s
outstanding Notes are not converted, redeemed, repurchased or refinanced in full on or before the date that is 91
days prior to the maturity date thereof and the Company is not then maintaining, and continues to maintain until the
Notes are converted, redeemed, repurchased or refinanced in full, liquidity of at least $125 million. Liquidity, as
defined in the Term Loan Credit Agreement, reflects the difference between (i) the sum of (A) unrestricted cash and
cash equivalents and (B) the amount available and permitted to be drawn under the Company’s existing Credit
Agreement and (ii) the amount necessary to fully redeem the Notes. The Tranche B-2 Loans shall amortize in equal
quarterly installments in aggregate amounts equal to 0.25% of the original principal amount of the Tranche B-2
Loans, with the balance payable at maturity, and will bear interest at a rate, at the Company’s election, equal to (i)
LIBOR (subject to a floor of 1.00%) plus a margin of 3.25% or (ii) a base rate plus a margin of 2.25%.
Amendment No. 2 also amended the Term Loan Credit Agreement by (i) removing the maximum senior
secured leverage ratio test, (ii) modifying the accordion feature, as described in the Term Loan Credit Agreement, to
provide for a senior secured incremental term loan facility in an aggregate amount not to exceed the greater of (A)
$75 million (less the aggregate amount of (1) any increases in the maximum revolver amount under the Company’s
existing Credit Agreement and (2) certain permitted indebtedness incurred for the purpose of prepaying or
repurchasing the Notes) and (B) an amount such that the senior secured leverage ratio would not be greater than 3.0
to 1.0, subject to certain conditions, including obtaining commitments from any one or more lenders, whether or not
currently party to the Term Loan Credit Agreement, to provide such increased amounts, and (iii) amending certain
negative covenants. The senior secured leverage ratio is defined in the Term Loan Credit Agreement and reflects a
ratio of consolidated net total secured indebtedness to consolidated EBITDA.
Furthermore, on February 24, 2017, the Company entered into Amendment No. 3 to Credit Agreement
(“Amendment No. 3”). As of February 24, 2017, there was $189.5 million of the Tranche B-2 Loans outstanding.
Under Amendment No. 3, the lenders agreed to provide to the Company term loans in the same aggregate principal
amount of the outstanding Tranche B-2 Loans (the “Tranche B-3 Loans”), which were used to refinance the
outstanding Tranche B-2 Loans. The Tranche B-3 Loans shall amortize in equal quarterly installments in aggregate
amounts equal to 0.25% of the initial principal amount of the Tranche B-3 Loans, with the balance payable at
maturity, and will bear interest at a rate, at the Company’s election, equal to (i) LIBOR (subject to a floor of 0%)
plus a margin of 2.75% or (ii) a base rate (subject to a floor of 0%) plus a margin of 1.75%. Amendment No. 3 also
provides for a 1% prepayment premium applicable in the event that the Company enters into a refinancing of, or
amendment in respect of, the Tranche B-3 Loans on or prior to the six month anniversary of the effective date of
Amendment No. 3 that, in either case, results in the all-in yield (including, for purposes of such determination, the
applicable interest rate, margin, original issue discount, upfront fees and interest rate floors, but excluding any
customary arrangement, structuring, commitment or underwriting fees) of such refinancing or amendment being less
than the all-in yield (determined on the same basis) on the Tranche B-3 Loans. Except as amended by Amendment
No. 3, the remaining terms of the Credit Agreement remain in full force and effect.
The Term Loan Credit Agreement, as amended, is guaranteed by the Term Guarantors and is secured by (i)
first-priority liens on and security interests in the Term Priority Collateral, and (ii) second-priority security interests
in the Revolver Priority Collateral. In addition, the Term Loan Credit Agreement, as amended, contains customary
covenants limiting the Company’s ability to, among other things, pay cash dividends, incur debt or liens, redeem or
repurchase stock, enter into transactions with affiliates, merge, dissolve, pay off subordinated indebtedness, make
investments and dispose of assets.
Subject to the terms of the Intercreditor Agreement, if the covenants under the Term Loan Credit
Agreement, as amended, are breached, the lenders may, subject to various customary cure rights, require the
immediate payment of all amounts outstanding and foreclose on collateral. Other customary events of default in the
Term Loan Credit Agreement, as amended, include, without limitation, failure to pay obligations when due,
initiation of insolvency proceedings, defaults on certain other indebtedness, and the incurrence of certain judgments
that are not stayed, satisfied, bonded or discharged within 60 days.
For the years ended December 31, 2016, 2015 and 2014, under the Term Loan Credit Agreement the
Company paid interest of $8.3 million, $8.5 million and $10.0, respectively, and principal of $1.9 million, $1.4
69
million and $42.1 million, respectively. As of December 31, 2016, the Company had $189.5 million outstanding
under the Term Loan Credit Agreement, of which $1.9 million was classified as current on the Company’s
Consolidated Balance Sheet.
For the years ended December 31, 2016, 2015 and 2014, the Company incurred charges of approximately
$0.2 million, $0.3 million and $1.1 million, respectively, for amortization of fees and original issuance discount
which is included in Interest Expense in the Consolidated Statements of Operations.
6.
FAIR VALUE MEASUREMENTS
The Company’s fair value measurements are based upon a three-level valuation hierarchy. These valuation
techniques are based upon the transparency of inputs (observable and unobservable) to the valuation of an asset or
liability as of the measurement date. Observable inputs reflect market data obtained from independent sources,
while unobservable inputs reflect the Company’s market assumptions. These two types of inputs create the
following fair value hierarchy:
(cid:2) Level 1 — Valuation is based on quoted prices for identical assets or liabilities in active markets;
(cid:2) Level 2 — Valuation is based on quoted prices for similar assets or liabilities in active markets, or
other inputs that are observable for the asset or liability, either directly or indirectly, for the full term of
the financial instrument; and
(cid:2) Level 3 — Valuation is based upon other unobservable inputs that are significant to the fair value
measurement.
Recurring Fair Value Measurements
The Company maintains a non-qualified deferred compensation plan which is offered to senior
management and other key employees. The amount owed to participants is an unfunded and unsecured general
obligation of the Company. Participants are offered various investment options with which to invest the amount
owed to them, and the plan administrator maintains a record of the liability owed to participants by investment. To
minimize the impact of the change in market value of this liability, the Company has elected to purchase a separate
portfolio of investments through the plan administrator similar to those chosen by the participant.
The investments purchased by the Company (asset) include mutual funds, $2.2 million of which are
classified as Level 1, and life-insurance contracts valued based on the performance of underlying mutual funds,
$10.4 million of which are classified as Level 2.
Estimated Fair Value of Debt
The estimated fair value of long-term debt at December 31, 2016 consists primarily of the Notes and
borrowings under the Term Loan Credit Agreement (see Note 3). The fair value of the Notes, the Term Loan Credit
Agreement and the Credit Facility are based upon third party pricing sources, which generally do not represent daily
market activity or represent data obtained from an exchange, and are classified as Level 2. The interest rates on the
Company’s borrowings under the Credit Facility are adjusted regularly to reflect current market rates and thus
carrying value approximates fair value for these borrowings. All other debt and capital lease obligations
approximate their fair value as determined by discounted cash flows and are classified as Level 3.
70
The Company’s carrying and estimated fair value of debt at December 31, 2016 and December 31, 2015
were as follows:
Instrument
Convertible senior notes
Term loan credit agreement
Other debt
Capital lease obligations
December 31, 2016
December 31, 2015
Carrying
Value
Level 1
Fair Value
Level 2
Level 3
Carrying
Value
Level 1
Fair Value
Level 2
Level 3
$ 46,768
188,540
653
1,875
$ 237,836
$ -
$ - $ 69,721
- 189,470
-
- - 653
- - 1,875
$ 2,528
$ - $ 259,191
$ 121,112
190,311
1,106
2,648
$ 315,177
$ -
$ - $ 155,694
- 190,442
-
- - 1,106
- - 2,648
$ 3,754
$ - $ 346,136
7.
STOCKHOLDERS’ EQUITY
On February 1, 2016, the Company’s Board of Directors approved a stock repurchase program authorizing
the Company to repurchase up to $100 million of its common stock over a two year period. Stock repurchases under
this program may be made in open market or in private transactions at times and in amounts that management deems
appropriate. As of December 31, 2016, $23.0 million remained available under the program.
The Board of Directors has the authority to issue common and unclassed preferred stock of up to 200
million shares and 25 million shares, respectively, with par value of $0.01 per share as well as to fix dividends,
voting and conversion rights, redemption provisions, liquidation preferences and other rights and restrictions.
8.
STOCK-BASED COMPENSATION
In May 2011, the Company adopted and shareholders approved the 2011 Omnibus Incentive Plan (the
“Omnibus Plan”). This plan provides for the issuance of stock options, restricted stock, stock appreciation rights
and performance units to directors, officers and other eligible employees of the Company. The Omnibus Plan makes
available approximately 7.5 million shares for issuance, subject to adjustments for stock dividends, recapitalizations
and the like.
The Company recognizes all share-based awards to eligible employees based upon their fair value. The
Company’s policy is to recognize expense for awards that have service conditions only subject to graded vesting
using the straight-line attribution method. Total stock-based compensation expense was $12.0 million, $10.0
million and $7.8 million in 2016, 2015 and 2014, respectively. The amount of compensation costs related to
nonvested stock options and restricted stock not yet recognized was $12.0 million at December 31, 2016, for which
the weighted average remaining life was 1.7 years.
Stock Options
Stock options are awarded with an exercise price equal to the market price of the underlying stock on the
date of grant, become fully exercisable three years after the date of grant and expire ten years after the date of grant.
No stock options were granted by the Company in 2016. The fair value of stock option awards is estimated on the
date of grant using a binomial option-pricing model that uses the assumptions noted in the following table:
Valuation Assumptions
Risk-free interest rate
Expected volatility
Expected dividend yield
Expected term
2015
2.14%
72.5%
0.00%
5 yrs.
2014
2.73%
72.0%
0.00%
5 yrs.
The expected volatility is based upon the Company’s historical experience. The expected term represents
the period of time that options granted are expected to be outstanding. The risk-free interest rate utilized for periods
throughout the contractual life of the options are based on U.S. Treasury security yields at the time of grant.
71
A summary of all stock option activity during 2016 is as follows:
Options Outstanding at December 31, 2015
Exercised
Forfeited
Expired
Options Outstanding at December 31, 2016
Weighted
Average
Exercise
Price
$
$
$
$
$
11.61
11.57
14.64
16.71
11.13
Number of
Options
1,820,956
(417,442)
(17,300)
(112,460)
1,273,754
Options Exercisable at December 31, 2016
1,093,165
$
10.67
Weighted
Average
Remaining
Contractual
Life
5.2
Aggregate
Intrinsic
Value ($ in
millions)
$
2.3
$
1.3
5.1
4.6
$
6.0
$
5.6
The Company granted 190,810 and 200,720 stock options in 2015 and 2014, respectively, with aggregate
fair values on the date of grant of $1.7 million for both years. The weighted average estimated fair value of the
stock options granted in 2015 and 2014 were $8.82 and $8.34 per stock option, respectively. The total intrinsic
value of stock options exercised during 2016, 2015 and 2014 was $1.3 million, $0.6 million and $0.7 million,
respectively.
Restricted Stock
Restricted stock awards vest over a period of one to three years and may be based on the achievement of
specific financial performance metrics. These shares are valued at the market price on the date of grant, are
forfeitable in the event of terminated employment prior to vesting and could include the right to vote and receive
dividends.
A summary of all restricted stock activity during 2016 is as follows:
Restricted Stock Outstanding at December 31, 2015
Granted
Vested
Forfeited
Restricted Stock Outstanding at December 31, 2016
Weighted
Average
Grant Date
Fair Value
13.25
$
$
13.26
$
9.91
$
14.36
$
14.20
Number of
Shares
1,538,116
1,105,010
(618,145)
(61,256)
1,963,725
During 2016, 2015 and 2014, the Company granted 1,105,010, 667,126 and 572,052 shares of restricted
stock, respectively, with aggregate fair values on the date of grant of $14.7 million, $9.9 million and $7.9 million,
respectively. The total fair value of restricted stock that vested during 2016, 2015 and 2014 was $7.4 million, $5.6
million and $5.2 million, respectively.
9.
EMPLOYEE SAVINGS PLANS
Substantially all of the Company’s employees are eligible to participate in a defined contribution plan
under Section 401(k) of the Internal Revenue Code. The Company also provides a non-qualified defined
contribution plan for senior management and certain key employees. Both plans provide for the Company to match,
in cash, a percentage of each employee’s contributions up to certain limits. The Company’s matching contribution
and related expense for these plans was approximately $7.0 million, $7.3 million, and $5.9 million for 2016, 2015,
and 2014, respectively.
72
10.
INCOME TAXES
a.
Income Before Income Taxes
The consolidated income (loss) before income taxes for 2016, 2015 and 2014 consists of the following (in
thousands):
Domestic
Foreign
2016
2015
2014
$
185,042
$
163,325
$
98,246
375
(14)
216
Total income before income taxes
$
185,417
$
163,311
$
98,462
b.
Income Tax Expense
The consolidated income tax expense for 2016, 2015 and 2014 consists of the following components (in
thousands):
Current
Federal
State
Foreign
Deferred
Federal
State
Foreign
2016
2015
2014
$
51,489
10,307
144
$
58,090
8,627
54
$
19,036
1,805
118
$
61,940
$
66,771
$
20,959
$
3,448
686
(90)
$
(7,930)
288
(107)
$
12,913
3,778
(118)
$
4,044
$
(7,749)
$
16,573
Total consolidated expense
$
65,984
$
59,022
$
37,532
The following table provides a reconciliation of differences from the U.S. Federal statutory rate of 35% as
follows (in thousands):
Pretax book income
2016
185,417
$
2015
163,311
$
2014
$
98,462
Federal tax expense at 35% statutory rate
State and local income taxes
Benefit of domestic production deduction
Other
64,896
7,145
(5,065)
(992)
57,159
6,190
(5,255)
928
34,462
4,808
(2,010)
272
Total income tax expense
$
65,984
$
59,022
$
37,532
c. Deferred Taxes
The Company’s deferred income taxes are primarily due to temporary differences between financial and
income tax reporting for incentive compensation, depreciation of property, plant and equipment, amortization of
intangibles, inventory adjustments, other accrued liabilities and net operating loss carryforwards (“NOLs”).
Deferred tax assets are reduced by a valuation allowance when, in the opinion of management, it is more
likely than not that some portion or all of the deferred tax assets will not be realized. Companies are required to
assess whether valuation allowances should be established against their deferred tax assets based on the
consideration of all available evidence, both positive and negative, using a “more likely than not” standard. In
making such judgments, significant weight is given to evidence that can be objectively verified.
73
The Company assesses, on a quarterly basis, the realizability of its deferred tax assets by evaluating all
available evidence, both positive and negative, including: (1) the cumulative results of operations in recent years, (2)
the nature of recent losses, if applicable, (3) estimates of future taxable income, (4) the length of NOLs and (5) the
uncertainty associated with a possible change in ownership, which imposes an annual limitation on the use of these
carryforwards.
As of December 31, 2016 and 2015, the Company retained a valuation allowance of $1.2 and $1.2 million,
respectively, against deferred tax assets related to various state and local NOLs that are subject to restrictive rules
for future utilization.
As of December 31, 2016, the Company had no U.S. federal tax NOLs. The Company had various
multistate income tax NOLs, which have been recorded as a deferred income tax asset of approximately $2.3
million, before valuation allowances. These NOLs will expire beginning in 2017, if unused.
The components of deferred tax assets and deferred tax liabilities as of December 31, 2016 and 2015 were
as follows (in thousands):
Deferred tax assets
Tax credits and loss carryforwards
Accrued liabilities
Incentive compensation
Other
Deferred tax liabilities
Property, plant and equipment
Intangibles
Prepaid assets
Convertible note discount
Other
Net deferred tax asset before valuation allowances and reserves
Valuation allowances
Net deferred tax asset
d. Tax Reserves
2016
2015
$
260
9,852
21,206
4,084
$
563
9,211
24,682
3,909
$
35,402
$
38,365
(5,823)
(5,299)
(689)
(715)
(1,860)
(4,000)
(5,325)
(697)
(3,234)
(1,658)
$
(14,386)
$
(14,914)
$
21,016
(1,172)
$
23,451
(1,159)
$
19,844
$
22,292
The Company’s policy with respect to interest and penalties associated with reserves or allowances for
uncertain tax positions is to classify such interest and penalties in Income Tax Expense on the Consolidated
Statement of Operations. As of December 31, 2016 and 2015, the total amount of unrecognized income tax benefits
was approximately $12.7 million and $11.7 million, respectively, all of which, if recognized, would impact the
effective income tax rate of the Company. As of December 31, 2016 and 2015, the Company had recorded a total of
$1.8 and $1.1 million, respectively of accrued interest and penalties related to uncertain tax positions. The Company
foresees no significant changes to the facts and circumstances underlying its reserves and allowances for uncertain
income tax positions as reasonably possible during the next 12 months. As of December 31, 2016, the Company is
subject to unexpired statutes of limitation for U.S. federal income taxes for the years 2003 through 2016. The
Company is also subject to unexpired statutes of limitation for Indiana state income taxes for the years 2014 through
2016.
A reconciliation of the beginning and ending amount of unrecognized tax benefits was as follows (in
thousands) and all balances as of December 31, 2016 were included in either Other Noncurrent Liabilities or
Deferred Income Taxes in the Company’s Consolidated Balance Sheet:
74
Balance at January 1, 2015
$
10,648
Decrease in prior year tax positions
(23)
Balance at December 31, 2015
$
10,625
Decrease in prior year tax positions
-
Balance at December 31, 2016
$
10,625
11.
COMMITMENTS AND CONTINGENCIES
a.
Litigation
The Company is involved in a number of legal proceedings concerning matters arising in connection with
the conduct of its business activities, and is periodically subject to governmental examinations (including by
regulatory and tax authorities), and information gathering requests (collectively, "governmental examinations"). As
of December 31, 2016, the Company was named as a defendant or was otherwise involved in numerous legal
proceedings and governmental examinations in various jurisdictions, both in the United States and internationally.
The Company has recorded liabilities for certain of its outstanding legal proceedings and governmental
examinations. A liability is accrued when it is both (a) probable that a loss with respect to the legal proceeding has
occurred and (b) the amount of loss can be reasonably estimated. The Company evaluates, on a quarterly basis,
developments in legal proceedings and governmental examinations that could cause an increase or decrease in the
amount of the liability that has been previously accrued. These legal proceedings, as well as governmental
examinations, involve various lines of business of the Company and a variety of claims (including, common law
tort, contract, antitrust and consumer protection claims), some of which present novel factual allegations and/or
unique legal theories. While some matters pending against the Company specify the damages claimed by the
plaintiff, many seek a not-yet-quantified amount of damages or are at very early stages of the legal process. Even
when the amount of damages claimed against the Company are stated, the claimed amount may be exaggerated
and/or unsupported. As a result, it is not currently possible to estimate a range of possible loss beyond previously
accrued liabilities relating to some matters including those described below. Such previously accrued liabilities may
not represent the Company's maximum loss exposure. The legal proceedings and governmental examinations
underlying the estimated range will change from time to time and actual results may vary significantly from the
currently accrued liabilities.
Based on its current knowledge, and taking into consideration its litigation-related liabilities, the Company
believes it is not a party to, nor are any of its properties the subject of, any pending legal proceeding or
governmental examination other than the matters below, which are addressed individually, that would have a
material adverse effect on the Company's consolidated financial condition or liquidity if determined in a manner
adverse to the Company. However, in light of the uncertainties involved in such matters, the ultimate outcome of a
particular matter could be material to the Company's operating results for a particular period depending on, among
other factors, the size of the loss or liability imposed and the level of the Company's income for that period. Costs
associated with the litigation and settlements of legal matters are reported within General and Administrative
Expenses in the Condensed Consolidated Statements of Operations.
Brazil Joint Venture
In March 2001, Bernard Krone Indústria e Comércio de Máquinas Agrícolas Ltda. (“BK”) filed suit against
the Company in the Fourth Civil Court of Curitiba in the State of Paraná, Brazil. Because of the bankruptcy of BK,
this proceeding is now pending before the Second Civil Court of Bankruptcies and Creditors Reorganization of
Curitiba, State of Paraná (No. 232/99).
The case grows out of a joint venture agreement between BK and the Company related to marketing of
RoadRailer trailers in Brazil and other areas of South America. When BK was placed into the Brazilian equivalent
75
of bankruptcy late in 2000, the joint venture was dissolved. BK subsequently filed its lawsuit against the Company
alleging that it was forced to terminate business with other companies because of the exclusivity and non-compete
clauses purportedly found in the joint venture agreement. BK asserted damages, exclusive of any potentially court-
imposed interest or inflation adjustments, of approximately R$20.8 million (Brazilian Reais). BK did not change the
amount of damages it asserted following its filing of the case in 2001.
A bench (non-jury) trial was held on March 30, 2010 in Curitiba, Paraná, Brazil. On November 22, 2011,
the Fourth Civil Court of Curitiba partially granted BK’s claims, and ordered Wabash to pay BK lost profits,
compensatory, economic and moral damages in excess of the amount of compensatory damages asserted by BK.
The total ordered damages amount was approximately R$26.7 million (Brazilian Reais), which was approximately
$8.2 million U.S. dollars using the exchange rate as of December 31, 2016 and exclusive of any potentially court-
imposed interest, fees or inflation adjustments. On October 5, 2016, the Court of Appeals re-heard all facts and
legal questions presented in the case, and ruled in favor of the Company on all claims at issue. In doing so, the
Court of Appeals dismissed all claims against the Company and vacated the judgment and damages previously
ordered by the Fourth Civil Court of Curitiba. Unless BK appeals the ruling and a higher court finds in favor of BK
on any of its claims, the judgment of the Court of Appeals is final. As a result of the Court of Appeals ruling, the
Company does not expect that this proceeding will have a material adverse effect on its financial condition or results
of operations; however, it will continue to monitor these legal proceedings in the event BK further appeals the ruling
of the Court of Appeals.
Intellectual Property
In October 2006, the Company filed a patent infringement suit against Vanguard National Corporation
(“Vanguard”) regarding the Company’s U.S. Patent Nos. 6,986,546 and 6,220,651 in the U.S. District Court for the
Northern District of Indiana (Civil Action No. 4:06-cv-135). The Company amended the Complaint in April 2007.
In May 2007, Vanguard filed its Answer to the Amended Complaint, along with Counterclaims seeking findings of
non-infringement, invalidity, and unenforceability of the subject patents. The Company filed a reply to Vanguard’s
counterclaims in May 2007, denying any wrongdoing or merit to the allegations as set forth in the counterclaims.
The case was stayed by agreement of the parties while the U.S. Patent and Trademark Office (“Patent Office”)
undertook a reexamination of U.S. Patent No. 6,986,546. In June 2010, the Patent Office notified the Company that
the reexamination was completed and the Patent Office reissued U.S. Patent No. 6,986,546 without cancelling any
claims of the patent. The parties have not yet petitioned the Court to lift the stay, and it is unknown at this time
when the parties may do so.
The Company believes that its claims against Vanguard have merit and that the claims asserted by
Vanguard are without merit. The Company intends to vigorously defend its position and intellectual property. The
Company believes that the resolution of this lawsuit will not have a material adverse effect on its financial position,
liquidity or future results of operations. However, at this stage of the proceeding, no assurance can be given as to
the ultimate outcome of the case.
Walker Acquisition
In connection with the Company’s acquisition of Walker in May 2012, there is an outstanding claim of
approximately $2.9 million for unpaid benefits that is currently in dispute and that, if required to be paid by the
Company, is not expected to have a material adverse effect on the Company’s financial condition or results of
operations
Environmental Disputes
In August 2014, the Company was noticed as a potentially responsible party (“PRP”) by the South Carolina
Department of Health and Environmental Control (“DHEC”) pertaining to the Philip Services Site located in Rock
Hill, South Carolina pursuant to the Comprehensive Environmental Response, Compensation and Liability Act
(“CERCLA”) and corresponding South Carolina statutes. PRPs include parties identified through manifest records
as having contributed to deliveries of hazardous substances to the Philip Services Site between 1979 and 1999. The
DHEC’s allegation that the Company was a PRP arises out of four manifest entries in 1989 under the name of a
company unaffiliated with Wabash National (or any of its former or current subsidiaries) that purport to be
delivering a de minimis amount of hazardous waste to the Philip Services Site “c/o Wabash National Corporation.”
As such, the Philip Services Site PRP Group (“PRP Group”) notified Wabash in August 2014 that is was offering
76
the Company the opportunity to resolve any liabilities associated with the Philip Services Site by entering into a
Cash Out and Reopener Settlement Agreement (the “Settlement Agreement”) with the PRP Group, as well as a
Consent Decree with the DHEC. The Company has accepted the offer from the PRP Group to enter into the
Settlement Agreement and Consent Decree, while reserving its rights to contest its liability for any deliveries of
hazardous materials to the Philips Services Site. The requested settlement payment is immaterial to the Company’s
financial conditions or operations, and as a result, if the Settlement Agreement and Consent Decree are finalized, the
payment to be made by the Company thereunder is not expected to have a material adverse effect on the Company’s
financial condition or results of operations.
Bulk Tank International, S. de R.L. de C.V. (“Bulk”) entered into agreements in 2011 with the Mexican
federal environmental agency, PROFEPA, and the applicable state environmental agency, PROPAEG, pursuant to
PROFEPA’s and PROPAEG’s respective environmental audit programs to resolve noncompliance with federal and
state environmental laws at Bulk’s Guanajuato facility. Bulk completed all required corrective actions and received
a Certification of Clean Industry from PROPAEG, and is seeking the same certification from PROFEPA, which the
Company expects it will receive in 2017, following the conclusion of a final audit process that commenced in
December 2014. As a result, the Company does not expect that this matter will have a material adverse effect on its
financial condition or results of operations.
In January 2006, the Company received a letter from the North Carolina Department of Environment and
Natural Resources indicating that a site that the Company formerly owned near Charlotte, North Carolina has been
included on the state's October 2005 Inactive Hazardous Waste Sites Priority List. The letter states that the
Company was being notified in fulfillment of the state's “statutory duty” to notify those who own and those who at
present are known to be responsible for each Site on the Priority List. Following receipt of this notice, no action has
ever been requested from the Company, and since 2006 the Company has not received any further communications
regarding this matter from the state of North Carolina. The Company does not expect that this designation will have
a material adverse effect on its financial condition or results of operations.
b. Environmental Litigation Commitments and Contingencies
The Company generates and handles certain material, wastes and emissions in the normal course of
operations that are subject to various and evolving federal, state and local environmental laws and regulations.
The Company assesses its environmental liabilities on an on-going basis by evaluating currently available
facts, existing technology, presently enacted laws and regulations as well as experience in past treatment and
remediation efforts. Based on these evaluations, the Company estimates a lower and upper range for treatment and
remediation efforts and recognizes a liability for such probable costs based on the information available at the time.
As of December 31, 2016, the Company had reserved estimated remediation costs of $0.4 million for activities at
existing and former properties which are recorded within Other Accrued Liabilities in the Consolidated Balance
Sheet.
c. Letters of Credit
As of December 31, 2016, the Company had standby letters of credit totaling $5.4 million issued in
connection with workers compensation claims and surety bonds.
d. Purchase Commitments
The Company has $57.8 million in purchase commitments through December 2017 for various raw
material commodities, including aluminum, steel and nickel as well as other raw material components which are
within normal production requirements.
77
12.
SEGMENTS AND RELATED INFORMATION
a. Segment Reporting
During the second quarter of 2016, the Company realigned its reporting segments into two segments,
Commercial Trailer Products and Diversified Products. As a result of the realignment, the businesses previously
operating within the former retail segment are now reported under one of these two segments. The Company
undertook the realignment in an effort to strengthen the alignment between its manufacturing businesses and its
retail sales and service operations, improve profitability and capitalize on growth opportunities. Additionally, the
Company performed an analysis to determine the allocations of goodwill and test for impairment. Based on this
analysis, the Company determined that the portion of goodwill allocated to the retail branch operations was impaired
resulting in an impairment charge of $1.7 million in the second quarter of 2016 for the Commercial Trailer Products
segment.
The Commercial Trailer Products segment manufactures standard and customized van and platform trailers,
truck bodies and other transportation related equipment to customers who purchase directly from the Company,
through independent dealers or Company owned branch locations through which the Company offers additional
service and support. The Diversified Products segment, comprised of four strategic business units including, Tank
Trailer, Aviation & Truck Equipment, Process Systems and Composites, focuses on the Company’s commitment to
expand its customer base, diversify its product offerings and revenues and extend its market leadership by
leveraging its proprietary DuraPlate® panel technology, drawing on its core manufacturing expertise and making
available products that are complementary to truck and tank trailers and transportation equipment. Financial
performance for each of the Company’s reporting segments below has been restated to reflect the realignment.
The accounting policies of the segments are the same as those described in the summary of significant
accounting policies except that the Company evaluates segment performance based on income from operations. The
Company has not allocated certain corporate related administrative costs, interest and income taxes included in the
corporate and eliminations segment to the Company’s other reportable segments. The Company accounts for
intersegment sales and transfers at cost plus a specified mark-up.
Reportable segment information is as follows (in thousands):
78
2016
Net sales
External customers
Intersegment sales
Total net sales
Depreciation and amortization
Income (Loss) from operations
Reconciling items to net income
Interest expense
Other, net
Income tax expense
Net income
Assets
2015
Net sales
External customers
Intersegment sales
Total net sales
Depreciation and amortization
Income (Loss) from operations
Reconciling items to net income
Interest expense
Other, net
Income tax expense
Net income
Assets
2014
Net sales
External customers
Intersegment sales
Total net sales
Depreciation and amortization
Income (Loss) from operations
Reconciling items to net income
Interest expense
Other, net
Income tax expense
Net income
Assets
Commercial
Trailer Products
Diversified
Products
Corporate and
Eliminations
Consolidated
$
$
1,506,070
40
1,506,110
$
$
339,374
13,030
352,404
$
-
(13,070)
(13,070)
$
$
1,845,444
-
$
1,845,444
12,345
212,351
22,970
24,595
1,454
(34,414)
36,769
202,532
$
312,848
$
370,338
$
215,547
15,663
1,452
65,984
119,433
898,733
$
$
$
$
1,582,019
222
1,582,241
$
$
445,470
11,457
456,927
$
-
(11,679)
(11,679)
$
$
2,027,489
-
$
2,027,489
12,674
159,385
23,888
51,078
1,436
(30,094)
37,998
180,369
$
336,235
$
397,892
$
215,543
19,548
(2,490)
59,022
104,289
949,670
$
$
$
$
1,380,195
428
1,380,623
$
$
483,120
11,872
494,992
$
-
(12,300)
(12,300)
$
$
1,863,315
-
$
1,863,315
12,331
82,290
24,868
57,635
1,630
(17,539)
38,829
122,386
$
342,015
$
422,322
$
163,109
22,165
1,759
37,532
60,930
927,446
$
$
79
b. Customer Concentration
The Company is subject to a concentration of risk as the five largest customers together accounted for
approximately 24%, 25% and 20% of the Company’s aggregate net sales in 2016, 2015 and 2014, respectively. In
addition, for each of the last three years there were no customers whose revenue individually represented 10% or
more of the Company’s aggregate net sales. International sales, primarily to Canadian customers, accounted for less
than 10% in each of the last three years.
c. Product Information
The Company offers products primarily in four general categories: (1) new trailers, (2) used trailers, (3)
components, parts and service and (4) equipment and other. The following table sets forth the major product
categories and their percentage of consolidated net sales (dollars in thousands):
Year ended December 31,
2016
New trailers
Used trailers
Components, parts and service
Equipment and other
Total net external sales
2015
New trailers
Used trailers
Components, parts and service
Equipment and other
Total net external sales
2014
New trailers
Used trailers
Components, parts and service
Equipment and other
Total net external sales
Commercial
Trailer Products
$
1,421,586
11,998
56,191
16,335
1,506,110
Commercial
Trailer Products
$
1,474,201
31,022
60,482
16,536
1,582,241
Commercial
Trailer Products
$
1,267,610
41,027
55,429
16,557
1,380,623
Diversified
Products
$
129,639
3,176
111,519
108,070
352,404
Diversified
Products
$
218,028
4,558
119,696
114,645
456,927
Diversified
Products
$
226,215
4,088
127,460
137,229
494,992
Eliminations
$
(89)
-
(12,955)
(26)
(13,070)
Eliminations
$
-
-
(11,628)
(51)
(11,679)
Eliminations
$
-
-
(12,300)
-
(12,300)
Consolidated
$
1,551,136
15,174
154,755
124,379
1,845,444
Consolidated
$
1,692,229
35,580
168,550
131,130
2,027,489
Consolidated
$
1,493,825
45,115
170,589
153,786
1,863,315
%
84.1
0.8
8.4
6.7
100.0
%
83.5
1.8
8.3
6.4
100.0
%
80.2
2.4
9.2
8.2
100.0
80
13.
CONSOLIDATED QUARTERLY FINANCIAL DATA (UNAUDITED)
The following is a summary of the unaudited quarterly results of operations for fiscal years 2016, 2015 and
2014 (dollars in thousands, except per share amounts):
2016
2015
2014
Net sales
Gross profit
Net income
Basic net income per share(1)
Diluted net income per share(1)
Net sales
Gross profit
Net income
Basic net income per share(1)
Diluted net income per share(1)
Net sales
Gross profit
Net income
Basic net income per share(1)
Diluted net income per share(1)
First
Quarter
Second
Quarter
Third
Quarter
Fourth
Quarter
$
447,676
79,526
27,523
0.42
0.42
$
437,597
57,197
10,474
0.15
0.15
$
358,120
46,672
7,296
0.11
0.10
$
471,439
91,064
35,532
0.55
0.53
$
514,831
72,405
28,649
0.42
0.41
$
486,021
61,613
16,239
0.23
0.23
$
464,272
83,459
33,378
0.52
0.51
$
531,350
86,022
31,880
0.48
0.47
$
491,697
61,628
18,307
0.26
0.25
$
462,057
71,485
23,000
0.37
0.36
$
543,711
87,819
33,286
0.50
0.50
$
527,477
62,721
19,088
0.28
0.27
(1) Basic and diluted net income per share is computed independently for each of the quarters presented. Therefore, the sum of the
quarterly net income per share may differ from annual net income per share due to rounding.
ITEM 9—CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND
FINANCIAL DISCLOSURE
None
ITEM 9A—CONTROLS AND PROCEDURES
Disclosure Controls and Procedures
We maintain disclosure controls and procedures that are designed to provide reasonable assurance to our
management and board of directors that information required to be disclosed in the reports we file or submit under
the Securities Exchange Act of 1934, as amended, is recorded, processed, summarized and reported within the time
periods specified in the Securities and Exchange Commission’s rules and forms, and that such information is
accumulated and communicated to our management, including our Chief Executive Officer and Chief Financial
Officer, as appropriate to allow timely decisions regarding required disclosure. Based on an evaluation conducted
under the supervision and with the participation of the Company’s management, including our Chief Executive
Officer and our Chief Financial Officer, of the effectiveness of the design and operation of our disclosure controls
and procedures as of December 31, 2016, including those procedures described below, we, including our Chief
Executive Officer and our Chief Financial Officer, determined that those controls and procedures were effective.
Changes in Internal Controls
There were no changes in our internal control over financial reporting, as defined in Rules 13a-15(f) and
15d-15(f) under the Exchange Act, identified in connection with the evaluation required by Rules 13a-15(d) and
81
15d-15(d) of the Exchange Act that occurred during the fourth quarter of fiscal 2016 that have materially affected or
are reasonably likely to materially affect our internal control over financial reporting.
Report of Management on Internal Control over Financial Reporting
The management of Wabash National Corporation (“the Company”) is responsible for establishing and
maintaining adequate internal control over financial reporting. The Company’s internal control over financial
reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and
the preparation of financial statements for external purposes in accordance with U.S. generally accepted accounting
principles. Internal control over financial reporting includes those policies and procedures that (1) pertain to the
maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the
assets of the Company; (2) provide reasonable assurance that transactions are recorded as necessary to permit
preparation of the financial statements in accordance with U.S. generally accepted accounting principles; (3) provide
reasonable assurance that receipts and expenditures of the Company are being made only in accordance with
authorizations of management and directors of the Company; and (4) provide reasonable assurance regarding
prevention or timely detection of unauthorized acquisition, use or disposition of the Company’s assets that could
have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the
policies and procedures may deteriorate.
Management assessed the effectiveness of the Company’s internal control over financial reporting as of
December 31, 2016, based on criteria for effective internal control over financial reporting described in Internal
Control – Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway
Commission (2013 framework) (COSO). Based on this assessment, management has concluded that internal control
over financial reporting is effective as of December 31, 2016.
Ernst & Young LLP, an Independent Registered Public Accounting Firm, has audited the Company’s
consolidated financial statements as of and for the year ended December 31, 2016, and its report on internal controls
over financial reporting as of December 31, 2016 appears on the following page.
Richard J. Giromini
Jeffery L. Taylor
February 27, 2017
Chief Executive Officer
Senior Vice President and Chief Financial Officer
82
Report of Independent Registered Public Accounting Firm
The Board of Directors and Stockholders of Wabash National Corporation:
We have audited Wabash National Corporation’s internal control over financial reporting as of December
31, 2016, based on criteria established in Internal Control—Integrated Framework issued by the Committee of
Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). Wabash National
Corporation’s management is responsible for maintaining effective internal control over financial reporting, and for
its assessment of the effectiveness of internal control over financial reporting included in the accompanying Report
of Management on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the
company’s internal control over financial reporting based on our audit.
We conducted our audit in accordance with the standards of the Public Company Accounting Oversight
Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether effective internal control over financial reporting was maintained in all material respects. Our audit
included obtaining an understanding of internal control over financial reporting, assessing the risk that a material
weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the
assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe
that our audit provides a reasonable basis for our opinion.
A company’s internal control over financial reporting is a process designed to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of financial statements for external purposes in
accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail,
accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable
assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance
with generally accepted accounting principles, and that receipts and expenditures of the company are being made
only in accordance with authorizations of management and directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s
assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect
misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that
controls may become inadequate because of changes in conditions, or that the degree of compliance with the
policies or procedures may deteriorate.
In our opinion, Wabash National Corporation maintained, in all material respects, effective internal control
over financial reporting as of December 31, 2016, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight
Board (United States), the consolidated balance sheets of Wabash National Corporation as of December 31, 2016
and 2015, and the related consolidated statements of operations, comprehensive income, stockholder’s equity, and
cash flows for each of the three years in the period ended December 31, 2016 and our report dated February 27,
2017 expressed an unqualified opinion thereon.
/s/ Ernst & Young LLP
Indianapolis, Indiana
February 27, 2017
83
ITEM 9B—OTHER INFORMATION
None.
PART III
ITEM 10—EXECUTIVE OFFICERS OF THE REGISTRANT
The Company hereby incorporates by reference the information contained under the heading “Executive
Officers of Wabash National Corporation” from Item 1 Part I of this Annual Report.
The Company hereby incorporates by reference the information contained under the headings “Section
16(a) Beneficial Ownership Reporting Compliance” or “Election of Directors” from its definitive Proxy Statement
to be delivered to stockholders of the Company and filed with the SEC within 120 days after the end of the fiscal
year covered by this Annual Report in connection with the 2017 Annual Meeting of Stockholders to be held May 18,
2017.
Code of Ethics
As part of our system of corporate governance, our Board of Directors has adopted a Code of Business
Conduct and Ethics (“Code of Ethics”) that is specifically applicable to our Chief Executive Officer and Senior
Financial Officers. This Code of Ethics is available within the Corporate Governance section of the Investor
Relations page of our website at www.wabashnational.com. We will disclose any waivers for our Chief Executive
Officer or Senior Financial Officers under, or any amendments to, our Code of Ethics by posting such information
on our website at the address above.
ITEM 11—EXECUTIVE COMPENSATION
The Company hereby incorporates by reference the information contained under the headings “Executive
Compensation" and “Director Compensation” from its definitive Proxy Statement to be delivered to the stockholders
of the Company and filed with the SEC within 120 days after the end of the fiscal year covered by this Annual
Report in connection with the 2017 Annual Meeting of Stockholders to be held May 18, 2017.
ITEM 12—SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND
RELATED STOCKHOLDER MATTERS
The Company hereby incorporates by reference the information contained under the headings "Beneficial
Ownership of Common Stock” and “Equity Compensation Plan Information” from its definitive Proxy Statement to
be delivered to the stockholders of the Company and filed with the SEC within 120 days after the end of the fiscal
year covered by this Annual Report in connection with the 2017 Annual Meeting of Stockholders to be held on May
18, 2017.
ITEM 13—CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR
INDEPENDENCE
The Company hereby incorporates by reference the information contained under the headings “Election of
Directors” and “Related Persons Transactions Policy” from its definitive Proxy Statement to be delivered to the
stockholders of the Company and filed with the SEC within 120 days after the end of the fiscal year covered by this
Annual Report in connection with the 2017 Annual Meeting of Stockholders to be held on May 18, 2017.
ITEM 14—PRINCIPAL ACCOUNTING FEES AND SERVICES
Information required by Item 14 of this form and the audit committee’s pre-approval policies and
procedures regarding the engagement of the principal accountant are incorporated herein by reference to the
information contained under the heading “Ratification of Appointment of Independent Registered Public
Accounting Firm” from the Company’s definitive Proxy Statement to be delivered to the stockholders of the
Company and filed with the SEC within 120 days after the end of the fiscal year covered by this Annual Report in
connection with the 2017 Annual Meeting of Stockholders to be held on May 18, 2017.
84
PART IV
ITEM 15—EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
(a) Financial Statements: The Company has included all required financial statements in Item 8 of this Annual
Report. The financial statement schedules have been omitted as they are not applicable or the required
information is included in the Notes to the consolidated financial statements.
(b) Exhibits: The following exhibits are filed with this Annual Report or incorporated herein by reference to the
document set forth next to the exhibit listed below:
2.01
3.01
3.02
4.01
4.02
4.03
Purchase and Sale Agreement by and among the Company, Walker Group Holdings LLC and Walker
Group Holdings LLC dated as of March 26, 2012 (14)
Amended and Restated Certificate of Incorporation of the Company, as amended (11)
Amended and Restated Bylaws of the Company, as amended (10)
Specimen Stock Certificate (1)
Indenture, dated April 23, 2012 between the Company and Wells Fargo Bank, National Association, as
trustee (15)
Supplemental Indenture, dated April 23, 2012 between the Company and Wells Fargo Bank, National
Association, as trustee (15)
10.01# Executive Employment Agreement dated June 28, 2002 between the Company and Richard J. Giromini (2)
10.02 Asset Purchase Agreement dated July 22, 2003 (3)
10.03 Amendment No. 1 to the Asset Purchase Agreement dated September 19, 2003 (3)
10.05# Corporate Plan for Retirement – Executive Plan (4)
10.06# Amendment to Executive Employment Agreement dated January 1, 2007 between the Company and
Richard J. Giromini (6)
10.07# Form of Non-Qualified Stock Option Agreement under the 2007 Omnibus Incentive Plan (7)
10.08# 2007 Omnibus Incentive Plan, as amended (8)
10.09# 2011 Omnibus Incentive Plan (12)
10.10# Change in Control Severance Pay Plan (13)
10.11# Wabash National Corporation Executive Severance Plan (5)
10.12 Amended and Restated Credit Agreement, dated May 8, 2012, by and among Wabash National
Corporation, certain of its subsidiaries identified on the signature page thereto, Wells Fargo Capital
Finance, LLC as joint lead arranger, joint bookrunner and administrative agent, RBS Citizens Business
Capital, a division of RBS Citizens, N.A., as joint lead arranger, joint bookrunner and syndication agent,
BMO Harris Bank, N.A., as documentation agent, and the other lenders and agents therein (16)
10.13 Amended and Restated General Continuing Guaranty, dated as of May 8, 2012, by each subsidiary of
Wabash National Corporation party thereto in favor of Wells Fargo Capital Finance, LLC, as
administrative agent for the secured parties under the Amended and Restated Credit Agreement, dated
May 8, 2012 (16)
10.14 Credit Agreement dated as of May 8, 2012, among the Wabash National Corporation, the several lender
from time to time party thereto Morgan Stanley Senior Funding, Inc., as administrative agent, joint lead
arranger and joint bookrunner, and Wells Fargo Securities, LLC, as joint lead arranger and joint
bookrunner (16)
10.15 Amendment No. 1 to Credit Agreement, dated April 25, 2013, among Wabash National Corporation,
Morgan Stanley Senior Funding, Inc., as administrative agent, and each lender party thereto (17)
10.16 Amendment No. 2 to Credit Agreement, dated March 19, 2015, among Wabash National Corporation,
Morgan Stanley Senior Funding, Inc. and each lender party thereto (18)
10.17 Amendment No. 3 to Credit Agreement, dated February 24, 2017, among Wabash National Corporation,
Morgan Stanley Senior Funding, Inc., as administrative agent, and each lender party thereto (19)
10.18 General Continuing Guarantee, dated as of May 8, 2012, by each subsidiary of Wabash National
Corporation party thereto in favor of Morgan Stanley Senior Funding, Inc., as administrative agent for the
secured parties under the Credit Agreement, dated May 8, 2012 (16)
Joinder and First Amendment to Amended and Restated Credit Agreement, First Amendment to
Amended and Restated Security Agreement and First Amendment to Amended and Restated Guaranty
Agreement dated June 4, 2015 by and among Wabash National Corporation, certain of its subsidiaries
designated as Loan Parties (as defined in the Amendment), Wells Fargo Capital Finance, LLC, as
10.19
85
arranger and administrative agent, PNC National Bank National Association, and the other Lenders party
thereto (9)
21.01 List of Significant Subsidiaries (20)
23.01 Consent of Ernst & Young LLP (20)
31.01 Certification of Principal Executive Officer (20)
31.02 Certification of Principal Financial Officer (20)
32.01 Written Statement of Chief Executive Officer and Chief Financial Officer Pursuant to Section 906 of the
101
Sarbanes-Oxley Act of 2002 (18 U.S.C. Section 1350) (20)
Interactive Data File Pursuant to Rule 405 of Regulation S-T
# Management contract or compensatory plan
+ Confidential treatment has been granted with respect to certain portions of this exhibit. Omitted portions
have been filed separately with the SEC.
(1) Incorporated by reference to the Registrant’s registration statement on Form S-3 (Registration No. 333-
27317) filed on May 16, 1997
(2) Incorporated by reference to the Registrant’s Form 10-Q for the quarter ended June 30, 2002 (File No. 1-
10883)
(3) Incorporated by reference to the Registrant’s Form 8-K filed on September 29, 2003 (File No. 1-10883)
(4) Incorporated by reference to the Registrant’s Form 10-Q for the quarter ended March 31, 2005 (File No. 1-
10883)
(5) Incorporated by reference to the Registrant’s Form 8-K filed on December 16, 2015 (File No. 1-10883)
(6) Incorporated by reference to the Registrant’s Form 8-K filed on January 8, 2007 (File No. 1-10883)
(7) Incorporated by reference to the Registrant’s Form 8-K filed on May 24, 2007 (File No. 1-10883)
(8) Incorporated by reference to the Registrant’s Form 10-K for the year ended December 31, 2007 (File No. 1-
10883)
(9) Incorporated by reference to the Registrant’s Form 8-K filed on June 10, 2015 (File No. 1-10883)
(10) Incorporated by reference to the Registrant’s Form 8-K filed on August 4, 2009 (File No. 1-10883)
(11) Incorporated by reference to the Registrant’s Form 10-Q for the quarter ended September 30, 2011 (File
No. 1-10883)
(12) Incorporated by reference to the Registrant’s Form 8-K filed on May 25, 2011 (File No. 1-10883)
(13) Incorporated by reference to the Registrant’s Form 8-K filed on September 14, 2011 (File No. 1-10883)
(14) Incorporated by reference to the Registrant’s Form 8-K filed on March 27, 2012 (File No.001-10883)
(15) Incorporated by reference to the Registrant’s Form 8-K filed on April 23, 2012 (File No.001-10883)
(16) Incorporated by reference to the Registrant’s Form 8-K filed on May 14, 2012 (File No 001-10883)
(17) Incorporated by reference to the Registrant’s Form 8-K filed on April 29, 2013 (File No 001-10883)
(18) Incorporated by reference to the Registrant’s Form 8-K filed on March 23, 2015 (File No 001-10883)
(19) Incorporated by reference to the Registrant’s Form 8-K filed on February 27, 2017 (File No 001-10883)
(20) Filed herewith
86
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly
caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
WABASH NATIONAL CORPORATION
February 27, 2017
By:
/s/ Jeffery L. Taylor
Jeffery L. Taylor
Senior Vice President and Chief Financial Officer
(Principal Financial Officer and Principal Accounting
Officer)
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the
following persons on behalf of the registrant in the capacities and on the date indicated.
Date
February 27, 2017
February 27, 2017
February 27, 2017
February 27, 2017
February 27, 2017
February 27, 2017
February 27, 2017
February 27, 2017
February 27, 2017
Signature and Title
/s/ Richard J. Giromini
Richard J. Giromini
Chief Executive Officer, Director
(Principal Executive Officer)
/s/ Jeffery L. Taylor
Jeffery L. Taylor
Senior Vice President and Chief Financial Officer
(Principal Financial Officer and Principal Accounting
Officer)
/s/ Brent L. Yeagy
Brent L. Yeagy
President and Chief Operating Officer, Director
/s/ Martin C. Jischke
Dr. Martin C. Jischke
Chairman of the Board of Directors
/s/ James D. Kelly
James D. Kelly
Director
/s/ John E. Kunz
John E. Kunz
Director
/s/ Larry J. Magee
Larry J. Magee
Director
/s/ Ann D. Murtlow
Ann D. Murtlow
Director
/s/ Scott K. Sorensen
Scott K. Sorensen
Director
By:
By:
By:
By:
By:
By:
By:
By:
By:
87
SUBSIDIARIES OF THE COMPANY AND
OWNERSHIP OF SUBSIDIARY STOCK
Exhibit 21.01
NAME OF SUBSIDIARY
Wabash National Trailer Centers, Inc.
Wabash Wood Products, Inc.
Wabash National, L.P.
Wabash National Manufacturing, L.P.
Wabash National Services, L.P.
Continental Transit Corporation
Transcraft Corporation
Walker Stainless Equipment Co., LLC
Garsite/Progress, LLC
Brenner Tank Services, LLC
Walker Group Holdings, LLC
Bulk Solutions, LLC
Brenner Tank LLC
Wabash National Holdings, Inc.
Extract Technology Limited
Wabash UK Holdings Limited
STATE OF
INCORPORATION
% OF SHARES OWNED
BY THE CORPORATION*
Delaware
Arkansas
Delaware
Delaware
Delaware
Indiana
Delaware
Delaware
Texas
Wisconsin
Texas
Texas
Wisconsin
Delaware
United Kingdom
United Kingdom
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
_______________________
*Includes both direct and indirect ownership by Wabash National Corporation
88
Exhibit 23.01
Consent of Independent Registered Public Accounting Firm
We consent to the incorporation by reference in the following Registration Statements:
(1) Registration Statement (Form S-3 No. 333-194251) of Wabash National Corporation
(2) Registration Statement (Forms S-8 No. 333-149349) pertaining to the 2011 Omnibus Incentive Plan and the
2007 Omnibus Incentive Plan of Wabash National Corporation
(3) Registration Statement (Form S-8 No. 333-178778) pertaining to the 2011 Omnibus Incentive Plan of Wabash
National Corporation
of our reports dated February 27, 2017, with respect to the consolidated financial statements of Wabash National
Corporation and the effectiveness of internal control over financial reporting of Wabash National Corporation,
included in this Annual Report (Form 10-K) of Wabash National Corporation for the year ended December 31,
2016.
/s/ Ernst & Young LLP
Indianapolis, Indiana
February 27, 2017
89
CERTIFICATIONS
Exhibit 31.01
I, Richard J. Giromini, certify that:
1.
I have reviewed this report on Form 10-K of Wabash National Corporation;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a
material fact necessary to make the statements made, in light of the circumstances under which such statements were
made, not misleading with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly
present in all material respects the financial condition, results of operations and cash flows of the registrant as of,
and for, the periods presented in this report;
4. The registrant's other certifying officer and I are responsible for establishing and maintaining disclosure controls
and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial
reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to
be designed under our supervision, to ensure that material information relating to the registrant, including
its consolidated subsidiaries, is made known to us by others within those entities, particularly during the
period in which this report is being prepared;
b) Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles;
c) Evaluated the effectiveness of the registrant's disclosure controls and procedures and presented in this
report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of
the period covered by this report based on such evaluation; and
d) Disclosed in this report any change in the registrant's internal control over financial reporting that
occurred during the registrant's most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of
an annual report) that has materially affected, or is reasonably likely to materially affect, the registrant's
internal control over financial reporting; and
5. The registrant's other certifying officer and I have disclosed, based on our most recent evaluation of internal
control over financial reporting, to the registrant's auditors and the audit committee of the registrant's board of
directors (or persons performing the equivalent functions):
a) All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant's ability to record, process,
summarize and report financial information; and
b) Any fraud, whether or not material, that involves management or other employees who have a
significant role in the registrant's internal control over financial reporting.
Date: February 27, 2017
/s/ Richard J. Giromini
Richard J. Giromini
Chief Executive Officer
(Principal Executive Officer)
90
CERTIFICATIONS
Exhibit 31.02
I, Jeffery L. Taylor, certify that:
1.
I have reviewed this report on Form 10-K of Wabash National Corporation;
2. Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a
material fact necessary to make the statements made, in light of the circumstances under which such statements were
made, not misleading with respect to the period covered by this report;
3. Based on my knowledge, the financial statements, and other financial information included in this report, fairly
present in all material respects the financial condition, results of operations and cash flows of the registrant as of,
and for, the periods presented in this report;
4. The registrant's other certifying officer and I are responsible for establishing and maintaining disclosure controls
and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial
reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to
be designed under our supervision, to ensure that material information relating to the registrant, including
its consolidated subsidiaries, is made known to us by others within those entities, particularly during the
period in which this report is being prepared;
b) Designed such internal control over financial reporting, or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of
financial reporting and the preparation of financial statements for external purposes in accordance with
generally accepted accounting principles;
c) Evaluated the effectiveness of the registrant's disclosure controls and procedures and presented in this
report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the
period covered by this report based on such evaluation; and
d) Disclosed in this report any change in the registrant's internal control over financial reporting that
occurred during the registrant's most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of
an annual report) that has materially affected, or is reasonably likely to materially affect, the registrant's
internal control over financial reporting; and
5. The registrant's other certifying officer and I have disclosed, based on our most recent evaluation of internal
control over financial reporting, to the registrant's auditors and the audit committee of the registrant's board of
directors (or persons performing the equivalent functions):
a) All significant deficiencies and material weaknesses in the design or operation of internal control over
financial reporting which are reasonably likely to adversely affect the registrant's ability to record, process,
summarize and report financial information; and
b) Any fraud, whether or not material, that involves management or other employees who have a
significant role in the registrant's internal control over financial reporting.
Date: February 27, 2017
/s/ Jeffery L. Taylor
Jeffery L. Taylor
Senior Vice President and Chief Financial Officer
(Principal Financial Officer)
91
Written Statement of Chief Executive Officer and Chief Financial Officer
Pursuant to Section 906
of the Sarbanes-Oxley Act of 2002 (18 U.S.C. Section 1350)
Exhibit 32.01
The undersigned, the Chief Executive Officer and the Senior Vice President, Chief Financial Officer of Wabash
National Corporation (the "Company"), each hereby certifies that, to his knowledge, on February 27, 2017:
(a)
(b)
the Annual Report on Form 10-K of the Company for the year ended December 31, 2016 filed on February
27, 2017, with the Securities and Exchange Commission (the “Report”) fully complies with the
requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934; and
information contained in the Report fairly presents, in all material respects, the financial condition and
results of operations of the Company.
/s/ Richard J. Giromini
Richard J. Giromini
Chief Executive Officer
February 27, 2017
/s/ Jeffery L. Taylor
Jeffery L. Taylor
Senior Vice President and Chief Financial Officer
February 27, 2017
A signed original of this written statement required by Section 906, or other document authenticating,
acknowledging, or otherwise adopting the signature that appears in typed form within the electronic version of this
written statement required by Section 906, has been provided to Wabash National Corporation and will be retained
by Wabash National Corporation and furnished to the Securities and Exchange Commission or its staff upon
request.
92
Stockholder Information
Executive Officers
Richard J. Giromini
Chief Executive Officer and Director
Brent L. Yeagy
President – Chief Operating Officer and Director
Jeffery L. Taylor
Senior Vice President – Chief Financial Officer
William D. Pitchford
Senior Vice President – Human Resources
Erin J. Roth
Senior Vice President – General Counsel
and Secretary
Mark J. Weber
Senior Vice President – Group President,
Diversified Products
Auditors
Ernst & Young LLP
111 Monument Circle
Suite 2600
Indianapolis, IN 46204-5120
Transfer Agent
Wells Fargo Bank, N.A.
Shareowner Services
P.O. Box 64854
St. Paul, MN 55164-0854
Telephone: 1-800-468-9716 or 651-450-4064
Fax: 651-450-4033
Form 10-K
In lieu of a separate annual report to stockholders,
enclosed is Wabash National Corporation’s
Form 10-K, which includes as an exhibit the
certifications required by Section 302 of the
Sarbanes Oxley Act.
Directors
Richard J. Giromini
Chief Executive Officer
Wabash National Corporation
Dr. Martin C. Jischke
Chairman of the Board
Wabash National Corporation
John E. Kunz
Vice President and Controller
Tenneco, Inc.
Larry J. Magee
Director
Wabash National Corporation
Ann D. Murtlow
President and Chief Executive Officer
United Way of Central Indiana
Scott K. Sorensen
Chief Executive Officer
Sorenson Communications
Brent L. Yeagy
President – Chief Operating Officer
Wabash National Corporation
Stock Listing
Symbol: WNC
New York Stock Exchange
Internet Address
www.wabashnational.com
Requests
For stockholder requests for information, please contact:
Wabash National Corporation
c/o Director - Investor Relations
1000 Sagamore Parkway S.
Lafayette, IN 47905
(765) 771-5310
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New Markets. New Innovation. New Growth.
Annual Report 2016
Wabash National Corporation
1000 Sagamore Parkway South
Lafayette, IN 47905