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¨
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Preliminary Proxy Statement
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¨
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Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))
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x
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Definitive Proxy Statement
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¨
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Definitive Additional Materials
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¨
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Soliciting Material Pursuant to §240.14a-12
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x
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No fee required.
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¨
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Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11.
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(1)
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Title of each class of securities to which the transaction applies:
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(2)
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Aggregate number of securities to which the transaction applies:
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(3)
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Per unit price or other underlying value of the transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined):
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(4)
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Proposed maximum aggregate value of the transaction:
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(5)
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Total fee paid:
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¨
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Fee paid previously with preliminary materials.
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¨
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Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
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(1)
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Amount Previously Paid:
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(2)
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Form, Schedule or Registration Statement No.:
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(3)
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Filing Party:
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(4)
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Date Filed:
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Notice of 2020 Annual Meeting of Shareholders
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Dear Shareholder,
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Date:
Time:
Place:
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Wednesday, April 29, 2020
10 a.m. EDT
The Auditorium of Marathon Petroleum Corporation
539 South Main Street
Findlay, Ohio 45840
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You are invited to participate in Marathon Petroleum Corporation’s 2020 Annual Meeting of Shareholders.
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Voting Matters
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Board Recommendation
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Proposal 1:
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FOR
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To approve an amendment to the Certificate of Incorporation to phase out the classified Board of Directors
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þ
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Your vote is important.
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Ø
See page
4
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Proposal 2:
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FOR
each
director nominee for Class III
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To elect the four director nominees for Class III named in the Proxy Statement
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Whether or not you plan to attend the Annual Meeting, please vote as soon as possible using one of the following methods:
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Ø
See page
5
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Proposal 3:
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FOR
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To ratify the appointment of our independent auditor for 2020
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Internet
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Follow the instructions in the Notice.
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Ø
See page
26
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Proposal 4:
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FOR
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Telephone
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To approve, on an advisory basis, our named executive officer compensation
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Call the toll-free number on your proxy card or voting instruction form.
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Ø
See page
67
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Proposals 5-6:
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FOR
Proposal 5, and
AGAINST
Proposal 6
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Mail
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If properly presented at the meeting, on two shareholder proposals
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Return your completed and signed proxy card or voting instruction form in the provided envelope.
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Ø
See page
68
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We will also transact any other business that may properly come before the meeting or any adjournment or postponement thereof.
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Please see “FAQs About Voting and the Annual Meeting” for more information.
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Shareholders of record at the close of business on Monday, March 2, 2020 (the “Record Date”) are entitled to vote at the Annual Meeting. See “FAQs About Voting and the Annual Meeting” for more information.
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Important Notice Regarding the Internet Availability of Proxy Materials:
The Proxy Statement and the Marathon Petroleum Corporation Annual Report are available at
www.proxyvote.com
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We thank you for your continued support and look forward to seeing you at the Annual Meeting.
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By order of the Board of Directors,
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Molly R. Benson
Vice President, Chief Securities, Governance & Compliance Officer and Corporate Secretary |
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The proxy materials, including the Proxy Statement, the Marathon Petroleum Corporation Annual Report
and the proxy card, or the Notice Regarding the Availability of Proxy Materials, are being distributed on or about
March 16, 2020 to all shareholders entitled to vote.
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û
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Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting
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This Proxy Statement and our 2019 Annual Report are also available at
www.proxyvote.com
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2020 Proxy Statement
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1
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Shareholder right to call a special meeting of shareholders
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Annual Board and committee self-evaluations
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Risk oversight by the full Board and its committees
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Substantial majority of independent directors
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Extensive voluntary disclosures in the areas of corporate responsibility and sustainability
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Proxy access shareholder right to submit director nominations for inclusion in our proxy statement
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Extensive voluntary disclosures on our political spending
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Majority voting standard for uncontested director elections
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Robust shareholder engagement program
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Strong Lead Director role reinforces effective independent leadership on the Board
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Meaningful stock ownership guidelines for executive officers
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Independent directors meet regularly in executive session
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Prohibition on hedging and pledging our stock
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Recoupment/Clawback policy
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Three fully independent standing Board committees
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u
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2020
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▶
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Submitting to our shareholders, for consideration at the 2020 Annual Meeting, an amendment to our Certificate of Incorporation providing for annual elections for all directors
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u
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2019
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▶
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Amended our Corporate Governance Principles to require, commencing in 2020, individual director evaluations for directors whose terms expire at the next annual meeting
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u
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2018
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▶
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Amended our Bylaws to give shareholders owning at least 25% of our common stock the right to call a special meeting of shareholders
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▶
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Amended our Corporate Governance Principles to expressly affirm the Board’s commitment to actively seek diverse candidates for Board service
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▶
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Amended our Bylaws to eliminate the 80% supermajority requirement for Bylaw amendments, so that the
approval threshold for Bylaw amendments is now a majority of outstanding shares
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u
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2016
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▶
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Amended our Bylaws to provide proxy access for shareholders
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2
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Marathon Petroleum Corporation
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Find more online
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The following are available on our website at
www.marathonpetroleum.com/Investors/Corporate-Governance/
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▶
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Corporate Governance Principles
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▶
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Code of Ethics for Senior Financial Officers
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▶
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Bylaws
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▶
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Whistleblowing as to Accounting Matters Policy
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▶
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Board Committee Charters
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▶
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Conflicts of Interest Policy
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▶
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Code of Business Conduct
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2020 Proxy Statement
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3
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▶
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Our Restated Certificate of Incorporation provides for a staggered Board divided into three classes of directors, with each class elected for a three-year term. We are asking our shareholders to approve an amendment to the Restated Certificate of Incorporation to phase out the classified Board so that the Board is fully declassified by the 2022 annual meeting.
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ü
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The Board recommends a vote
FOR
this proposal.
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4
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Marathon Petroleum Corporation
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▶
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The Board, acting upon the recommendation of the Corporate Governance and Nominating Committee, has nominated the following individuals as Class III directors for election to the Board:
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ü
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The Board recommends a vote
FOR
each director nominee.
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Steven A. Davis
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John P. Surma
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J. Michael Stice
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Susan Tomasky
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2020 Proxy Statement
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5
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Steven A. Davis
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Former Chairman and CEO, Bob Evans Farms, Inc.
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Key Qualifications and Experience
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▶
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Senior leadership experience as former CEO
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▶
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Operations experience
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▶
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Industry expertise
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▶
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Director of other public companies
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▶
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Risk management experience
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Career Highlights:
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▶
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Chairman and CEO and member of the board of directors of Bob Evans Farms, Inc., a foodservice and consumer products company (2006-2014)
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Independent Director
Age: 61
Director since: 2013
MPC Board Committees:
Compensation and Organization Development
Corporate Governance
and Nominating
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▶
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President of Long John Silver’s and A&W All-American Food Restaurants (2002-2006)
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▶
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Held senior executive and operational positions at Yum! Brands’ Pizza Hut division and Kraft General Foods
|
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Current Public Company Directorships:
Legacy Acquisition Corp. (since 2017); PPG Industries, Inc. (since 2019)
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Past Public Company Directorships:
Sonic Corp. (2016-2018); Walgreens Boots Alliance, Inc. (2009-2015)
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Education:
Bachelor of Science in Business Administration, University of Wisconsin at Milwaukee; Master of Business Administration, University of Chicago
|
||||
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Other Professional Experience and Community Involvement:
|
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▶
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Member, Board of Directors, Albertsons Companies, Inc. (since 2015)
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▶
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Member, International Board of Directors for the Juvenile Diabetes Research Foundation
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J. Michael Stice
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Dean of the Mewbourne College of Earth & Energy, The University of Oklahoma
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Key Qualifications and Experience
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▶
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Senior leadership experience as former CEO
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▶
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Operations experience
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▶
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Industry expertise
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▶
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Director of other public companies
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▶
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Risk management experience
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Career Highlights:
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▶
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Dean, Mewbourne College of Earth & Energy at The University of Oklahoma (since 2015)
|
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▶
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CEO (2009-2014) and member of the board of directors (2012-2015) of Access Midstream Partners L.P., a gathering and processing master limited partnership
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Independent Director
Age: 60
Director since: 2017
MPC Board Committees:
Audit
Corporate Governance
and Nominating
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▶
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Nearly 30 years’ service in positions of increasing responsibility at ConocoPhillips and its predecessor companies, including as President of ConocoPhillips Qatar (2003-2008)
|
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Current Public Company Directorships:
U.S. Silica Holdings, Inc. (since 2013); Spartan Energy Acquisition Corp. (since 2018); MPLX GP LLC (since 2018)
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||||
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Past Public Company Directorships:
Access Midstream Partners GP, L.L.C. (2012-2015); MarkWest Energy GP L.L.C. (2015); SandRidge Energy, Inc. (2015-2016); Williams Partners GP LLC (2015)
|
||||
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Education:
Bachelor of Science in Chemical Engineering, The University of Oklahoma; Master of Science in Business, Stanford University; Doctor of Education in Organizational Leadership, The George Washington University
|
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6
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Marathon Petroleum Corporation
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John P. Surma
|
|||||
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Retired Chairman and CEO, United States Steel Corporation
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Key Qualifications and Experience
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▶
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Senior leadership experience as former CEO
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▶
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Operations experience
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▶
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Financial expertise
|
▶
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Government/regulatory experience
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▶
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Industry expertise
|
▶
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Director of other public companies
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▶
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Risk management experience
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Career Highlights:
|
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||
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▶
|
CEO (2004-2013) and Executive Chairman (2006-2013) of United States Steel Corporation; President and Chief Operating Officer (2003-2004); Vice Chairman and CFO (2002-2003)
|
|||
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Independent Director
Age: 65
Director since: 2011
MPC Board Committees:
Audit
Corporate Governance
and Nominating (Chair)
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|
||||
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▶
|
Executive roles at Marathon Oil Corporation (1997-2001), including President, Speedway SuperAmerica LLC and President, Marathon Ashland Petroleum
|
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|
||||
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▶
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Price Waterhouse LLP (1976-1997), admitted to the partnership in 1987
|
|||
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|
Current Public Company Directorships:
Concho Resources Inc.* (since 2014); Trane Technologies plc (formerly Ingersoll-Rand plc) (since 2013); MPLX GP LLC (since 2012); Public Service Enterprise Group Inc. (since 2019)
|
||||
|
|
|||||
|
|
|||||
|
|
Past Public Company Directorships:
United States Steel Corporation (2001-2013)
|
||||
|
|
Education:
Bachelor of Science in Accounting, Pennsylvania State University
|
||||
|
|
Other Professional Experience and Community Involvement:
|
||||
|
|
|
▶
|
Appointed by President Barack Obama to the President’s Advisory Committee for Trade Policy and Negotiations (2010-2014), served as Vice Chairman
|
||
|
|
|
|
|||
|
|
|
▶
|
Former Chair, board of the Federal Reserve Bank of Cleveland
|
||
|
* Mr. Surma is presently serving his last term on the Concho Resources Inc. board and will not stand for reelection in 2020.
|
|
▶
|
Executive Staff Assistant to the Federal Reserve Board’s Vice Chairman, as part of the President’s Executive Exchange Program in Washington, D.C. (1983)
|
||
|
|
|
||||
|
|
▶
|
Member, board of the University of Pittsburgh Medical Center; former Chairman, board of the National Safety Council
|
|||
|
Susan Tomasky
|
|||||
|
Retired President of AEP Transmission, a business division of American Electric Power Co.
|
|||||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience
|
▶
|
Government/regulatory experience
|
|
|
|
▶
|
Financial expertise
|
▶
|
Director of other public companies
|
|
|
|
▶
|
Risk management experience
|
|
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
President of AEP Transmission, a division of American Electric Power Co., Inc. (2008-2011)
|
|||
|
|
▶
|
Various executive officer positions at American Electric Power Co., including Executive Vice President and General Counsel (1998-2001), Executive Vice President of Finance and CFO (2001-2006), and Executive Vice President of Shared Services (2006-2008)
|
|||
|
Independent Director
Age: 66
Director since: 2018
MPC Board Committees:
Audit (Chair)
Sustainability
|
|
||||
|
|
|
||||
|
|
▶
|
Former Partner in the Energy Group at Hogan & Hartson (now Hogan Lovells), a law firm
|
|||
|
|
▶
|
General Counsel, Federal Energy Regulatory Commission (1993-1997)
|
|||
|
|
Current Public Company Directorships:
Public Service Enterprise Group Inc. (since 2012)
|
||||
|
|
Past Public Company Directorships:
Summit Midstream Partners GP, LLC (2012-2018); Andeavor (2011-2018), including service as Lead Director (2014-2018)
|
||||
|
|
|||||
|
|
Education:
Bachelor of Liberal Arts, University of Kentucky; Juris Doctor, The George Washington University Law School
|
||||
|
|
|
||||
|
|
|
Other Professional Experience and Community Involvement:
|
|||
|
|
|
▶
|
Member, Board of Trustees, Kenyon College
|
||
|
|
|
▶
|
Former Director, board of the Federal Reserve Bank of Cleveland
|
||
|
|
|
▶
|
Advisory Board member, Fidelity Equity and High Income Mutual Fund Board of Trustees
|
||
|
|
|
|
2020 Proxy Statement
|
7
|
|
|
|
|
Abdulaziz F. Alkhayyal
|
|||||
|
Retired Senior Vice President, Industrial Relations, Saudi Aramco
|
|
|
|||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience
|
▶
|
Operations experience
|
|
|
|
▶
|
Industry expertise
|
▶
|
Director of other public companies
|
|
|
|
▶
|
Risk management experience
|
|
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Senior Vice President of Industrial Relations (2007-2014), Senior Vice President of Refining, Marketing and International (2001-2007), Senior Vice President, International Operations (2000-2001) of Saudi Arabian Oil Company (Saudi Aramco)
|
|||
|
|
|
||||
|
Independent Director
Age: 66
Director since: 2016
MPC Board Committees:
Audit
Compensation and Organization Development
Sustainability (Chair)
|
|
|
|||
|
|
▶
|
Thirty-three year career at Saudi Aramco beginning in various field positions and progressing through management roles of increasing responsibility
|
|||
|
|
|
||||
|
|
Current Public Company Directorships:
Halliburton Company (since 2014)
|
||||
|
|
Past Public Company Directorships:
None
|
||||
|
|
Education:
Bachelor of Science in Mechanical Engineering, University of California, Irvine; Master of Business Administration, University of California, Irvine; Advanced Management Program, University of Pennsylvania
|
||||
|
|
|||||
|
|
|||||
|
|
Other Professional Experience and Community Involvement:
|
||||
|
|
▶
|
Member, Board of Directors, Saudi Electricity Company (since 2018)
|
|||
|
|
|
▶
|
Member, Board of Directors, National Gas & Industrialization Company (since 2019)
|
||
|
|
|
▶
|
Member, Board of Directors for the International Youth Foundation
|
||
|
Jonathan Z. Cohen
|
|||||
|
Chairman and CEO, Hepco Capital Management, LLC
|
|||||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience as former CEO
|
▶
|
Risk management experience
|
|
|
|
▶
|
Industry expertise
|
▶
|
Director of other public companies
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Chairman and CEO of Hepco Capital Management, a private family investment firm (since 2016)
|
|||
|
|
|
||||
|
|
▶
|
Chairman of the Board (since 2018) and CEO (2017-2018), Falcon Minerals Corporation, a mineral rights acquisition and management company; Founder and CEO of its predecessor, Osprey Energy Acquisition Corp. (2016-2018); Co-Executive Chairman of Osprey Technology Acquisition Corp. (since 2019)
|
|||
|
Independent Director
Age: 49
Director since: 2019
|
|
|
|||
|
|
|
||||
|
|
▶
|
President (2003-2016) and CEO (2004-2016), Resource America, Inc., an asset management company
|
|||
|
|
|
||||
|
|
▶
|
Co-founder and various executive roles at Atlas Pipeline Partners, LP and Atlas Energy, Inc.
|
|||
|
|
Current Public Company Directorships:
Falcon Minerals Corporation (since 2017); Atlas Energy Group, LLC (since 2012); Titan Energy, LLC (since 2016)
|
||||
|
|
|
||||
|
|
|
Past Public Company Directorships:
Energen Corporation (2018)
|
|||
|
|
Education:
Bachelor of Arts, University of Pennsylvania; Juris Doctor, American University School of Law
|
||||
|
|
|||||
|
|
Other Professional Experience and Community Involvement:
|
||||
|
|
▶
|
Co-founder, Castine Capital Management, LLC
|
|||
|
|
▶
|
Chairman, Executive Committee, Lincoln Center Theater
|
|||
|
|
▶
|
Trustee, East Harlem School; Trustee, Arete Foundation; Trustee, American School of Classical Studies in Athens, Greece
|
|||
|
|
|
||||
|
|
|
|
8
|
Marathon Petroleum Corporation
|
|
|
|
|
James E. Rohr
|
|||||
|
Retired Chairman and CEO, The PNC Financial Services Group, Inc.
|
|
|
|||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience as former CEO
|
▶
|
Risk management experience
|
|
|
|
▶
|
Financial expertise
|
▶
|
Director of other public companies
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Chairman and CEO (2000-2013) and Executive Chairman (2013-2014) of The PNC Financial Services Group, Inc.
|
|||
|
|
|
||||
|
|
▶
|
Over 40 years at The PNC Financial Services Group, Inc. in various roles of increasing responsibility; oversaw PNC’s expansion into new markets and led PNC to record growth
|
|||
|
Lead Independent Director
Age: 71
Director since: 2013
MPC Board Committees:
Audit
Compensation and Organization Development (Chair)
|
|
|
|||
|
|
Current Public Company Directorships:
Allegheny Technologies Incorporated (since 1996)
|
||||
|
|
Past Public Company Directorships:
General Electric Company (2013-2018); BlackRock, Inc. (1999-2014); The PNC Financial Services Group, Inc. (1990-2014); EQT Corporation (1996-2019), including service as Chairman (2018-2019)
|
||||
|
|
|||||
|
|
|||||
|
|
Education:
Bachelor of Arts, University of Notre Dame; Master of Business Administration, The Ohio State University
|
||||
|
|
|||||
|
|
Other Professional Experience and Community Involvement:
|
||||
|
|
▶
|
Member, Board of Directors, ECHO Realty, L.P.
|
|||
|
|
▶
|
Member, Board of Directors, The Heinz Endowments
|
|||
|
|
▶
|
Chairman, Board of Trustees, Carnegie Mellon University
|
|||
|
|
|
▶
|
Member, Board of Trustees, University of Notre Dame
|
||
|
|
|
|
2020 Proxy Statement
|
9
|
|
|
|
|
Evan Bayh
|
|||||
|
Senior Advisor, Apollo Global Management
|
|||||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience in government
|
▶
|
Government/regulatory experience
|
|
|
|
▶
|
Financial expertise
|
▶
|
Director of other public companies
|
|
|
|
▶
|
Risk management experience
|
|
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Senior Advisor, Apollo Global Management, a private equity firm (since 2011)
|
|||
|
|
▶
|
U.S. Senator (1999-2011); served on a number of committees, including Banking, Housing and Urban Affairs; Armed Services; Energy and Natural Resources; Select Committee on Intelligence; Small Business and Entrepreneurship; Special Committee on Aging; chaired the International Trade and Finance Subcommittee
|
|||
|
Independent Director
Age: 64
Director since: 2011
MPC Board Committees:
Audit
Corporate Governance and Nominating
|
|
||||
|
|
|
||||
|
|
|
||||
|
|
▶
|
Governor of the State of Indiana (1989-1997); Secretary of State (1986-1989)
|
|||
|
|
▶
|
Senior Advisor and Of Counsel, Cozen O’Connor Public Strategies, a law firm (2018-2019)
|
|||
|
|
▶
|
Partner, McGuireWoods LLP, a global diversified law firm (2011-2018)
|
|||
|
|
Current Public Company Directorships:
Berry Global Group, Inc. (since 2011); Fifth Third Bancorp (since 2011); RLJ Lodging Trust (since 2011)
|
||||
|
|
|||||
|
|
Past Public Company Directorships:
None
|
||||
|
|
Education:
Bachelor of Science in Business Economics, Indiana University; Juris Doctor, University of Virginia
|
||||
|
|
|||||
|
Charles E. Bunch
|
|||||
|
Retired Chairman and CEO, PPG Industries
|
|||||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience as former CEO
|
▶
|
Operations experience
|
|
|
|
▶
|
Financial expertise
|
▶
|
Director of other public companies
|
|
|
|
▶
|
Risk management experience
|
|
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Chairman and CEO (2005-2015) and Executive Chairman (2015-2016) of PPG Industries, Inc. a global supplier of paints and coatings
|
|||
|
|
|
||||
|
Independent Director
Age: 70
Director since: 2015
MPC Board Committees:
Compensation and Organization Development
Corporate Governance and Nominating
|
|
▶
|
President, Chief Operating Officer and board member of PPG Industries (2002-2005)
|
||
|
|
▶
|
Thirty-six year career at PPG Industries, serving in various roles in finance and planning, marketing and general management in the United States and Europe, including as Senior Vice President of Strategic Planning and Corporate Services and Executive Vice President, Coatings
|
|||
|
|
|
||||
|
|
|
||||
|
|
Current Public Company Directorships:
ConocoPhillips (since 2014); Mondelez International, Inc. (since 2016); The PNC Financial Services Group, Inc. (since 2007)
|
||||
|
|
|||||
|
|
Past Public Company Directorships:
H.J. Heinz Company (2003-2013); PPG Industries, Inc. (2002-2016)
|
||||
|
|
|||||
|
|
Education:
Bachelor of Science in International Affairs, Georgetown University; Master of Business Administration, Harvard University Graduate School of Business Administration
|
||||
|
|
|||||
|
|
|
Other Professional Experience and Community Involvement:
|
|||
|
|
|
▶
|
Former Chairman, board of the Federal Reserve Bank of Cleveland
|
||
|
|
|
|
10
|
Marathon Petroleum Corporation
|
|
|
|
|
Edward G. Galante
|
|||||
|
Retired Senior Vice President and Member of the Management Committee, Exxon Mobil Corporation
|
|||||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience
|
▶
|
Operations experience
|
|
|
|
▶
|
Industry expertise
|
▶
|
Director of other public companies
|
|
|
|
▶
|
Risk management experience
|
|
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Senior Vice President and Management Committee member of Exxon Mobil Corporation (2001-2006)
|
|||
|
|
|
||||
|
Independent Director
Age: 69
Director since: 2018
MPC Board Committees:
Compensation and Organization Development
Sustainability
|
|
▶
|
More than 30 years at Exxon Mobil Corporation in roles of increasing responsibility, including Executive Vice President of ExxonMobil Chemical Company (1999-2001)
|
||
|
|
|
||||
|
|
Current Public Company Directorships:
Celanese Corporation (since 2013), Lead Director (since 2016); Clean Harbors, Inc. (since 2010); Linde PLC (since 2018)
|
||||
|
|
|||||
|
|
Past Public Company Directorships:
Andeavor (2016-2018); Praxair, Inc. (2007-2018); Foster Wheeler AG (2008-2014)
|
||||
|
|
|||||
|
|
Education:
Bachelor of Science in Civil Engineering, Northeastern University
|
||||
|
|
Other Professional Experience and Community Involvement:
|
||||
|
|
▶
|
Member, Board of Directors, United Way Foundation of Metropolitan Dallas
|
|||
|
|
|
▶
|
Vice Chairman, Board of Trustees, Northeastern University
|
||
|
Kim K.W. Rucker
|
|||||
|
Former Executive Vice President, General Counsel and Secretary, Andeavor
|
|||||
|
|
|
|
|
|
|
|
|
Key Qualifications and Experience
|
|
|
|
|
|
|
|
|||
|
|
▶
|
Senior leadership experience
|
▶
|
Government/regulatory experience
|
|
|
|
▶
|
Industry expertise
|
▶
|
Director of other public companies
|
|
|
|
▶
|
Risk management experience
|
|
|
|
|
|
|
|
|
|
|
|
|
Career Highlights:
|
|
|
||
|
|
▶
|
Executive Vice President, General Counsel and Secretary of Andeavor (2016-2018); Executive Vice President and General Counsel of Tesoro Logistics GP, LLC (2016-2018)
|
|||
|
|
|
||||
|
Independent Director
Age: 53
Director since: 2018
MPC Board Committees:
Sustainability
|
|
▶
|
Executive Vice President, Corporate & Legal Affairs, General Counsel and Corporate Secretary of Kraft Foods Group, Inc., a grocery manufacturing and processing company (2012-2015)
|
||
|
|
|
||||
|
|
|
||||
|
|
▶
|
Senior Vice President, General Counsel and Chief Compliance Officer (2008-2012) and Corporate Secretary (2009-2012) of Avon Products, Inc.
|
|||
|
|
|
||||
|
|
▶
|
Senior Vice President, Corporate Secretary and Chief Governance Officer of Energy Future Holdings Corp. (formerly TXU Corp.) (2004-2008)
|
|||
|
|
|
||||
|
|
▶
|
Former Partner in the Corporate & Securities group at Sidley Austin LLP, a law firm
|
|||
|
|
Current Public Company Directorships:
Celanese Corporation (since 2018); Lennox International Inc. (since 2015)
|
||||
|
|
|||||
|
|
Past Public Company Directorships:
None
|
||||
|
|
|
Education:
Bachelor of Arts in Economics, University of Iowa; Juris Doctor, Harvard Law School; Master in Public Policy, John F. Kennedy School of Government at Harvard University
|
|||
|
|
|
||||
|
|
|
Other Professional Experience and Community Involvement:
|
|||
|
|
|
▶
|
Member, Board of Trustees, Johns Hopkins Medicine
|
||
|
|
|
▶
|
Member, Board of Directors, Haven for Hope
|
||
|
|
|
|
2020 Proxy Statement
|
11
|
|
|
|
|
▶
|
Transactions between the director and us directly, immediate family members of the director or organizations with which the director is affiliated, including those further discussed under “Related Party Transactions” below;
|
|
▶
|
Any service by the director on the board of a company with which we conduct business;
|
|
▶
|
The frequency and dollar amounts associated with any such transactions; and
|
|
▶
|
Whether any such transactions are at arm’s length in the ordinary course of business and on terms and conditions similar to those with unrelated parties.
|
|
|
The Board has affirmatively determined that the following directors are independent:
|
|
||||
|
|
Abdulaziz F. Alkhayyal
|
|
Steven A. Davis
|
|
J. Michael Stice
|
|
|
|
|
Evan Bayh
|
|
Edward G. Galante
|
|
John P. Surma
|
|
|
|
|
Charles E. Bunch
|
|
James E. Rohr
|
|
Susan Tomasky
|
|
|
|
|
Jonathan Z. Cohen
|
|
Kim K.W. Rucker
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Mr. Heminger, who currently serves as our Chairman and CEO, and Mr. Goff, who served as our Executive Vice Chairman during 2019, were not considered to be independent.
|
|
|||||
|
|
|
||||||
|
11
independent directors
|
|
|
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
12
|
Marathon Petroleum Corporation
|
|
|
|
|
Senior Leadership Experience
We believe directors with experience in significant leadership positions bring the qualifications and skills to oversee and develop our strategy to drive long-term value. They also possess strong abilities to motivate and retain individual leaders and to identify and develop leadership qualities in others.
|
|
|
|
|
|
|
|
Financial Expertise
Financial and audit expertise, particularly knowledge of finance and financial reporting processes, is critical to understanding and evaluating our capital structure and overseeing the preparation of our financial statements and internal control over financial reporting.
|
|
|
|
|
|
|
|
Industry Expertise
Directors with leadership and operational experience in the energy industry, particularly in the areas of petroleum refining, logistics operations and retail sales, bring practical understanding of our business and effective oversight in implementing our strategy.
|
|
|
|
|
|
|
|
Risk Management Experience
Directors with experience managing risk bring skills critical to the Board’s oversight of our risk assessment and risk management programs.
|
|
|
|
|
|
|
|
Operations Experience
Directors with operations experience bring a practical understanding of developing, implementing and addressing our business strategy and development plan.
|
|
|
|
|
|
|
|
Government/Regulatory Experience
As we operate in a heavily regulated industry that is directly affected by governmental requirements, directors with experience in governmental affairs, regulation and policy bring knowledge helpful to navigating these complex issues.
|
|
|
|
|
|
|
|
Corporate Governance and Public Company Board Service
Directors who have served on other public company boards have experience overseeing and providing insight and guidance to management and bring knowledge critical to the governance of our organization.
|
|
|
|
Specific information about the key qualifications and experience of each director can be found beginning on
page
6
under “Proposal 2. Election of Directors.”
|
|
|
|
|
2020 Proxy Statement
|
13
|
|
|
|
|
Board Diversity
|
|
|
|
The Board is committed to diversity, as it believes that having a variety of perspectives contributes to more effective oversight and decision-making. Our Corporate Governance Principles emphasize the importance of diversity of director backgrounds and experiences. The Board amended our Corporate Governance Principles in January 2018 to expressly affirm its commitment to actively seek in its director selection efforts women candidates and candidates of diverse ethnic and racial backgrounds who possess the skills and characteristics identified within our Corporate Governance Principles.
|
|
|
|
|
||
|
|
||
|
|
||
|
|
||
|
|
||
|
|
||
|
|
||
|
|
|
|
|
|
|
u
|
|
u
|
|
u
|
|
|
|
|
|
|
|
Any shareholder, or group of up to
|
|
May nominate and include in our proxy
|
|
Provided that the shareholder(s) and
|
|
20
shareholders, maintaining
|
|
materials director nominees constituting
|
|
nominee(s) satisfy the requirements
|
|
continuous ownership of at least
3%
|
|
up to the greater of
2
nominees or
|
|
specified in our Bylaws
|
|
of our outstanding common stock for
|
|
20%
(rounded down) of the number of
|
|
|
|
at least
3
years
|
|
directors serving on the Board
|
|
|
|
|
|
|
|
|
|
|
|
|
14
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
|
Role of the Lead Director
|
|
|
|
|
The Lead Director is an independent director, elected by the independent members of the Board. Mr. Rohr has served as the Board’s Lead Director since 2018.
|
|
|
|
|
|
The Lead Director has the following key authorities and responsibilities:
|
|
|
|
|
|
▶
|
Serving as the principal liaison between the Chairman/CEO and the independent directors.
|
|
|
|
|
▶
|
Consulting with the Chairman/CEO on and approving meeting agendas, schedules and information sent to the Board.
|
|
|
|
|
|
|
|
▶
|
The authority to call meetings of the independent directors.
|
|
|
|
|
▶
|
Presiding over all meetings of the Board in the Chairman/CEO’s absence, including executive sessions.
|
|
|
|
|
▶
|
Providing leadership to the Board in any situation where the Chairman and CEO roles may be perceived to be in conflict.
|
|
|
|
|
▶
|
Directly communicating with significant shareholders, as appropriate.
|
|
|
|
|
Board Meetings and Attendance
|
|
|
|
The Board met 14 times in 2019. Average director attendance at all Board and committee meetings in 2019 was 97%. Each of our directors attended at least 75% of the meetings of the Board and committees on which he or she served in 2019.
|
|
2019 Board and Committee Meeting Attendance
|
|
|
|
|
|
|
|
|
|
Our Corporate Governance Principles provide that the non-employee directors of the Board will hold regular executive sessions presided over by the Lead Director. The non-employee directors held 11 executive sessions in 2019.
|
|
|
|
|
|
|
|
All directors are expected to attend the Annual Meeting. All members of the Board attended the Annual Meeting of Shareholders held on April 24, 2019.
|
|
|
|
|
|
|
2020 Proxy Statement
|
15
|
|
|
|
|
Audit Committee
|
||
|
|
|
|
|
Members:
Susan Tomasky, Chair*
Abdulaziz F. Alkhayyal
Evan Bayh
James E. Rohr
J. Michael Stice
John P. Surma*
Meetings in 2019:
7
|
Primary Responsibilities:
|
|
|
▶
|
Appoints, compensates and oversees the performance of the independent auditor, including approval of all services to be performed by the auditor.
|
|
|
▶
|
Reviews with management, the independent auditor and our internal auditors the integrity of our disclosure controls and procedures, annual and quarterly financial statements and internal controls over financial reporting.
|
|
|
▶
|
Oversees the internal audit function, including its structure and budget, and the performance and compensation of the chief audit executive.
|
|
|
▶
|
Reviews with management significant corporate risk exposures and risk mitigation efforts.
|
|
|
|
▶
|
Reviews and assesses the effectiveness of our information technology controls relating to business continuity, data privacy and cybersecurity.
|
|
|
▶
|
Monitors our compliance with legal and regulatory requirements, our Code of Business Conduct, Code of Ethics for Senior Financial Officers and Whistleblowing as to Accounting Matters Policy.
|
|
* Audit Committee Financial Expert
|
▶
|
Has authority to investigate any matter brought to its attention with full access to all books, records, facilities and personnel of the Company, and to retain independent legal, accounting, or other advisors or consultants.
|
|
|
|
|
|
Compensation and Organization Development Committee
|
||
|
|
|
|
|
Members:
James E. Rohr, Chair
Abdulaziz F. Alkhayyal
Charles E. Bunch
Steven A. Davis
Edward G. Galante
Meetings in 2019:
5
|
Primary Responsibilities:
|
|
|
▶
|
Sets compensation for the CEO, incorporating relevant goals and objectives, and evaluates the CEO’s performance.
|
|
|
▶
|
Sets compensation for our other senior officers and reviews the succession plan for senior management.
|
|
|
▶
|
Oversees our executive compensation policies, plans, programs and practices.
|
|
|
▶
|
Certifies achievement of performance levels under our incentive compensation plans.
|
|
|
Please see “Executive Compensation Discussion and Analysis” for additional information about the Compensation and Organization Development Committee.
|
||
|
|
|
|
|
Corporate Governance and Nominating Committee
|
||
|
|
|
|
|
Members:
John P. Surma, Chair
Evan Bayh
Charles E. Bunch
Steven A. Davis
J. Michael Stice
Meetings in 2019:
4
|
Primary Responsibilities:
|
|
|
▶
|
Selects and recommends director candidates to the Board to be submitted for election at annual meetings and to fill any vacancies on the Board.
|
|
|
▶
|
Recommends committee assignments to the Board.
|
|
|
▶
|
Monitors our corporate governance practices and recommends to the Board appropriate corporate governance policies and procedures for our Company.
|
|
|
▶
|
Reviews and recommends to the Board compensation for our non-employee directors.
|
|
|
▶
|
Reviews political contributions, lobbying expenditures and payments to certain trade associations.
|
|
|
▶
|
Oversees the evaluation of the Board.
|
|
|
|
|
|
|
|
|
|
16
|
Marathon Petroleum Corporation
|
|
|
|
|
Sustainability Committee
|
||
|
|
|
|
|
Members:
Abdulaziz F. Alkhayyal, Chair
Edward G. Galante
Gregory J. Goff*
Gary R. Heminger
Kim K.W. Rucker
Susan Tomasky
Meetings in 2019:
3
|
Primary Responsibilities:
|
|
|
▶
|
Oversees our health, environmental, safety and security policies, plans, programs and practices, and reviews our performance and public reporting on these matters.
|
|
|
▶
|
Reviews our Perspectives on Climate-Related Scenarios report and our Sustainability Report.
|
|
|
▶
|
Oversees management’s efforts on contingency planning and emergency response activities.
|
|
|
▶
|
Monitors our engagement with stakeholders on health, environmental, safety and security matters.
|
|
|
* Retired from the Board effective December 16, 2019.
|
|
|
|
|
|
|
|
▶
|
The Speedway Transaction Committee, formed to oversee the announced separation of our Speedway business, is chaired by Mr. Surma and met four times in 2019.
|
|
▶
|
The Midstream Review Committee, formed to evaluate strategies to enhance shareholder value through a review of our Midstream business, is chaired by Mr. Stice and met four times in 2019.
|
|
▶
|
The CEO Search Committee, formed to lead the search for our new CEO, is chaired by Mr. Galante and met two times in 2019.
|
|
|
|
|
|
|
|
|
|
Find more online
|
|
|
|
|
|
|
|
|
|
|
Each of the Board’s four standing committees operates under a written charter adopted by the Board. These charters can be found on the “Corporate Governance” page of our website at
www.marathonpetroleum.com/About/Board-of-Directors/
. Each charter requires the applicable committee to annually assess and report to the Board on the adequacy of its charter.
|
|
||
|
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
17
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
|
Written Evaluations and Analysis
|
|
|
|
|
|
|
|
|
|
|
▶
|
Each director completes a detailed survey designed to assess the effectiveness of both the Board as a whole and the committees on which he or she serves. The survey seeks feedback on, among other things, Board and committee composition and organization, the frequency and content of Board and committee meetings, the quality of management presentations to the Board and its committees, the Board’s relationship to senior management and the performance of the Board and its committees in light of the responsibilities of each body as established in our Corporate Governance Principles and the respective committee charters.
|
|
|
|
|
|
|
|
|
|
|
|
▶
|
Each director reviews the Corporate Governance Principles and the charter of each committee on which he or she serves, and offers comments and revision suggestions as deemed appropriate.
|
|
|
|
|
|
|
|
|
2.
|
|
Review and Discussion
|
|
|
|
|
|
|
|
|
|
|
▶
|
Summary reports of survey results are compiled and provided to all directors.
|
|
|
|
|
|
|
|
|
|
|
|
▶
|
Our Chairman/CEO and Lead Director lead a discussion of survey results with all of the directors as a group.
|
|
|
|
|
|
|
|
|
|
|
▶
|
Each committee Chair leads a discussion of committee results at a committee meeting.
|
|
|
|
|
|
|
|
|
3.
|
|
Individual Evaluations
|
|
|
|
|
|
|
|
|
|
|
▶
|
We recently amended our Corporate Governance Principles to provide for, commencing in 2020, an enhanced process that will involve the Chairman (or Lead Director, if appointed) and the Chair of the Corporate Governance and Nominating Committee meeting with each director whose term expires at the next annual meeting to discuss his or her individual performance.
|
|
|
|
|
|
|
|
|
Mail
|
||
|
Communications may be sent by regular mail to our principal executive offices, to the attention of the Corporate Secretary, Marathon Petroleum Corporation, 539 South Main Street, Findlay, OH 45840.
|
||
|
|
|
|
|
Email
|
||
|
▶
|
Independent Directors (individually or as a group):
non-managedirectors@marathonpetroleum.com
|
|
|
|
|
|
|
▶
|
Audit Committee Chair:
auditchair@marathonpetroleum.com
|
|
|
|
|
|
|
▶
|
Compensation and Organization Development Committee Chair:
compchair@marathonpetroleum.com
|
|
|
|
|
|
|
▶
|
Corporate Governance and Nominating Committee Chair:
corpgovchair@marathonpetroleum.com
|
|
|
|
|
|
|
▶
|
Sustainability Committee Chair:
sustainabilitychair@marathonpetroleum.com
|
|
|
|
|
|
|
|
|
|
18
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
Board of Directors
|
|
|
|||||||||
|
|
The Board, which has the ultimate responsibility for, and is actively engaged in, overseeing the Company’s risk:
|
||||||||||||
|
|
▶
|
Reviews strategic risks annually at a designated strategy meeting and on an ongoing basis throughout the year.
|
||||||||||||
|
|
▶
|
Delegates responsibility for managing certain types of risk to its committees, which report regularly to the Board on activities in their individual areas of oversight.
|
||||||||||||
|
|
|
|||||||||||||
|
⇵
|
|
⇵
|
|
|
⇵
|
|
⇵
|
|||||||
|
|
|
|
|
|
|
|
|
|||||||
|
|
|
|
|
|
|
|
|
|||||||
|
Audit Committee
|
|
Compensation and Organization Development Committee
|
|
|
Corporate Governance and Nominating Committee
|
|
Sustainability Committee
|
|||||||
|
|
|
|
|
|||||||||||
|
Oversees risks associated with financial and accounting matters, as well as those related to financial reporting.
Monitors compliance with regulatory requirements and internal control systems.
Oversees our enterprise risk management process.
Oversees business continuity, data privacy and cybersecurity risks.
|
|
Oversees risks associated with our compensation programs, plans and policies to ensure they do not encourage excessive risk-taking.
Oversees our management succession planning process, as well as risks associated with talent management and human capital management.
|
|
|
Oversees the management of risks associated with corporate governance matters, including director independence, Board composition and succession and Board effectiveness.
Reviews political contributions and lobbying expenditures.
Oversees engagement with our shareholders.
|
|
Oversees risks associated with sustainability and climate change policy.
Reviews and assesses the effectiveness of health, environment, safety and security (“HES&S”) programs, performance metrics and audits.
Reviews management’s report on contingency planning and emergency response activities.
Monitors stakeholder concerns related to HES&S matters.
|
|||||||
|
↑
|
|
↑
|
|
|
↑
|
|
↑
|
|||||||
|
|
|
Management
|
|
|
||||||||||
|
|
Our senior management has day-to-day responsibility for:
|
|||||||||||||
|
|
▶
|
Identifying and assessing the major risks to our Company through our enterprise risk management process.
|
||||||||||||
|
|
▶
|
Implementing effective risk mitigation plans, processes and controls.
|
||||||||||||
|
|
|
Management meets routinely on these matters and regularly reports to the Board and its committees throughout the year.
|
||||||||||||
|
|
|
|
|
|||||||||||
|
|
|
|
2020 Proxy Statement
|
19
|
|
|
|
|
|
|
|
|
|
|
|
1.
|
|
Identifies key roles (based on business impact and retention risk).
|
|
|
|
|
|
|
|
|
|
2.
|
|
Assesses likely and possible successors for these roles, including their ability to reinforce our high-performing culture and promote our values including: Safety & Environmental Stewardship, Integrity, Respect, Inclusion and Collaboration.
|
|
|
|
|
|
|
|
|
|
3.
|
|
Evaluates the readiness of succession candidates, including training and development needs.
|
|
|
|
|
|
|
|
|
Safety & Environmental Stewardship
|
|
|
Protecting our people and the world we all share has been and remains a priority to MPC. We aim for an accident-free, incident-free workplace to ensure everyone goes home safely, every day. We are committed to safe and environmentally responsible operations to protect the health and safety of our employees, contractors and communities.
|
|
Integrity
|
|
|
Integrity at MPC is more than the business conduct policies and procedures we follow. We set high expectations for ourselves and build trust in each other, with business partners, shareholders and the communities where we work and live. We say what we’re going to do – and then do it.
|
|
Respect
|
|
|
Respect is built upon the principle that every one of us is valuable and contributes toward achieving our vision. We treat everyone professionally, with courtesy, honesty and trust. We consider how other people’s ideas can improve what we do, and we encourage everyone to openly share their perspectives, ideas and concerns.
|
|
Inclusion
|
|
|
We value diversity in culture, background, perspective and experiences. We strive to provide our employees with a collaborative, supportive and inclusive work environment where they can maximize their full potential for personal and business success. This happens when our employees, contractors and other stakeholders feel valued themselves, and value others for who they are.
|
|
Collaboration
|
|
|
We are a company of driven, accomplished professionals who are more than the sum of their training and experience. We actively partner with our communities, governments and business partners to find and create shared values, making a positive difference together. We foster constructive, solution-oriented dialogues; we genuinely listen to one another and seek out perspectives different from our own.
|
|
|
|
|
20
|
Marathon Petroleum Corporation
|
|
|
|
|
Sustainability and Climate Scenarios Reporting
|
||
|
|
The Sustainability Committee is committed to being transparent about how we pursue our business objectives and manage the risks inherent to energy-sector companies such as ours. The Committee oversees our health, environmental, safety and security policies, practices and programs, and reviews our performance and public reporting on these matters. Since 2011, we have published an annual Sustainability Report (previously the Citizenship Report), highlighting our commitment to our values, our communities and environmental stewardship. This report has been developed in accordance with the International Petroleum Industry Environmental Conservation Association (IPIECA) Sustainability Reporting Guidance.
|
|
|
We also publish an annual Perspectives on Climate-Related Scenarios report, which provides a detailed look at the Board’s risk management oversight, climate-related scenario analyses, asset optimization and portfolio management, and concludes we are well positioned to remain successful into the future. We have modeled this report on the disclosures recommended by the Financial Stability Board’s Task Force on Climate-related Financial Disclosures and continue to enhance it each year based upon those recommendations.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Find more online
|
|
||
|
|
|
|
|
|
|
|
|
|
The “Corporate Citizenship” page of our website, at
www.marathonpetroleum.com/Responsibility/Corporate-Citizenship/
offers a more comprehensive look at our corporate responsibility and sustainability policies, practices and procedures, as well as key disclosures including our:
|
|
||||
|
|
▶
|
Sustainability Report
|
|
▶
|
Our GHG emissions charts
|
|
|
|
▶
|
Perspectives on Climate-Related Scenarios report
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
21
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Find more online
|
|
|
|
|
|
|
|
|
|
|
|
The “Political Engagement and Disclosure” page of our website, at
www.marathonpetroleum.com/Responsibility/Political-Engagement-and-Disclosure/
includes a more comprehensive description of the roles of the Corporate Governance and Nominating Committee and various organizations within the Company in overseeing and promoting compliance with our political activity policy.
|
|
|||
|
|
|
|
|
|
|
|
|
This page includes a number of voluntary disclosures of interest to our shareholders and other stakeholders, including:
|
|
|||
|
|
▶
|
A statement of philosophy and purpose that includes several embedded links, including to public sources of information
|
|
||
|
|
▶
|
A link to the Office of the Clerk of the U.S. House of Representatives database where our quarterly federal lobbying reports can be obtained via a search of “Marathon Petroleum”
|
|
||
|
|
▶
|
The states for which we have registered as a lobbyist employer or principal
|
|
||
|
|
▶
|
Itemized lists of corporate political contributions in an interactive map format
|
|
||
|
|
▶
|
Itemized lists of employee political action committee (PAC) contributions in an interactive map format
|
|
||
|
|
▶
|
A list of trade associations to which MPC or its subsidiaries paid annual dues in excess of $50,000 for 2019
|
|
||
|
|
|
|
|
|
|
|
|
|
|
22
|
Marathon Petroleum Corporation
|
|
|
|
|
Role
|
Cash
Retainer
($)
|
Equity
Retainer
($)
|
Lead Director Retainer
($)
|
Committee Chair Retainer
($)
|
Total
($)
|
||||||||||
|
Lead Director
|
150,000
|
|
|
175,000
|
|
|
30,000
|
|
|
—
|
|
|
355,000
|
|
|
|
Audit Committee Chair
|
150,000
|
|
|
175,000
|
|
|
—
|
|
|
25,000
|
|
|
350,000
|
|
|
|
Compensation and Organization Development Committee Chair
|
150,000
|
|
|
175,000
|
|
|
—
|
|
|
20,000
|
|
|
345,000
|
|
|
|
Corporate Governance and Nominating Committee Chair
|
150,000
|
|
|
175,000
|
|
|
—
|
|
|
15,000
|
|
|
340,000
|
|
|
|
Sustainability Committee Chair
|
150,000
|
|
|
175,000
|
|
|
—
|
|
|
10,000
|
|
|
335,000
|
|
|
|
All Other Directors
|
150,000
|
|
|
175,000
|
|
|
—
|
|
|
—
|
|
|
325,000
|
|
|
|
|
|
|
2020 Proxy Statement
|
23
|
|
|
|
|
Name
|
Fees Earned or Paid in Cash
($)
|
Stock
Awards
($)
|
All Other Compensation
($)
|
Total
($)
|
||||||||
|
Abdulaziz F. Alkhayyal
|
185,000
|
|
|
175,000
|
|
|
—
|
|
|
360,000
|
|
|
|
Evan Bayh
|
175,000
|
|
|
175,000
|
|
|
—
|
|
|
350,000
|
|
|
|
Charles E. Bunch
|
175,000
|
|
|
175,000
|
|
|
10,000
|
|
|
360,000
|
|
|
|
Jonathan Z. Cohen
|
31,522
|
|
|
7,609
|
|
|
—
|
|
|
39,131
|
|
|
|
Steven A. Davis
|
175,000
|
|
|
175,000
|
|
|
6,250
|
|
|
356,250
|
|
|
|
Edward G. Galante
|
175,000
|
|
|
175,000
|
|
|
10,000
|
|
|
360,000
|
|
|
|
James E. Rohr
|
225,000
|
|
|
175,000
|
|
|
10,000
|
|
|
410,000
|
|
|
|
Kim K.W. Rucker
|
175,000
|
|
|
175,000
|
|
|
—
|
|
|
350,000
|
|
|
|
J. Michael Stice
|
265,000
|
|
|
285,000
|
|
|
10,000
|
|
|
560,000
|
|
*
|
|
John P. Surma
|
280,000
|
|
|
285,000
|
|
|
20,000
|
|
|
585,000
|
|
*
|
|
Susan Tomasky
|
200,000
|
|
|
175,000
|
|
|
10,000
|
|
|
385,000
|
|
|
|
*
|
The totals for Messrs. Stice and Surma include compensation for service on the MPLX GP board, as detailed below under “Fees Earned or Paid in Cash” and “Stock Awards.”
|
|
|
Earned for MPC Board Service
|
Earned for MPLX GP Board Service
|
||||||
|
Name
|
MPC RSUs
|
MPLX Phantom Units
|
MPLX Phantom Units
|
|||||
|
Abdulaziz F. Alkhayyal
|
8,087
|
|
|
1,731
|
|
—
|
|
|
|
Evan Bayh
|
36,776
|
|
|
3,579
|
|
—
|
|
|
|
Charles E. Bunch
|
12,010
|
|
|
2,366
|
|
—
|
|
|
|
Jonathan Z. Cohen
|
111
|
|
|
29
|
|
—
|
|
|
|
Steven A. Davis
|
19,976
|
|
|
3,221
|
|
—
|
|
|
|
Edward G. Galante
|
3,165
|
|
|
720
|
|
—
|
|
|
|
James E. Rohr
|
19,976
|
|
|
3,221
|
|
—
|
|
|
|
Kim K.W. Rucker
|
3,165
|
|
|
720
|
|
—
|
|
|
|
J. Michael Stice
|
7,077
|
|
|
1,540
|
|
5,726
|
|
|
|
John P. Surma
|
36,776
|
|
|
3,579
|
|
19,192
|
|
|
|
Susan Tomasky
|
3,165
|
|
|
720
|
|
—
|
|
|
|
|
|
|
24
|
Marathon Petroleum Corporation
|
|
|
|
|
|
2019
|
2018
|
||||
|
Audit
|
10,933
|
|
|
11,623
|
|
|
|
Audit-Related
|
—
|
|
|
705
|
|
|
|
Tax
|
933
|
|
|
1,430
|
|
|
|
All Other
|
225
|
|
|
5
|
|
|
|
Total
|
12,091
|
|
|
13,763
|
|
|
|
|
|
|
2020 Proxy Statement
|
25
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Find more online
|
|
|
|
|
|
|
|
|
|
|
|
The following are available on the “Corporate Governance” page of our website, at
www.marathonpetroleum.com/Investors/Corporate-Governance/
:
|
|
|||
|
|
▶
|
Pre-Approval of Audit, Audit-Related, Tax and Permissible Non-Audit Services Policy
|
|
||
|
|
▶
|
Guidelines for Hiring of Employees or Former Employees of the Independent Auditor
|
|
||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Audit Committee Report
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Audit Committee has reviewed and discussed with management MPC’s audited financial statements and its report on internal control over financial reporting for 2019. The Audit Committee discussed with the independent auditors, PricewaterhouseCoopers LLP, the matters required to be discussed by the applicable requirements of the Public Company Accounting Oversight Board and the SEC. The Audit Committee has received the written disclosures and the letter from PricewaterhouseCoopers LLP required by the applicable requirements of the Public Company Accounting Oversight Board regarding PricewaterhouseCoopers LLP’s communications with the Audit Committee concerning independence, and has discussed with PricewaterhouseCoopers LLP its independence. Based on the review and discussions referred to above, the Audit Committee recommended to the Board that the audited financial statements and the report on internal control over financial reporting for Marathon Petroleum Corporation be included in MPC’s Annual Report on
Form 10-K for the year ended December 31, 2019, for filing with the SEC.
|
|
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Audit Committee
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Susan Tomasky, Chair
|
|
Evan Bayh
|
|
J. Michael Stice
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Abdulaziz F. Alkhayyal
|
|
James E. Rohr
|
|
John P. Surma
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
▶
|
The Audit Committee has appointed PricewaterhouseCoopers LLP as our independent registered public accounting firm for the year ending December 31, 2020. We are submitting this appointment to our shareholders for ratification.
|
|
ü
|
The Board recommends a vote
FOR
this proposal.
|
|
|
|
|
|
|
|||
|
|
|
|
|
|||
|
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
|
|
|
26
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
|
|
|
Executive Summary
|
|
Executive Compensation Tables
|
||
|
How We Set Executive Compensation
|
|
2019 Summary Compensation Table
|
||
|
Executive Compensation Program
|
|
2019 Grants of Plan-Based Awards
|
||
|
Base Salary
|
|
Outstanding Equity Awards at 2019 Fiscal Year-End
|
||
|
Annual Cash Bonus Program
|
|
Option Exercises and Stock Vested in 2019
|
||
|
Long-Term Incentive Compensation Program
|
|
Post-Employment Benefits for 2019
|
||
|
Other Benefits
|
|
2019 Nonqualified Deferred Compensation
|
||
|
Compensation Governance
|
|
Potential Payments Upon Termination or Change in Control
|
||
|
Compensation and Organization Development Committee Report
|
|
|
||
|
|
CEO Pay Ratio
|
|||
|
|
|
|
|
|
|
Name
|
Title as of December 31, 2019
|
|
Gary R. Heminger
|
Chairman and Chief Executive Officer
|
|
Donald C. Templin
|
Executive Vice President and Chief Financial Officer (effective July 1, 2019); previously served as President, Refining, Marketing and Supply
|
|
Gregory J. Goff
|
Former Executive Vice Chairman (retired effective December 31, 2019)
|
|
Michael J. Hennigan
|
President and Chief Executive Officer, MPLX (effective November 1, 2019); previously served as President, MPLX
|
|
Timothy T. Griffith
|
President, Speedway LLC (effective July 1, 2019); previously served as Senior Vice President and Chief Financial Officer
|
|
Anthony R. Kenney
|
Former Executive Vice President, Speedway LLC (effective July 1, 2019; retired effective January 3, 2020); previously served as President, Speedway LLC
|
|
|
|
|
2020 Proxy Statement
|
27
|
|
|
|
|
We Do:
|
|
|||
|
ü
|
Cap annual cash bonus and performance unit payouts
|
|
ü
|
Limit business perquisites
|
|
ü
|
Grant a substantial portion of our long-term incentive awards based on relative total shareholder return
|
|
ü
|
Maintain significant stock ownership guidelines for NEOs
|
|
ü
|
Maintain “double trigger” change-in-control payout provisions for all long-term incentive awards
|
|
ü
|
Impose clawback provisions on both long-term incentive and short-term incentive awards
|
|
ü
|
Conduct an annual shareholder Say-on-Pay vote on NEO compensation
|
|
ü
|
Have an independent compensation consultant, retained directly by the Compensation and Organization Development Committee
|
|
ü
|
Require NEOs to hold all shares received under our incentive compensation plan for a minimum of one year after vesting
|
|
|
|
|
|
|
|
|
|
|
We Don’t:
|
|
|
||
|
û
|
|
|
û
|
|
|
Guarantee minimum bonus payments to any of our executive officers
|
|
Allow the repricing of stock options without shareholder approval
|
||
|
û
|
|
|
û
|
|
|
Pay dividends or dividend equivalents on unvested equity
|
|
Provide excise tax gross-up provisions with regard to any change in control of MPC
|
||
|
û
|
|
|
û
|
|
|
Grant stock options below fair market value as of the grant date
|
|
Allow the hedging or pledging of MPC common stock by our directors, officers or certain employees
|
||
|
|
|
|
|
|
|
EARNINGS
|
|
OPERATIONS
|
|
DIVIDEND INCREASE
|
|
SHAREHOLDER VALUE
|
|
$2.6 billion
|
|
$5.6 billion
|
|
9.4%
|
|
$3.3 billion
|
|
Full-year earnings for 2019
|
|
Total income from operations for 2019
|
|
Announced an increase in our quarterly dividend,
to $0.58 per share, in January 2020
|
|
Amount of capital returned in 2019, including
$2.0 billion in share repurchases
|
|
|
|
|
|
|
|
|
|
SYNERGIES
|
|
INTEGRATION
|
|
SUSTAINABILITY
|
|
SUPERIOR EXECUTION
|
|
$1.1 billion
|
|
More than 700
|
|
Recognized
|
|
96%
|
|
Recurring and non-recurring synergies realized from the combination with Andeavor, well over first-year target of $600 million
|
|
Retail store conversions since Andeavor strategic combination in
October 2018
|
|
Earned the U.S. Environmental Protection Agency’s ENERGY STAR Partner of the Year award,
for the second year
in a row
|
|
System utilization at our
16 refineries during 2019
|
|
|
|
|
28
|
Marathon Petroleum Corporation
|
|
|
|
|
1 Year TSR Performance
|
3 Year TSR Performance
|
5 Year TSR Performance
|
|
|
|
|
CEO Compensation Increase* vs. TSR Performance
|
|
|
We have realized a cumulative TSR of 242% since we were established as an independent company on June 30, 2011. During this time, Mr. Heminger’s compensation has increased overall by 76.5%, as shown in the table to the left.
|
|
* Does not include the annual change in actuarial present value of accumulated benefits under our retirement plans. See “Post-Employment Benefits for 2019” for more information about those amounts.
|
|
|
At our 2019 Annual Meeting, our shareholders approved our named executive officer compensation
with approximately 93% of the vote.
|
|
|
|
|
2020 Proxy Statement
|
29
|
|
|
|
|
|
|
|
|
30
|
Marathon Petroleum Corporation
|
|
|
|
|
|
Our Compensation and Organization Development Committee periodically reviews our compensation philosophy to ensure it achieves these objectives, making adjustments as necessary to reflect peer group and industry practices, as well as shareholder feedback. Our current philosophy generally targets Total Direct Compensation for our NEOs at the market median (50
th
percentile) of the compensation for executives serving at comparator companies. Our Compensation and Organization Development Committee believes that focusing on Total Direct Compensation, rather than each individual element of compensation, plays a critical role in attracting, retaining, motivating and rewarding the highest quality executives.
|
|
|
Base Salary
|
|
|
|
|
+
|
|
|
|
|
|
Target Annual Cash Bonus
|
|
|
|
|
|
+
|
|
|
|
|
|
LTI Intended Value
|
|
|
|
|
|
Total Direct Compensation
|
|
|
|
ü
|
Provide fair and competitive levels of compensation, after taking into account individual roles and responsibilities, while allowing for the discretion to place each NEO within the competitive range of each pay element
|
|
ü
|
Align executive compensation with company and individual performance
|
|
ü
|
Foster an ownership culture that aligns our NEOs’ interests with creating long-term value for our shareholders
|
|
ü
|
Consider the cyclical commodity influences of the business
|
|
ü
|
Discourage excessive risk-taking and appropriately align risk with reward
|
|
▶
|
Designing and implementing our compensation policies and programs to accomplish our objectives;
|
|
▶
|
Comparative data on the executive compensation policies and practices of our peers; and
|
|
▶
|
How our compensation programs and policies align with relevant regulatory requirements and governance standards.
|
|
|
|
|
2020 Proxy Statement
|
31
|
|
|
|
|
2019 Peer Group
|
|
Peer Group Selection Criteria
|
|||
|
|
3M Company
|
General Motors Company
|
|
▶
|
Revenues (generally greater than $15 billion)
|
|
|
Archer-Daniels-Midland Company
|
Halliburton Company
|
|
▶
|
Heavy manufacturing operations
|
|
|
The Boeing Company
|
Honeywell International Inc.
|
|
▶
|
Commodity exposure
|
|
|
Caterpillar Inc.
|
Johnson Controls International plc
|
|
▶
|
Safety and environmental focus
|
|
|
Chevron Corporation
|
Phillips 66
|
|
▶
|
Availability of publicly reported information
|
|
|
ConocoPhillips
|
PPG Industries, Inc.
|
|
|
|
|
|
|
MPC Positioning Relative to Peers
(at time of peer selection)
|
|||
|
|
Deere & Company
|
Schlumberger Limited
|
|
||
|
|
|
||||
|
|
DowDuPont Inc.
|
United Technologies Corporation
|
|
|
|
|
|
Exxon Mobil Corporation
|
Valero Energy Corporation
|
|
||
|
|
Ford Motor Company
|
|
|
||
|
|
|
|
32
|
Marathon Petroleum Corporation
|
|
|
|
|
Fixed Compensation
|
|
Variable, Performance-Based Compensation
|
||||
|
|
|
|
|
|
|
|
|
Base Salary
|
|
Annual Cash Bonus (“ACB”)
|
|
Long-Term Incentive (“LTI”) Awards
|
Ê
|
|
|
▶
Provides a competitive, stable and reliable base level of compensation to attract and retain executive talent
▶
Based on the scope and responsibility of the role, individual performance and experience, and peer group and other market data
▶
Reviewed at least annually and adjusted as appropriate
|
|
▶
Motivates achievement of our short-term financial and operational business objectives, driving overall performance and shareholder value
▶
Determined based on company and organizational performance as measured against pre-determined metrics, as well as assessment of individual performance
▶
Reviewed at least annually and adjusted as appropriate
|
|
▶
Promote achievement of our long-term business objectives by linking compensation directly to long-term company and equity performance
▶
Aid in retention
▶
Strengthen alignment between our NEOs’ interests and our shareholders’ interests
▶
Reviewed at least annually and adjusted as appropriate
|
|
MPC Stock Options
|
|
|
|
|
Value realized solely on stock price appreciation
|
|||
|
|
|
|
|
|||
|
|
|
|
MPC Restricted Stock/RSUs
|
|||
|
|
|
|
Value depends on stock performance
|
|||
|
|
|
|
|
|||
|
|
|
|
MPC Performance Units
|
|||
|
|
|
|
Value realized only upon achieving relative performance metrics
|
|||
|
|
|
|
|
|||
|
|
|
|
MPLX Phantom Units
|
|||
|
|
|
|
Value depends on MPLX common unit performance
|
|||
|
|
|
|
|
|||
|
|
|
|
MPLX Performance Units
|
|||
|
|
|
|
Value realized only upon achieving relative performance metrics
|
|||
|
|
|
|
2020 Proxy Statement
|
33
|
|
|
|
|
2019 Target Compensation Mix*
|
|
|
||
|
CEO
|
|
Average for Other NEOs
|
|
|
|
|
|
|
*Does not include a special award in 2019 of synergy performance units intended to promote synergy capture following the Andeavor Merger in 2018. Including this award would result in showing a greater percentage of pay at risk.
The average for other NEOs excludes Mr. Goff’s target compensation, as it was governed by the terms of his Letter Agreement rather than set by our Compensation and Organization Development Committee.
|
|
|
ð
|
“At-risk” means there is no guarantee that the target value of the awards will be realized.
|
ï
|
|
||
|
ACB
|
|
MPC Performance Units
|
|
Synergy Performance Units
|
|
MPLX Performance Units
|
|
Based on its evaluation of performance, the Compensation and Organization Development Committee has the discretion to reduce, and even award nothing for, the performance elements under each of these awards.
|
||||||
|
|
|
|
|
|
|
|
|
|
|
MPC Stock Options
|
|
|
||
|
Have no initial value and can expire with zero value if the price of our common stock does not appreciate above the grant date price over the options’ 10-year terms.
|
||||||
|
|
|
|
|
|
|
|
|
|
MPC Restricted Stock/RSUs
|
|
MPLX Phantom Units
|
|
|
|
|
May decline in value depending on MPC stock and MPLX unit price performance.
|
||||||
|
Name
|
Previous Base Salary ($)
|
Base Salary Effective April 1, 2019 ($)
|
Increase (%)
|
||||||
|
Heminger
|
1,700,000
|
|
|
1,750,000
|
|
|
2.9
|
|
|
|
Templin
|
950,000
|
|
|
975,000
|
|
|
2.6
|
|
|
|
Goff
|
1,600,000
|
|
|
1,600,000
|
|
|
—
|
|
|
|
Hennigan
|
900,000
|
|
|
950,000
|
|
|
5.6
|
|
|
|
Griffith
|
800,000
|
|
|
850,000
|
|
|
6.3
|
|
|
|
Kenney
|
750,000
|
|
|
800,000
|
|
|
6.7
|
|
|
|
|
|
|
34
|
Marathon Petroleum Corporation
|
|
|
|
|
Year-End Base Salary
|
×
|
Bonus Target
|
×
|
Performance
|
=
|
Final Award
|
|
|
|
|
|
|
|
|
|
Bonus Target
is a percentage of each NEO’s base salary. The Compensation and Organization Development Committee generally approves target bonus opportunities for our NEOs based on analysis of market-competitive data for our compensation peer group, while also taking into consideration each executive’s experience, relative scope of responsibility and potential, other market data and any other information the Committee deems relevant in its discretion.
|
||||||
|
|
|
|
|
|
|
|
|
Performance
metrics are established by the Compensation and Organization Development Committee at the beginning of the performance year. Once the performance year has ended, the Compensation and Organization Development Committee reviews and assesses company performance against the performance metrics, as well as other factors the Committee deems relevant in its discretion, including each NEO’s organizational and individual performance.
|
||||||
|
|
|
|
|
|
|
|
|
Payout results may be above or below target based on actual company and individual performance and are capped at 200% of each NEO’s target award.
|
||||||
|
|
ð
|
There is no guaranteed minimum ACB payout.
|
ï
|
|
||
|
Category
|
Performance Metric
|
Threshold
50% Payout
|
Target
100% Payout
|
Maximum
200% Payout
|
Result
|
Target Weighting
|
Performance Achieved
|
|
Financial
|
Operating Income Per Barrel
|
5th or 6th
Position |
3rd or 4th
Position |
1st or 2nd
Position |
3rd Position
|
15%
|
15%
|
|
|
(100% of target)
|
|
|
||||
|
|
Synergy Capture
|
$240
|
$480
|
$960
|
$1,404
|
10%
|
20%
|
|
|
|
|
|
|
(200% of target)
|
|
|
|
|
Distributable Cash Flow at MPLX LP
|
$3,797
|
$4,219
|
$4,430
|
$4,100
|
10%
|
8.59%
|
|
|
|
|
|
(85.9% of target)
|
|
|
|
|
|
EBITDA
|
$6,500
|
$10,800
|
$12,850
|
$10,351
|
5%
|
4.74%
|
|
|
|
|
|
|
(94.78% of target)
|
|
|
|
Operational
|
Mechanical Availability
|
94.5%
|
95.5%
|
96.5%
|
96.7%
|
10%
|
20%
|
|
|
|
|
|
|
(200% of target)
|
|
|
|
|
Marathon Safety Performance Index
|
1.00
|
0.65
|
0.40
|
0.67
|
5%
|
4.86%
|
|
|
|
|
|
(97.14% of target)
|
|
|
|
|
|
Process Safety Events Rate
|
0.55
|
0.37
|
0.25
|
0.32
|
5%
|
7.08%
|
|
|
|
|
|
(141.67% of target)
|
|
|
|
|
|
Designated Environmental Incidents
|
180
|
145
|
110
|
85
|
5%
|
10%
|
|
|
|
|
|
(200% of target)
|
|
|
|
|
|
Quality Incidents
|
$0.8
|
$0.4
|
$0.2
|
$0.055
|
5%
|
10%
|
|
|
|
|
|
|
(200% of target)
|
|
|
|
|
|
|
|
|
Total
|
70%
|
100.27%
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
35
|
|
|
|
|
Operating Income per Barrel
of crude oil throughput compared to a group of peer companies: BP p.l.c.; Chevron Corporation; Exxon Mobil Corporation; HollyFrontier Corporation; PBF Energy Inc.; Phillips 66; and Valero Energy Corporation.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Synergy Capture
tracks annualized ongoing enhanced revenue or margin, cost savings and avoided planned capital outlays realized in connection with the Andeavor Merger.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Distributable Cash Flow at MPLX
is a non-GAAP measure reflecting cash flow available to be paid to MPLX’s common unitholders, as disclosed in MPLX’s consolidated financial statements. See Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations – Non-GAAP Financial Information included in MPLX’s Annual Report on Form 10-K for the year ended December 31, 2019 for more information about this non-GAAP measure. This metric also includes distributable cash flow at ANDX, which MPLX acquired by merger effective July 30, 2019.
|
|||||||
|
|
|
|
|
|
|
|
|
|
EBITDA
is a non-GAAP performance metric derived from our consolidated financial statements. It is calculated as earnings before interest and financing costs, interest income, income taxes, depreciation and amortization expense, adjusted for certain items, including impairment expenses, inventory market valuation adjustments, effects of acquisitions and divestitures and certain other non-cash charges and credits.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Mechanical Availability
measures the availability of the processing equipment in our refineries and the critical equipment in our midstream assets.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Marathon Safety Performance Index
measures our success and commitment to employee safety. Goals are set annually at best-in-class industry performance, focusing on continual improvement and include common industry metrics.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Process Safety Events Rate
measures our ability to identify, understand and control certain process hazards.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Designated Environmental Incidents
measures certain internal environmental performance metrics.
|
|||||||
|
|
|
|
|
|
|
|
|
|
Quality Incidents
measures the impact of product quality incidents and cumulative costs to us.
|
|||||||
|
▶
|
Achieved full-year earnings for 2019 of $2.6 billion.
|
|
▶
|
Sustained focus on shareholder returns, with $3.3 billion returned to shareholders through dividends and share repurchases.
|
|
▶
|
Successful integration of Andeavor into MPC, with synergies realized well over first-year target.
|
|
▶
|
Successful merger of ANDX into MPLX.
|
|
▶
|
Enhancement of MPC shareholder and MPLX unitholder value through return of capital and unlocking midstream asset value.
|
|
▶
|
Successful integration of Andeavor and ANDX into MPC and MPLX operations.
|
|
▶
|
Excellence in environmental performance, personal safety and process safety improvement.
|
|
▶
|
Talent development, retention, succession and acquisition.
|
|
▶
|
System integration, optimization and removing bottlenecks.
|
|
|
|
|
36
|
Marathon Petroleum Corporation
|
|
|
|
|
▶
|
Growth through organic expansion and acquisition opportunities.
|
|
▶
|
Growth of market share for gasoline and diesel.
|
|
▶
|
Progress on diversity and inclusion initiatives.
|
|
Name
|
2019 Year-End
Base Salary ($) |
Bonus Target as a % of Base Salary
|
Target Bonus ($)
|
Final Award
as a % of Target |
Final
Award ($) |
||||||||
|
Heminger
|
1,750,000
|
|
|
160
|
|
2,800,000
|
|
|
161
|
|
4,500,000
|
|
|
|
Templin
|
975,000
|
|
|
110
|
|
1,072,500
|
|
|
170
|
|
1,825,000
|
|
|
|
Goff
|
1,600,000
|
|
|
160
|
|
2,560,000
|
|
|
147
|
|
3,750,000
|
|
|
|
Hennigan
|
1,050,000
|
|
|
125
|
|
1,112,000
|
|
*
|
180
|
|
2,000,000
|
|
|
|
Griffith
|
850,000
|
|
|
90
|
|
765,000
|
|
|
170
|
|
1,300,000
|
|
|
|
Kenney
|
800,000
|
|
|
90
|
|
720,000
|
|
|
153
|
|
1,100,000
|
|
|
|
*
|
Mr. Hennigan’s Target Bonus amount was adjusted to reflect his change in base salary and bonus target as he transitioned from his role as MPLX’s President to service as MPLX’s President and CEO.
|
|
|
|
|
2020 Proxy Statement
|
37
|
|
|
|
|
80% MPC LTI Awards
|
|
20% MPLX LTI Awards
|
||||||
|
|
|
|
|
|
|
|
|
|
|
50% Performance Units
|
|
30% Stock Options
|
|
20% Restricted Stock/RSUs
|
|
50% Performance Units
|
|
50% Phantom Units
|
|
|
|
|
|
|
|
|
|
|
|
Performance Units
align our NEOs’ long-term interests with our shareholders’ long-term interests by conditioning payout on the performance of our TSR relative to that of our peers over a three-year period. The percentage shown does not include a special grant in 2019 of additional synergy performance units intended to promote the capture of synergies following the Andeavor Merger in October 2018. These awards are discussed in more detail below.
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
Stock Options
drive behaviors and actions that enhance long-term shareholder value and are inherently performance-based, as our stock price must increase before the NEO can recognize any benefit.
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
Restricted Stock/RSUs
promote our NEOs’ ownership of our common stock, aid in retention and help our NEOs comply with our stock ownership guidelines.
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
MPLX Performance Unit
s
align our NEOs’ long-term interests with the long-term interests of our shareholders and MPLX’s unitholders, including MPC, by conditioning payout on the performance of MPLX’s total unitholder return and distributable cash flow relative to that of its peers over a three-year period.
|
||||||||
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
promote our NEOs’ ownership of MPLX common units, strengthening alignment between our NEOs’ interests and the interests of MPLX’s unitholders, including MPC, and help them comply with MPLX’s unit ownership guidelines.
|
||||||||
|
|
TSR Calculation
|
|
|
2017 MPC Performance Unit
Peer Group
|
|
|
|
|
|
|
|
|
|
|
(Ending Stock Price - Beginning Stock Price) + Cumulative Cash Dividends
|
|
|
Andeavor*
Chevron Corporation
HollyFrontier Corporation
PBF Energy Inc.
Phillips 66
Valero Energy Corporation
S&P 500 Energy Index
|
|
|
|
Beginning Stock Price
|
|
|
||
|
|
The beginning and ending stock price is the average of each company’s closing stock price for the 20 trading days immediately preceding each applicable date.
|
|
|
||
|
|
|
|
|||
|
|
|
|
|||
|
|
|
|
|
|
|
|
|
Measurement Periods
|
|
|
||
|
|
|
|
|||
|
|
First 12 months
|
Third 12 months
|
|
|
*Removed effective January 1, 2018 due to industry consolidation.
|
|
|
Second 12 months
|
Entire 36-month period
|
|
|
|
|
|
|
|
38
|
Marathon Petroleum Corporation
|
|
|
|
|
TSR Percentile
|
Below 25th*
|
25th*
|
50th
|
100th (Highest)
|
|
Payout (% of Target)
|
0%
|
50%
|
100%
|
200%
|
|
*
|
Increased to 30th percentile for awards granted in 2018 and thereafter.
|
|
TSR Measurement Period
|
Actual TSR (%)
|
Position
|
Percentile Ranking (%)
|
TSR Payout Percentage (% of Target)
|
|
1/1/2017 - 12/31/2017
|
34.6
|
3rd of 8
|
71.43
|
142.86
|
|
1/1/2018 - 12/31/2018
|
(4.6)
|
4th of 7
|
50.00
|
100.00
|
|
1/1/2019 - 12/31/2019
|
3.2
|
4th of 7
|
50.00
|
100.00
|
|
1/1/2017 - 12/31/2019
|
32.4
|
4th of 7
|
50.00
|
100.00
|
|
|
|
|
Average:
|
110.72
|
|
|
Heminger
|
Templin*
|
Griffith
|
Kenney
|
|
Target Number of
2017 Performance Units |
3,840,000
|
240,000
|
800,000
|
792,000
|
|
Payout ($)
|
4,251,648
|
265,728
|
885,760
|
876,903
|
|
*
|
Mr. Templin’s target number of 2017 MPC performance units was lower than the other participating NEOs’ targets because at the time of the award in 2017, he served as President of MPLX and thus received a higher percentage of his overall LTI mix in the form of MPLX performance units.
|
|
|
Performance Period
|
|||||
|
|
October 1, 2018 through December 31, 2019
|
January 1, 2020 through December 31, 2020
|
January 1, 2021 through December 31, 2021
|
|||
|
Performance Level
|
Synergy Capture Performance
|
Payout Percentage
|
Synergy Capture Performance
|
Payout Percentage
|
Synergy Capture Performance
|
Payout Percentage
|
|
Maximum
|
$960 million
|
200%
|
$1,420 million
|
200%
|
$2,000 million
|
200%
|
|
Target
|
$480 million
|
100%
|
$710 million
|
100%
|
$1,000 million
|
100%
|
|
Threshold (CEO)
|
$288 million
|
60%
|
$426 million
|
60%
|
$600 million
|
60%
|
|
Threshold (Other NEOs)
|
$240 million
|
50%
|
$355 million
|
50%
|
$500 million
|
50%
|
|
Below threshold (CEO)
|
Below $288 million
|
0%
|
Below $426 million
|
0%
|
Below $600 million
|
0%
|
|
Below threshold
(Other NEOs)
|
Below $240 million
|
0%
|
Below $355 million
|
0%
|
Below $500 million
|
0%
|
|
|
|
|
2020 Proxy Statement
|
39
|
|
|
|
|
|
Heminger
|
Templin
|
Goff
|
Hennigan
|
Griffith
|
Kenney
|
|
Target Number of Synergy Performance Units for 2019
|
2,250,000
|
666,666
|
2,000,000
|
583,333
|
466,666
|
416,666
|
|
Payout ($)
|
4,500,000
|
1,333,332
|
4,000,000
|
1,166,666
|
933,332
|
833,332
|
|
|
TUR Calculation
|
|
|
Measurement Periods
|
|
|
|
|
|
|
|
|
|
|
(Ending Unit Price - Beginning Unit Price) + Cumulative Cash Distributions
|
|
|
First 12 months
|
|
|
|
Beginning Unit Price
|
|
|
Second 12 months
|
|
|
|
The beginning and ending unit price is the average of each company’s closing unit price for the 20 trading days immediately preceding each applicable date.
|
|
|
Third 12 months
|
|
|
|
|
|
Entire 36-month period
|
||
|
|
|
|
|
|
|
|
|
2017 MPLX Performance Unit Peer Group
|
||||
|
|
Andeavor Logistics LP*
|
Enterprise Products Partners L.P.
|
Valero Energy Partners LP*
|
||
|
|
Buckeye Partners, L.P.*
|
Magellan Midstream Partners, L.P.
|
Western Midstream Operating, LP
|
||
|
|
Enbridge Energy Partners, L.P.**
|
Phillips 66 Partners LP
|
Williams Partners L.P.**
|
||
|
|
Energy Transfer Partners, L.P.**
|
Plains All American Pipeline, L.P.
|
|
|
|
|
|
|
|
|
|
|
|
|
*Removed effective January 1, 2019 due to industry consolidation.
|
||||
|
|
**Removed effective January 1, 2018 due to industry consolidation.
|
||||
|
TUR Percentile
|
Below 25th*
|
25th*
|
50th
|
100th (Highest)
|
|
Payout (% of Target)
|
0%
|
50%
|
100%
|
200%
|
|
*
|
Increased to the 30th percentile for awards granted in 2018 and thereafter.
|
|
|
|
|
40
|
Marathon Petroleum Corporation
|
|
|
|
|
DCF per common unit at 12/31/2019
|
Below $2.96
|
$2.96
|
$3.12
|
$3.30
|
|
Payout (% of Target)
|
0%
|
50%
|
100%
|
200%
|
|
TUR Measurement Period
|
Actual TUR (%)
|
Position
|
Percentile Ranking (%)
|
TUR Payout Percentage
(% of Target)
|
|
1/1/2017 - 12/31/2017
|
17.5
|
1st of 12
|
100.00
|
200.00
|
|
1/1/2018 - 12/31/2018
|
(4.2)
|
6th of 9
|
37.50
|
75.00
|
|
1/1/2019 - 12/31/2019
|
(13.8)
|
5th of 6
|
20.00
|
—
|
|
1/1/2017 - 12/31/2019
|
(0.7)
|
4th of 6
|
40.00
|
80.00
|
|
|
|
|
Average:
|
88.75%
|
|
|
Below Threshold
|
Threshold
|
Target
|
Maximum
|
Actual DCF
|
|
DCF per common unit at 12/31/2019
|
Below $2.96
|
$2.96
|
$3.12
|
$3.30
|
$3.71
|
|
DCF Payout Percentage (% of Target)
|
0%
|
50%
|
100%
|
200%
|
200%
|
|
|
Heminger
|
Templin
|
Griffith
|
Kenney
|
|
Target Number of MPLX 2017 Performance Units
|
1,200,000
|
1,200,000
|
250,000
|
110,000
|
|
Payout ($)
|
1,732,560
|
1,732,560
|
360,950
|
158,818
|
|
|
|
|
2020 Proxy Statement
|
41
|
|
|
|
|
|
u
|
|
Tax and Financial Planning Services
|
|
|
|
We generally reimburse our NEOs for certain tax, estate and financial planning services up to $15,000 per year while serving as an executive officer and $3,000 in the year following retirement or death.
|
|
|
|
|
|
|
|
|
u
|
|
Health and Well-being
|
|
|
|
Under our enhanced annual physical health program, our senior management, including our NEOs, are eligible for a comprehensive physical (generally in the form of a one-day appointment), with procedures similar to those available to all other employees under our health program.
|
|
|
|
|
|
|
|
|
u
|
|
Use of Corporate Aircraft
|
|
|
|
The primary use of our corporate aircraft is for business purposes, and it must be authorized by our CEO. Our CEO also occasionally authorizes limited personal use of our corporate aircraft for certain executives, as he did for Mr. Goff during 2019. Occasionally, spouses or other guests may accompany our executive officers on corporate aircraft, or our executive officers may travel for personal purposes on corporate aircraft when space is available on business-related flights. The cost of any such travel that does not meet the Internal Revenue Service standard for business use is imputed as income to the executive officer.
|
|
|
|
|
|
|
|
|
u
|
|
Safety and Security
|
|
|
|
Given the significant public profile of our CEO and the publicity given to those in our industry, the Board has authorized certain limited security benefits to our CEO, including the maintenance, operation and monitoring of enhanced security systems and his personal use of corporate aircraft. These benefits are monitored by the Compensation and Organization Development Committee and are taxable income to our CEO.
|
|
|
|
|
|
42
|
Marathon Petroleum Corporation
|
|
|
|
|
Stock Ownership Requirement
(multiples of base salary)
|
|||
|
6x
|
4x
|
3x
|
2x
|
|
|
|
|
|
|
CEO
|
Executive Vice Chairman
Presidents Executive Vice Presidents |
Chief Human Resources Officer
General Counsel Senior Vice Presidents |
Vice Presidents
|
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
43
|
|
|
|
|
▶
|
The Consultant’s provision of other services to us;
|
|
▶
|
The amount of fees we paid the Consultant, as a percentage of the Consultant’s total revenue;
|
|
▶
|
The Consultant’s policies and procedures that are designed to prevent internal conflicts;
|
|
▶
|
Any business or personal relationship of the Consultant with the members of the Compensation and Organization Development Committee or our executive officers; and
|
|
▶
|
Any MPC stock owned by the Consultant.
|
|
ü
|
The Compensation and Organization Development Committee annually reviews analyses on targeted compensation, actual compensation and stock ownership, and employs a philosophy of targeting total compensation at the peer group median.
|
|
ü
|
The mix of fixed versus variable compensation and cash versus equity is reasonable.
|
|
ü
|
Key functions are involved in establishing, reviewing and administering our incentive plans to ensure accuracy and transparency.
|
|
ü
|
Incentive awards are generally capped at a maximum payout of 200% of target.
|
|
ü
|
Financial metrics used within incentive plans align with shareholder value creation.
|
|
ü
|
A comprehensive process, incorporating significant discussion between management and the Compensation and Organization Development Committee, is followed when determining incentive goals.
|
|
ü
|
Executive officers are required to comply with a rigorous stock ownership policy and an additional holding policy on earned or vested full-value shares.
|
|
ü
|
Long-term incentive awards vest over multi-year periods.
|
|
ü
|
Appropriate levels of review, approval and governance support compensation decisions.
|
|
ü
|
We maintain an insider trading policy, an anti-hedging policy and a recoupment policy that addresses the restatement of results.
|
|
ü
|
The full Board plays an active role in leadership succession planning.
|
|
Compensation Risk Assessment Conclusions
|
||||||
|
|
|
|
|
|
|
|
|
Our compensation programs are appropriate to meet our business objectives.
|
|
|
|
|
|
Our compensation programs are balanced in composition between cash and equity.
|
|
|
|
|
|
|
||
|
|
|
|
||||
|
|
|
|
|
|||
|
Our compensation programs are balanced in composition between annual and long-term performance.
|
|
|
Any risks arising from our compensation programs are not reasonably likely to have a material adverse effect on our financial statements.
|
|||
|
|
|
|
|
|
||
|
|
|
|
|
|
||
|
|
|
|
44
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Compensation and Organization Development Committee Report
|
|
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Compensation and Organization Development Committee has reviewed and discussed the Executive Compensation Discussion and Analysis for 2019 with management and, based on such review and discussions, recommended to the Board that the Executive Compensation Discussion and Analysis be included in this Proxy Statement and incorporated by reference into the Annual Report on Form 10-K for the year ended December 31, 2019.
|
|
|||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Compensation and Organization Development Committee
|
|
|
|
||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
James E. Rohr, Chair
|
|
Charles E. Bunch
|
|
Edward G. Galante
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Abdulaziz F. Alkhayyal
|
|
Steven A. Davis
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
45
|
|
|
|
|
Name and
Principal Position |
Year
|
Salary
($) |
Stock Awards
($) |
Option Awards
($) |
Non-Equity Incentive Plan Compensation
($) |
Change in Pension Value and Nonqualified Deferred Compensation Earnings
($) |
All Other
Compensation ($) |
Total
($) |
||||||||
|
Gary R. Heminger
|
2019
|
1,737,500
|
|
8,382,518
|
|
3,360,005
|
|
9,000,000
|
|
971,714
|
|
677,427
|
|
|
24,129,164
|
|
|
Chairman and Chief Executive Officer
|
2018
|
1,687,500
|
|
8,143,693
|
|
3,240,009
|
|
5,200,000
|
|
931,253
|
|
603,595
|
|
|
19,806,050
|
|
|
2017
|
1,637,500
|
|
7,736,165
|
|
3,840,001
|
|
5,000,000
|
|
942,420
|
|
514,721
|
|
|
19,670,807
|
|
|
|
Donald C. Templin
|
2019
|
968,750
|
|
2,395,023
|
|
960,006
|
|
3,158,332
|
|
439,583
|
|
194,854
|
|
|
8,116,548
|
|
|
Executive Vice President and Chief Financial Officer
|
2018
|
937,500
|
|
2,364,874
|
|
960,005
|
|
1,700,000
|
|
268,777
|
|
192,823
|
|
|
6,423,979
|
|
|
2017
|
856,250
|
|
2,623,087
|
|
240,001
|
|
1,700,000
|
|
285,452
|
|
159,596
|
|
|
5,864,386
|
|
|
|
Gregory J. Goff
|
2019
|
1,600,000
|
|
11,666,364
|
|
2,940,001
|
|
7,750,000
|
|
5,721,488
|
|
438,687
|
|
|
30,116,540
|
|
|
Executive Vice Chairman
|
2018
|
400,000
|
|
—
|
|
—
|
|
4,600,000
|
|
1,062,308
|
|
121,941
|
|
|
6,184,249
|
|
|
Michael J. Hennigan
|
2019
|
954,167
|
|
2,215,393
|
|
888,005
|
|
3,166,666
|
|
245,801
|
|
186,835
|
|
|
7,656,867
|
|
|
President and Chief Executive Officer, MPLX
|
|
|
|
|
|
|
|
|
|
|||||||
|
Timothy T. Griffith
|
2019
|
837,500
|
|
1,916,038
|
|
768,007
|
|
2,233,332
|
|
272,229
|
|
508,922
|
|
|
6,536,028
|
|
|
President, Speedway LLC
|
2018
|
775,000
|
|
1,655,410
|
|
672,011
|
|
1,150,000
|
|
130,153
|
|
135,124
|
|
|
4,517,698
|
|
|
2017
|
681,250
|
|
1,611,727
|
|
800,003
|
|
1,100,000
|
|
145,967
|
|
103,922
|
|
|
4,442,869
|
|
|
|
Anthony R. Kenney
|
2019
|
787,500
|
|
1,737,876
|
|
810,009
|
|
1,933,332
|
|
293,575
|
|
138,194
|
|
|
5,700,486
|
|
|
Executive Vice President, Speedway LLC
|
2018
|
743,750
|
|
1,519,283
|
|
675,016
|
|
1,100,000
|
|
286,725
|
|
142,504
|
|
|
4,467,278
|
|
|
2017
|
718,750
|
|
1,334,144
|
|
792,000
|
|
1,100,000
|
|
379,447
|
|
135,898
|
|
|
4,460,239
|
|
|
|
|
Heminger
|
Templin
|
Goff
|
Hennigan
|
Griffith
|
Kenney
|
||||||||||||
|
MPC Performance Units ($)
|
11,200,000
|
|
|
3,200,000
|
|
|
9,800,000
|
|
|
2,960,000
|
|
|
2,560,000
|
|
|
2,700,000
|
|
|
|
MPLX Performance Units ($)
|
2,800,000
|
|
|
800,000
|
|
|
2,450,000
|
|
|
740,000
|
|
|
640,000
|
|
|
300,000
|
|
|
|
|
|
|
46
|
Marathon Petroleum Corporation
|
|
|
|
|
Name
|
Personal Use of Company Aircraft
($) |
Company Physicals
($) |
Tax and Financial Planning
($) |
Security
($) |
Company Contributions to Defined Contribution Plans
($) |
Other
($) |
Total All Other Compensation ($)
|
||||||||||||||
|
Heminger
|
132,518
|
|
|
3,827
|
|
|
5,295
|
|
|
48,909
|
|
|
486,878
|
|
|
—
|
|
|
677,427
|
|
|
|
Templin
|
—
|
|
|
3,827
|
|
|
3,748
|
|
|
—
|
|
|
187,279
|
|
|
—
|
|
|
194,854
|
|
|
|
Goff
|
3,340
|
|
|
3,827
|
|
|
—
|
|
|
—
|
|
|
430,920
|
|
|
600
|
|
|
438,687
|
|
|
|
Hennigan
|
—
|
|
|
3,827
|
|
|
—
|
|
|
—
|
|
|
178,835
|
|
|
4,173
|
|
|
186,835
|
|
|
|
Griffith
|
—
|
|
|
3,827
|
|
|
—
|
|
|
—
|
|
|
140,076
|
|
|
365,019
|
|
|
508,922
|
|
|
|
Kenney
|
—
|
|
|
3,827
|
|
|
2,607
|
|
|
—
|
|
|
131,760
|
|
|
—
|
|
|
138,194
|
|
|
|
|
|
|
2020 Proxy Statement
|
47
|
|
|
|
|
Name
|
Type of Award
|
Grant Date
|
Estimated Possible Payouts Under Non-Equity Incentive Plan Awards
|
Estimated Future Payouts Under Equity Incentive Plan Awards
|
All Other Stock Awards: Number of Shares of Stock or Units (#)
|
All Other Option Awards: Number of Securities Underlying Options
(#) |
Exercise or Base Price of Option Awards ($/Sh)
|
Grant Date Fair Value of Stock and Option Awards
($) |
||||||||||||
|
Threshold ($)
|
Target
($) |
Maximum ($)
|
Threshold ($)
|
Target
($) |
Maximum ($)
|
|||||||||||||||
|
Heminger
|
ACB
|
|
—
|
2,800,000
|
|
5,600,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock Options
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
234,310
|
|
62.68
|
3,360,005
|
|
|
Restricted Stock
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
35,738
|
|
|
|
|
2,240,058
|
|
|
|
Performance Units
|
3/1/2019
|
|
|
|
|
|
700,000
|
|
5,600,000
|
|
11,200,000
|
|
|
|
|
|
|
4,029,760
|
|
|
|
Synergy Performance Units
|
2/1/2019
|
—
|
6,750,000
|
|
13,500,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
42,195
|
|
|
|
|
1,400,030
|
|
|
|
MPLX Performance Units
|
3/1/2019
|
|
|
|
|
|
87,500
|
|
1,400,000
|
|
2,800,000
|
|
|
|
|
|
|
712,670
|
|
|
|
Templin
|
ACB
|
|
—
|
1,072,500
|
|
2,145,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock Options
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
66,946
|
|
62.68
|
960,006
|
|
|
Restricted Stock
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
10,211
|
|
|
|
|
640,025
|
|
|
|
Performance Units
|
3/1/2019
|
|
|
|
|
|
200,000
|
|
1,600,000
|
|
3,200,000
|
|
|
|
|
|
|
1,151,360
|
|
|
|
Synergy Performance Units
|
2/1/2019
|
—
|
2,000,000
|
|
4,000,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
12,056
|
|
|
|
|
400,018
|
|
|
|
MPLX Performance Units
|
3/1/2019
|
|
|
|
|
|
25,000
|
|
400,000
|
|
800,000
|
|
|
|
|
|
|
203,620
|
|
|
|
Goff
|
ACB
|
|
—
|
2,560,000
|
|
5,120,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock Options
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
205,021
|
|
62.68
|
2,940,001
|
|
|
Restricted Stock
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
31,270
|
|
|
|
|
1,960,004
|
|
|
|
Performance Units
|
3/1/2019
|
|
|
|
|
|
612,500
|
|
4,900,000
|
|
9,800,000
|
|
|
|
|
|
|
3,526,040
|
|
|
|
Synergy Performance Units
|
2/1/2019
|
—
|
2,000,000
|
|
4,000,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
36,920
|
|
|
|
|
1,225,006
|
|
|
|
MPLX Phantom Units
|
7/30/2019
|
|
|
|
|
|
|
147,438
|
|
|
|
4,331,728
|
|
|||||||
|
MPLX Performance Units
|
3/1/2019
|
|
|
|
|
|
76,563
|
|
1,225,000
|
|
2,450,000
|
|
|
|
|
|
|
623,586
|
|
|
|
Hennigan
|
ACB
|
|
—
|
1,112,000
|
|
2,224,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock Options
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
61,925
|
|
62.68
|
888,005
|
|
|
Restricted Stock
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
9,445
|
|
|
|
|
592,013
|
|
|
|
Performance Units
|
3/1/2019
|
|
|
|
|
|
185,000
|
|
1,480,000
|
|
2,960,000
|
|
|
|
|
|
|
1,065,008
|
|
|
|
Synergy Performance Units
|
2/1/2019
|
—
|
1,750,000
|
|
3,500,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
11,152
|
|
|
|
|
370,023
|
|
|
|
MPLX Performance Units
|
3/1/2019
|
|
|
|
|
|
23,125
|
|
370,000
|
|
740,000
|
|
|
|
|
|
|
188,349
|
|
|
|
Griffith
|
ACB
|
|
—
|
765,000
|
|
1,530,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock Options
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
53,557
|
|
62.68
|
768,007
|
|
|
Restricted Stock
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
8,169
|
|
|
|
|
512,033
|
|
|
|
Performance Units
|
3/1/2019
|
|
|
|
|
|
160,000
|
|
1,280,000
|
|
2,560,000
|
|
|
|
|
|
|
921,088
|
|
|
|
Synergy Performance Units
|
2/1/2019
|
—
|
1,400,000
|
|
2,800,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
9,645
|
|
|
|
|
320,021
|
|
|
|
MPLX Performance Units
|
3/1/2019
|
|
|
|
|
|
20,000
|
|
320,000
|
|
640,000
|
|
|
|
|
|
|
162,896
|
|
|
|
Kenney
|
ACB
|
|
—
|
720,000
|
|
1,440,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Stock Options
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
|
|
56,486
|
|
62.68
|
810,009
|
|
|
Restricted Stock
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
8,616
|
|
|
|
|
540,051
|
|
|
|
Performance Units
|
3/1/2019
|
|
|
|
|
|
168,750
|
|
1,350,000
|
|
2,700,000
|
|
|
|
|
|
|
971,460
|
|
|
|
Synergy Performance Units
|
2/1/2019
|
—
|
1,250,000
|
|
2,500,000
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MPLX Phantom Units
|
3/1/2019
|
|
|
|
|
|
|
|
|
|
|
|
4,521
|
|
|
|
|
150,007
|
|
|
|
MPLX Performance Units
|
3/1/2019
|
|
|
|
|
|
9,375
|
|
150,000
|
|
300,000
|
|
|
|
|
|
|
76,358
|
|
|
|
|
|
|
48
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
49
|
|
|
|
|
Name
|
Grant Date
|
Option Awards
|
Stock Awards
|
|||||||||||||
|
Number of Securities Underlying Unexercised Options
(#) Exercisable |
Number of Securities Underlying Unexercised Options
(#) Unexercisable |
Option Exercise Price
($) |
Option Expiration Date
|
Number of Shares or Units of Stock That Have Not Vested
(#) |
Market Value of Shares or Units of Stock That Have Not Vested
($) |
Equity Incentive Plan Awards: Number of Unearned Shares, Units or Rights That Have Not Vested
(#) |
Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested
($) |
|||||||||
|
Heminger
|
2/24/2010
|
246,340
|
|
—
|
|
12.37
|
|
2/24/2020
|
|
|
|
|
||||
|
2/23/2011
|
236,744
|
|
—
|
|
20.85
|
|
2/23/2021
|
|
|
|
|
|||||
|
12/5/2011
|
73,712
|
|
—
|
|
17.20
|
|
12/5/2021
|
|
|
|
|
|||||
|
2/29/2012
|
420,170
|
|
—
|
|
20.78
|
|
3/1/2022
|
|
|
|
|
|||||
|
2/27/2013
|
221,454
|
|
—
|
|
41.37
|
|
2/27/2023
|
|
|
|
|
|||||
|
3/1/2014
|
257,340
|
|
—
|
|
41.69
|
|
3/1/2024
|
|
|
|
|
|||||
|
3/1/2015
|
260,742
|
|
—
|
|
50.89
|
|
3/1/2025
|
|
|
|
|
|||||
|
3/1/2016
|
353,060
|
|
—
|
|
34.63
|
|
3/1/2026
|
|
|
|
|
|||||
|
3/1/2017
|
179,775
|
|
89,888
|
|
50.99
|
|
3/1/2027
|
MPC
|
|
|
|
|||||
|
3/1/2018
|
62,176
|
|
124,353
|
|
64.79
|
|
3/1/2028
|
39,592
|
|
2,385,418
|
|
11,000,000
|
|
22,000,000
|
|
|
|
3/1/2019
|
—
|
|
234,310
|
|
62.68
|
|
3/1/2029
|
MPLX
|
|
|
|
|||||
|
|
2,311,513
|
|
448,551
|
|
|
|
77,852
|
|
1,982,112
|
|
2,750,000
|
|
5,500,000
|
|
||
|
Templin
|
7/1/2011
|
148,370
|
|
—
|
|
21.10
|
|
7/1/2021
|
|
|
|
|
||||
|
2/29/2012
|
89,636
|
|
—
|
|
20.78
|
|
3/1/2022
|
|
|
|
|
|||||
|
2/27/2013
|
51,674
|
|
—
|
|
41.37
|
|
2/27/2023
|
|
|
|
|
|||||
|
3/1/2014
|
56,616
|
|
—
|
|
41.69
|
|
3/1/2024
|
|
|
|
|
|||||
|
3/1/2015
|
59,260
|
|
—
|
|
50.89
|
|
3/1/2025
|
|
|
|
|
|||||
|
3/1/2016
|
60,181
|
|
—
|
|
34.63
|
|
3/1/2026
|
|
|
|
|
|||||
|
3/1/2017
|
11,236
|
|
5,618
|
|
50.99
|
|
3/1/2027
|
MPC
|
|
|
|
|||||
|
3/1/2018
|
18,422
|
|
36,846
|
|
64.79
|
|
3/1/2028
|
17,582
|
|
1,059,316
|
|
3,200,000
|
|
6,400,000
|
|
|
|
3/1/2019
|
—
|
|
66,946
|
|
62.68
|
|
3/1/2029
|
MPLX
|
|
|
|
|||||
|
|
495,395
|
|
109,410
|
|
|
|
30,221
|
|
769,427
|
|
800,000
|
|
1,600,000
|
|
||
|
Goff
|
5/3/2010
|
62,669
|
|
—
|
|
7.31
|
|
5/3/2020
|
MPC
|
|
|
|
||||
|
5/5/2010
|
220,660
|
|
—
|
|
6.92
|
|
5/5/2020
|
492,264
|
|
29,658,906
|
4,900,000
|
|
9,800,000
|
|
||
|
3/1/2019
|
—
|
|
205,021
|
|
62.68
|
|
3/1/2029
|
MPLX
|
|
|
|
|||||
|
|
283,329
|
|
205,021
|
|
|
|
179,725
|
|
4,575,799
|
|
1,225,000
|
|
2,450,000
|
|
||
|
Hennigan
|
3/1/2018
|
10,075
|
|
20,150
|
|
64.79
|
|
3/1/2028
|
MPC
|
|
|
|
||||
|
3/1/2019
|
—
|
|
61,925
|
|
62.68
|
|
3/1/2029
|
26,858
|
|
1,618,195
|
|
2,355,000
|
|
4,710,000
|
|
|
|
|
10,075
|
|
82,075
|
|
|
|
MPLX
|
|
|
|
||||||
|
|
|
|
|
|
113,543
|
|
2,890,805
|
|
1,245,000
|
|
2,490,000
|
|
||||
|
Griffith
|
8/26/2011
|
19,100
|
|
—
|
|
17.44
|
|
8/26/2021
|
|
|
|
|
||||
|
2/29/2012
|
28,012
|
|
—
|
|
20.78
|
|
3/1/2022
|
|
|
|
|
|||||
|
2/27/2013
|
13,072
|
|
—
|
|
41.37
|
|
2/27/2023
|
|
|
|
|
|||||
|
3/1/2014
|
16,406
|
|
—
|
|
41.69
|
|
3/1/2024
|
|
|
|
|
|||||
|
3/1/2015
|
42,668
|
|
—
|
|
50.89
|
|
3/1/2025
|
|
|
|
|
|||||
|
3/1/2016
|
64,193
|
|
—
|
|
34.63
|
|
3/1/2026
|
|
|
|
|
|||||
|
3/1/2017
|
37,453
|
|
18,727
|
|
50.99
|
|
3/1/2027
|
MPC
|
|
|
|
|||||
|
3/1/2018
|
12,896
|
|
25,792
|
|
64.79
|
|
3/1/2028
|
15,394
|
|
927,489
|
|
2,400,000
|
|
4,800,000
|
|
|
|
3/1/2019
|
—
|
|
53,557
|
|
62.68
|
|
3/1/2029
|
MPLX
|
|
|
|
|||||
|
|
233,800
|
|
98,076
|
|
|
|
17,188
|
|
437,606
|
|
600,000
|
|
1,200,000
|
|
||
|
Kenney
|
2/23/2011
|
59,242
|
|
—
|
|
20.85
|
|
2/23/2021
|
|
|
|
|
||||
|
12/5/2011
|
14,262
|
|
—
|
|
17.20
|
|
12/5/2021
|
|
|
|
|
|||||
|
2/29/2012
|
67,228
|
|
—
|
|
20.78
|
|
3/1/2022
|
|
|
|
|
|||||
|
2/27/2013
|
33,218
|
|
—
|
|
41.37
|
|
2/27/2023
|
|
|
|
|
|||||
|
3/1/2014
|
43,426
|
|
—
|
|
41.69
|
|
3/1/2024
|
|
|
|
|
|||||
|
3/1/2015
|
53,334
|
|
—
|
|
50.89
|
|
3/1/2025
|
|
|
|
|
|||||
|
3/1/2016
|
75,828
|
|
—
|
|
34.63
|
|
3/1/2026
|
|
|
|
|
|||||
|
3/1/2017
|
37,078
|
|
18,540
|
|
50.99
|
|
3/1/2027
|
MPC
|
|
|
|
|||||
|
3/1/2018
|
12,953
|
|
25,908
|
|
64.79
|
|
3/1/2028
|
9,049
|
|
545,202
|
|
2,475,000
|
|
4,950,000
|
|
|
|
3/1/2019
|
—
|
|
56,486
|
|
62.68
|
|
3/1/2029
|
MPLX
|
|
|
|
|||||
|
|
396,569
|
|
100,934
|
|
|
|
7,758
|
|
197,519
|
|
275,000
|
|
550,000
|
|
||
|
|
|
|
50
|
Marathon Petroleum Corporation
|
|
|
|
|
|
MPC Restricted Stock/MPC Restricted Stock Units
|
|
|
MPLX Phantom Units
|
||||||||
|
Name
|
Grant Date
|
# of Unvested Shares
|
Vesting Date
|
|
|
Grant Date
|
# of Unvested Units
|
Vesting Date
|
||||
|
Heminger
|
3/1/2017
|
7,047
|
|
|
3/1/2020
|
|
|
3/1/2017
|
10,098
|
|
|
3/1/2020
|
|
|
3/1/2018
|
12,479
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2018
|
24,759
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2019
|
20,066
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
12/20/2018
|
2,496
|
|
|
3/1/2020, 3/1/2021
|
|
|
|
39,592
|
|
|
|
|
|
3/1/2019
|
40,499
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
|
|
|
|
|
|
|
77,852
|
|
|
|
|
|
Templin
|
3/1/2017
|
785
|
|
|
3/1/2020
|
|
|
3/1/2017
|
10,521
|
|
|
3/1/2020
|
|
|
3/1/2018
|
6,586
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2018
|
7,644
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2019
|
10,211
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
3/1/2019
|
12,056
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
|
17,582
|
|
|
|
|
|
|
30,221
|
|
|
|
|
Goff
|
2/14/2017
|
231,604
|
|
|
7/1/2020
|
|
|
3/1/2019
|
35,542
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
2/13/2018
|
241,695
|
|
|
7/1/2020
|
|
|
7/30/2019
|
144,183
|
|
|
7/1/2020
|
|
|
3/1/2019
|
18,965
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
|
179,725
|
|
|
|
|
|
|
492,264
|
|
|
|
|
|
|
|
|
|
|
|
Hennigan
|
7/1/2017
|
2,511
|
|
|
3/1/2020
|
|
|
7/1/2017
|
85,671
|
|
|
7/1/2020
|
|
|
7/1/2017
|
11,300
|
|
|
7/1/2020
|
|
|
3/1/2018
|
16,720
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2018
|
3,602
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2019
|
11,152
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
3/1/2019
|
9,445
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
|
113,543
|
|
|
|
|
|
|
26,858
|
|
|
|
|
|
|
|
|
|
|
|
Griffith
|
3/1/2017
|
2,615
|
|
|
3/1/2020
|
|
|
3/1/2017
|
2,192
|
|
|
3/1/2020
|
|
|
3/1/2018
|
4,610
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2018
|
5,351
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2019
|
8,169
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
3/1/2019
|
9,645
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
|
15,394
|
|
|
|
|
|
|
17,188
|
|
|
|
|
Kenney
|
3/1/2017
|
1,479
|
|
|
3/1/2020
|
|
|
3/1/2017
|
927
|
|
|
3/1/2020
|
|
|
3/1/2018
|
2,646
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2018
|
2,295
|
|
|
3/1/2020, 3/1/2021
|
|
|
3/1/2019
|
4,924
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
12/20/2018
|
194
|
|
|
3/1/2020, 3/1/2021
|
|
|
|
9,049
|
|
|
|
|
|
3/1/2019
|
4,342
|
|
|
3/1/2020, 3/1/2021, 3/1/2022
|
|
|
|
|
|
|
|
|
|
7,758
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
51
|
|
|
|
|
|
MPC Performance Units
|
|
|
MPLX Performance Units
|
|
||||||||
|
Name
|
Grant Date
|
# of Unvested Units
|
Performance Cycle
|
|
Grant Date
|
# of Unvested Units
|
Performance Cycle
|
|
|||||
|
Heminger
|
3/1/2018
|
5,400,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
3/1/2018
|
1,350,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
|
3/1/2019
|
5,600,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
3/1/2019
|
1,400,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
|
|
11,000,000
|
|
|
|
|
|
|
2,750,000
|
|
|
|
|
|
Templin
|
3/1/2018
|
1,600,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
3/1/2018
|
400,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
|
3/1/2019
|
1,600,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
3/1/2019
|
400,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
|
|
3,200,000
|
|
|
|
|
|
|
800,000
|
|
|
|
|
|
Goff
|
3/1/2019
|
4,900,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
3/1/2019
|
1,225,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
|
|
4,900,000
|
|
|
|
|
|
|
1,225,000
|
|
|
|
|
|
Hennigan
|
3/1/2018
|
875,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
3/1/2018
|
875,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
|
3/1/2019
|
1,480,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
3/1/2019
|
370,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
|
|
2,355,000
|
|
|
|
|
|
|
1,245,000
|
|
|
|
|
|
Griffith
|
3/1/2018
|
1,120,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
3/1/2018
|
280,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
|
3/1/2019
|
1,280,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
3/1/2019
|
320,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
|
|
2,400,000
|
|
|
|
|
|
|
600,000
|
|
|
|
|
|
Kenney
|
3/1/2018
|
1,125,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
3/1/2018
|
125,000
|
|
|
1/1/2018 - 12/31/2020
|
|
|
|
3/1/2019
|
1,350,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
3/1/2019
|
150,000
|
|
|
1/1/2019 - 12/31/2021
|
|
|
|
|
2,475,000
|
|
|
|
|
|
|
275,000
|
|
|
|
|
|
|
|
|
52
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
Option Awards
|
Stock Awards
|
||||||||||
|
Name
|
|
Number of Shares Acquired on Exercise
(#)
|
Value Realized on Exercise
($)
|
Number of Shares Acquired on Vesting (#)
|
Value Realized on Vesting
($)
|
||||||||
|
Heminger
|
MPC
|
187,142
|
|
|
10,274,960
|
|
|
38,472
|
|
|
2,411,425
|
|
|
|
|
MPLX
|
—
|
|
|
—
|
|
|
39,998
|
|
|
1,329,534
|
|
|
|
Templin
|
MPC
|
—
|
|
|
—
|
|
|
6,966
|
|
|
436,490
|
|
|
|
|
MPLX
|
—
|
|
|
—
|
|
|
23,766
|
|
|
789,982
|
|
|
|
Goff
|
MPC
|
—
|
|
|
—
|
|
|
130,111
|
|
|
8,223,670
|
|
|
|
|
MPLX
|
—
|
|
|
—
|
|
|
4,633
|
|
|
119,022
|
|
|
|
Hennigan
|
MPC
|
—
|
|
|
—
|
|
|
4,312
|
|
|
253,592
|
|
|
|
|
MPLX
|
—
|
|
|
—
|
|
|
23,935
|
|
|
780,958
|
|
|
|
Griffith
|
MPC
|
—
|
|
|
—
|
|
|
8,001
|
|
|
501,343
|
|
|
|
|
MPLX
|
—
|
|
|
—
|
|
|
7,380
|
|
|
245,311
|
|
|
|
Kenney
|
MPC
|
—
|
|
|
—
|
|
|
8,574
|
|
|
537,418
|
|
|
|
|
MPLX
|
—
|
|
|
—
|
|
|
3,722
|
|
|
123,719
|
|
|
|
|
|
|
2020 Proxy Statement
|
53
|
|
|
|
|
Name
|
Plan Name
|
Number of Years Credited Service
(#)
|
Present Value of Accumulated Benefit ($)
|
Payments During Last Fiscal Year
($)
|
|||
|
Heminger
|
MPC Retirement Plan
|
39.08
|
|
1,985,613
|
|
|
—
|
|
|
MPC Excess Benefit Plan
|
39.08
|
|
26,881,134
|
|
|
—
|
|
|
Speedway Retirement Plan
|
6.48
|
|
351,468
|
|
|
—
|
|
|
Speedway Excess Benefit Plan
|
6.48
|
|
4,653,177
|
|
|
—
|
|
Templin
|
MPC Retirement Plan
|
8.50
|
|
231,800
|
|
|
—
|
|
|
MPC Excess Benefit Plan
|
8.50
|
|
1,697,364
|
|
|
—
|
|
Goff
|
MPC Retirement Plan
|
1.00
|
|
30,715
|
|
|
—
|
|
|
MPC Excess Benefit Plan
|
1.00
|
|
655,938
|
|
|
—
|
|
|
Andeavor Pension Plan
|
0.67
|
|
229,108
|
|
|
—
|
|
|
Andeavor Executive Security Plan
|
8.67
|
|
32,368,205
|
|
|
—
|
|
Hennigan
|
MPC Retirement Plan
|
2.58
|
|
76,203
|
|
|
—
|
|
|
MPC Excess Benefit Plan
|
2.58
|
|
448,286
|
|
|
—
|
|
Griffith
|
MPC Retirement Plan
|
8.33
|
|
201,098
|
|
|
—
|
|
|
MPC Excess Benefit Plan
|
8.33
|
|
638,700
|
|
|
—
|
|
|
Speedway Retirement Plan
|
0.50
|
|
24,575
|
|
|
—
|
|
|
Speedway Excess Benefit Plan
|
0.50
|
|
13,621
|
|
|
—
|
|
Kenney
|
MPC Retirement Plan
|
24.83
|
|
1,329,180
|
|
|
—
|
|
|
MPC Excess Benefit Plan
|
24.83
|
|
5,239,014
|
|
|
—
|
|
|
Speedway Retirement Plan
|
18.99
|
|
633,017
|
|
|
—
|
|
|
Speedway Excess Benefit Plan
|
18.99
|
|
2,988,138
|
|
|
—
|
|
|
|
|
54
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
MPC Legacy Benefit Formula
|
|
|
Effective January 1, 2010, the formula was amended to (i) cease future accruals of additional participation years, and (ii) as applied to eligible NEOs, cease further compensation updates. No more than 37.5 participation years may be recognized under the formula. Eligible earnings include, but are not limited to, pay for hours worked, pay for allowed hours, military leave allowance, commissions, 401(k) contributions to the MPC Thrift Plan and incentive compensation bonuses. Age continues to be updated under the formula.
|
||||
|
|
|
1.6%
|
×
|
Monthly Final
Average Pay
|
×
|
Years of Participation
|
|
|
|
|
|
|
|
|
||||||
|
|
–
|
1.33%
|
×
|
Monthly Estimated Primary Social Security Benefit
|
×
|
Years of Participation
|
|
|
|
|
|
|
Monthly Benefit
|
|
|
|||||
|
|
MPC Cash Balance Formula
|
|
|
|
|
|
||||
|
|
|
Annual Compensation
|
×
|
Pay Credit Percentage
|
|
ð
|
Participants receive pay credit percentages based on the sum of their age and cash balance service:
|
|||
|
|
|
|
|
Participant Points
|
Fewer than 50 Points
|
50-69 Points
|
70 Points or More
|
|||
|
|
+
|
Account Balance
|
×
|
Interest Credit Rate
|
|
|
||||
|
|
|
|
Pay Credit Percentage
|
7%
|
9%
|
11%
|
||||
|
|
|
Cash Balance Benefit
|
|
|
|
|
|
|
||
|
Age at Retirement
|
62
|
|
61
|
|
60
|
|
59
|
|
58
|
|
57
|
|
56
|
|
55
|
|
54
|
|
53
|
|
52
|
|
51
|
|
50
|
|
|
Early Retirement Factor
|
100
|
%
|
97
|
%
|
94
|
%
|
91
|
%
|
87
|
%
|
83
|
%
|
79
|
%
|
75
|
%
|
71
|
%
|
67
|
%
|
63
|
%
|
59
|
%
|
55
|
%
|
|
|
|
|
2020 Proxy Statement
|
55
|
|
|
|
|
▶
|
If the lump sum interest rate upon the officer reaching the age of 62 used to calculate the retirement lump sum benefit is less than or equal to the lump sum interest rate as of the officer’s actual retirement date or date of death, the Service Benefit shall be the difference between the legacy lump sum benefit he or she would have been eligible to receive using the age 62 lump sum conversion factor based on the lump sum interest rate in effect on the actual retirement date or date of death and the legacy lump sum benefit he or she is eligible to receive using the lump sum conversion factor for the actual age at retirement or death based on the lump sum interest rate in effect on the actual retirement date or date of death; or
|
|
▶
|
If the lump sum interest rate upon the officer reaching the age of 62 used to calculate the retirement lump sum benefit is greater than the lump sum interest rate as of the officer’s actual retirement date or date of death, the Service Benefit shall be the difference between the legacy lump sum benefit he or she would have been eligible to receive using the lump sum conversion factor and lump sum interest rate in effect at age 62 and the legacy lump sum benefit he or she is eligible to receive using the lump sum conversion factor and lump sum interest rate in effect on the actual retirement date or date of death.
|
|
|
|
|
56
|
Marathon Petroleum Corporation
|
|
|
|
|
|
Speedway Legacy Benefit Formula
|
|
|
Benefit accruals for periods prior to January 1, 1999, were determined under a legacy benefit formula, which is summarized in this table. This formula was grandfathered for all participants as of December 31, 1998, but no additional participation years are recognized and, as applied to Mr. Heminger, compensation updates ceased as of that date. No more than 25 years of participation may be recognized under the formula. Eligible earnings included pay for hours worked and allowed hours, military leave allowance, commissions, 401(k) contributions to the Speedway Retirement Savings Plan and incentive compensation bonuses. Vesting service and age continue to be updated under the formula.
|
||||
|
|
|
|
|
|
|
|
|
|
|
|
2.0%
|
×
|
Monthly Final
Average Pay
|
×
|
Years of Participation
|
|
|
|
|
|
|
|
||||||
|
–
|
2.0%
|
×
|
Monthly Estimated Primary Social Security Benefit
|
×
|
Years of Participation
|
|
|
|
|
|
Monthly Benefit
|
|
|
|||||
|
Speedway Pension Equity Formula
|
|
Participants were credited each year with a percentage of their final average pay:
|
|||||||||
|
|
Sum of Percentages of Final Average Pay Accrued for Each Year of Participation
|
|
ð
|
Age + Participation
|
0-29
|
30-39
|
40-49
|
50-59
|
60-69
|
70-79
|
80+
|
|
|
|
||||||||||
|
|
|
Percent of Final Average Pay
|
2.50%
|
4.00%
|
5.25%
|
7.75%
|
10.50%
|
13.00%
|
15.50%
|
||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
×
|
Final Average Pay
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The pension equity accrued balance is converted into an actuarially equivalent annuity payable at normal retirement age, which was the participant’s accrued benefit under the pension equity formula.
|
|||||||||
|
|
Accrued Balance
|
|
ð
|
||||||||
|
|
|
||||||||||
|
|
|
|
|||||||||
|
|
Speedway Cash Balance Formula
|
|
|
|
|
|
||||
|
|
|
Annual Final Average Pay
|
×
|
Annual Pay Credit
|
|
ð
|
Participants receive annual pay credits based on the sum of their age and cash balance service:
|
|||
|
|
|
|
|
Participant Points
|
Fewer than 50 Points
|
50-69 Points
|
70 Points or More
|
|||
|
|
+
|
Account Balance
|
×
|
Interest Credit Rate
|
|
|
||||
|
|
|
|
Annual Pay Credit
|
7%
|
9%
|
11%
|
||||
|
|
|
Annual Benefit
|
|
|
|
|
|
|
||
|
|
|
|
2020 Proxy Statement
|
57
|
|
|
|
|
Age at Retirement
|
65
|
|
64
|
|
63
|
|
62
|
|
61
|
|
60
|
|
59
|
|
58
|
|
57
|
|
56
|
|
55
|
|
54
|
|
53
|
|
52
|
|
|
Early Retirement Factor
|
100
|
%
|
97
|
%
|
94
|
%
|
91
|
%
|
88
|
%
|
85
|
%
|
82
|
%
|
79
|
%
|
76
|
%
|
73
|
%
|
70
|
%
|
67
|
%
|
64
|
%
|
61
|
%
|
|
|
|
|
58
|
Marathon Petroleum Corporation
|
|
|
|
|
4%
|
+
|
2%
|
+
|
1%
|
|
Final average compensation for each of the first 10 years of service
|
Final average compensation for each of the next 10 years of service
|
Final average compensation for each of the last 10 years of service
|
||
|
|
|
|
2020 Proxy Statement
|
59
|
|
|
|
|
Name
|
Plan
|
Executive Contributions in Last Fiscal Year
($)
|
Company Contributions in Last Fiscal Year
($)
|
Aggregate Earnings in Last Fiscal Year
($)
|
Aggregate Withdrawals/ Distributions ($)
|
Aggregate Balance at
Last Fiscal Year-End
($)
|
|||||
|
Heminger
|
MPC Excess Benefit Plan
|
—
|
|
—
|
|
1,468
|
|
—
|
|
66,391
|
|
|
|
MPC Deferred Compensation Plan
|
—
|
|
467,222
|
|
2,238,339
|
|
—
|
|
10,114,160
|
|
|
|
EMRO Marketing Company Deferred Compensation Plan
|
—
|
|
—
|
|
15,999
|
|
—
|
|
306,386
|
|
|
|
MPC 2012 Incentive Compensation Plan
|
—
|
|
—
|
|
—
|
|
—
|
|
188,609
|
|
|
|
MPLX LP 2012 Incentive Compensation Plan
|
—
|
|
—
|
|
—
|
|
148,161
|
|
88,822
|
|
|
Templin
|
MPC Deferred Compensation Plan
|
—
|
|
167,623
|
|
214,829
|
|
—
|
|
1,338,055
|
|
|
Goff
|
MPC Deferred Compensation Plan
|
—
|
|
411,264
|
|
72,662
|
|
—
|
|
483,926
|
|
|
|
Andeavor Executive Deferred Compensation Plan
|
—
|
|
—
|
|
10,304
|
|
—
|
|
214,518
|
|
|
|
Andeavor 2011 Long-Term Incentive Plan
|
—
|
|
—
|
|
498,219
|
|
19,713
|
|
13,236,888
|
|
|
|
MPC 2012 Incentive Compensation Plan
|
—
|
|
—
|
|
49,719
|
|
19,565
|
|
30,154
|
|
|
|
MPLX LP 2018 Incentive Compensation Plan
|
—
|
|
—
|
|
544,070
|
|
24,983
|
|
2,852,823
|
|
|
Hennigan
|
MPC Deferred Compensation Plan
|
509,500
|
|
159,179
|
|
311,741
|
|
—
|
|
1,728,834
|
|
|
Griffith
|
MPC Deferred Compensation Plan
|
99,769
|
|
120,420
|
|
195,236
|
|
—
|
|
1,350,040
|
|
|
Kenney
|
MPC Deferred Compensation Plan
|
187,692
|
|
112,104
|
|
709,674
|
|
—
|
|
3,112,147
|
|
|
|
Speedway Deferred Compensation Plan
|
—
|
|
—
|
|
1,217,921
|
|
—
|
|
4,953,144
|
|
|
|
Speedway Excess Plan
|
—
|
|
—
|
|
2,800
|
|
—
|
|
268,394
|
|
|
|
EMRO Marketing Company Deferred Compensation Plan
|
—
|
|
—
|
|
24,462
|
|
—
|
|
468,461
|
|
|
|
MPC 2012 Incentive Compensation Plan
|
—
|
|
—
|
|
—
|
|
—
|
|
39,506
|
|
|
|
MPLX LP 2012 Incentive Compensation Plan
|
—
|
|
—
|
|
—
|
|
13,933
|
|
8,193
|
|
|
|
|
|
60
|
Marathon Petroleum Corporation
|
|
|
|
|
|
Heminger
|
Templin
|
Goff
|
Griffith
|
Kenney
|
|
MPC Deferred Compensation Plan
|
3,120,474
|
814,797
|
—
|
585,601
|
1,217,893
|
|
Speedway Deferred Compensation Plan
|
—
|
—
|
—
|
—
|
699,152
|
|
Speedway Excess Benefit Plan
|
—
|
—
|
—
|
—
|
113,267
|
|
Andeavor Executive Deferred Compensation Plan
|
—
|
—
|
85,892
|
—
|
—
|
|
|
|
|
2020 Proxy Statement
|
61
|
|
|
|
|
|
|
|
62
|
Marathon Petroleum Corporation
|
|
|
|
|
Name
|
Scenario
|
Severance
($)
|
Accelerated Options
($)
|
Accelerated Restricted Stock
($)
|
Accelerated Performance Units
($)
|
Other Benefits
($)
|
Total
($)
|
||||||
|
Heminger
|
Retirement
|
—
|
|
832,363
|
|
4,367,530
|
|
18,250,000
|
|
—
|
|
23,449,893
|
|
|
|
Resignation
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Involuntary Termination without Cause or with Good Reason
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Involuntary Termination for Cause
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Change in Control with Qualified Termination
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Death
|
—
|
|
832,363
|
|
4,367,530
|
|
18,250,000
|
|
—
|
|
23,449,893
|
|
|
Templin
|
Retirement
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Resignation
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Involuntary Termination without Cause or with Good Reason
|
—
|
|
52,023
|
|
1,828,743
|
|
5,333,334
|
|
—
|
|
7,214,100
|
|
|
|
Involuntary Termination for Cause
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Change in Control with Qualified Termination
|
8,025,000
|
|
52,023
|
|
1,828,743
|
|
5,333,334
|
|
58,107
|
|
15,297,207
|
|
|
|
Death
|
—
|
|
52,023
|
|
1,828,743
|
|
5,333,334
|
|
—
|
|
7,214,100
|
|
|
Goff
|
Retirement
|
12,480,002
|
|
—
|
|
34,234,705
|
|
6,125,000
|
|
—
|
|
52,839,707
|
|
|
Hennigan
|
Retirement
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Resignation
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Involuntary Termination without Cause or with Good Reason
|
—
|
|
—
|
|
4,509,000
|
|
4,766,667
|
|
—
|
|
9,275,667
|
|
|
|
Involuntary Termination for Cause
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Change in Control with Qualified Termination
|
7,950,000
|
|
—
|
|
4,509,000
|
|
4,766,667
|
|
58,830
|
|
17,284,497
|
|
|
|
Death
|
—
|
|
—
|
|
4,509,000
|
|
4,766,667
|
|
—
|
|
9,275,667
|
|
|
Griffith
|
Retirement
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Resignation
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Involuntary Termination without Cause or with Good Reason
|
—
|
|
173,412
|
|
1,365,095
|
|
3,933,334
|
|
—
|
|
5,471,841
|
|
|
|
Involuntary Termination for Cause
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
—
|
|
|
|
Change in Control with Qualified Termination
|
6,000,000
|
|
173,412
|
|
1,365,095
|
|
3,933,334
|
|
66,525
|
|
11,538,366
|
|
|
|
Death
|
—
|
|
173,412
|
|
1,365,095
|
|
3,933,334
|
|
—
|
|
5,471,841
|
|
|
Kenney
|
Retirement
|
—
|
|
171,680
|
|
742,721
|
|
3,583,334
|
|
—
|
|
4,497,735
|
|
|
|
|
|
2020 Proxy Statement
|
63
|
|
|
|
|
|
|
|
64
|
Marathon Petroleum Corporation
|
|
|
|
|
Change in Control
|
|
|
|
|
|
|
|
|
|
|
|
MPC and MPLX CIC Plans
Our NEOs participate in two change in control severance plans: the MPC Amended and Restated Executive Change in Control Severance Benefits Plan (“MPC CIC Plan”) and the MPLX Executive Change in Control Severance Benefits Plan (“MPLX CIC Plan”). Benefits under each plan are payable only upon a change in control and a Qualified Termination. In the event of a change in control and Qualified Termination under both plans, our NEOs would receive benefits under only one plan: whichever provides the greater benefits at that time.
|
|
|
Qualified Termination
|
|
|
|
|
Generally occurs when an NEO’s employment with our affiliates and us ends in connection with, or within two years after, a change in control. Exceptions include:
|
||
|
|
|
▶
|
Separation due to death or disability
|
|
|
|
|
▶
|
Termination for cause
|
|
|
|
|
▶
|
Voluntary termination without good reason (which includes a material reduction in roles, responsibilities, pay or benefits, or being required to relocate more than 50 miles from one’s current location)
|
|
|
|
|
▶
|
Termination after age 65
|
|
|
Change in Control of MPC
|
|
Change in Control of MPLX
|
|
|
|
|
|
A cash payment of up to three times the sum of the NEO’s current annualized base salary plus three times the highest bonus paid in the three years before the termination or change in control
|
||
|
|
|
|
|
Life and health insurance benefits for up to 36 months after termination at the lesser of the current cost or the active employee cost
|
|
Life and health insurance benefits for up to 36 months after termination at the active employee cost
|
|
|
|
|
|
An additional three years of service credit and three years of age credit for purposes of retiree health and life insurance benefits
|
||
|
|
||
|
A cash payment equal to the actuarial equivalent of the difference between amounts receivable by the NEO under the final average pay formula in our pension plans and those payable if: (i) the NEO had an additional three years of participation service credit; (ii) the NEO’s final average pay were the higher of the NEO’s salary at the time of the change in control event or Qualified Termination plus the NEO’s highest annual bonus from the preceding three years (for purposes of determining early retirement commencement factors, the NEO is credited with three additional years of vesting service and three additional years of age); and (iii) the NEO’s pension had been fully vested
|
||
|
|
||
|
A cash payment equal to the difference between amounts receivable under our tax-qualified and nonqualified defined contribution type retirement and deferred compensation plans and amounts that would have been received if the NEO’s defined contribution plan account had been fully vested
|
||
|
|
|
|
|
Accelerated vesting of all outstanding MPC LTI awards
|
|
Accelerated vesting of all outstanding MPLX LTI awards
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
65
|
|
|
|
|
SEC rules require us to disclose the ratio of the annual total compensation of our CEO, Mr. Heminger, to the median of the annual total compensation of all our other employees.
Our total employee population includes full-time, regular, part-time, casual and international employees, including those employed at our large network of retail stores.
SEC regulations require that our ratio include employees of all MPC businesses, including approximately 40,400 employees at our substantial retail operations (approximately 3,900 stores), many of whom are part-time employees and are compensated at lower levels than employees working in traditional downstream refining jobs.
|
MPC Employee Population*
|
|
|
|
As we are the only entirely domestic downstream refining company with such a substantial retail presence, our median employee is likely not similar in terms of job function or compensation level to the median employee of other domestic U.S. refiners. So that investors and other stakeholders can compare our ratio to that of our industry peers, we have also provided a supplementary ratio that includes only MPC employees.
|
|
|
* As permitted by the SEC rules, we excluded for administrative convenience our non-U.S. employees, which fell below the 5% de minimis threshold for exclusion based on our total employee population of approximately 61,200.
|
|
|
|
MPC Employees Only
|
Including Speedway Employees
|
||
|
Mr. Heminger’s annual total compensation
|
$24,129,164
|
$24,129,164
|
||
|
Median employee’s annual total compensation
|
$210,248
|
$27,507
|
||
|
Ratio of CEO to median employee compensation
|
115 to 1
|
877 to 1
|
||
|
|
|
|
|
|
The Compensation and Organization Development Committee’s Reflection on our Ratio
|
|
|
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|
|
|
Our Compensation and Organization Development Committee recognizes that we compete to attract, retain, motivate and reward employees in very different businesses.
|
|
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|
|
The Compensation and Organization Development Committee relies on market data and recommendations provided by the Consultant to structure variable pay opportunities (largely performance-based) for our NEOs, including our CEO, while management relies on competitive survey data, purchased from independent third parties, to determine competitive pay levels and bonus opportunities for other MPC and Speedway employees.
|
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|
|
The Compensation and Organization Development Committee also relies on the Consultant’s assessment comparing our CEO’s realizable compensation relative to his peers in the industry versus MPC’s performance relative to its peers. This assessment determines whether our compensation programs appropriately align with our performance over a long-term period. The Compensation and Organization Development Committee has determined that our CEO’s realizable compensation is strongly aligned with MPC’s performance.
|
|
|
|
|
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|
|
We believe our pay practices across different business segments are competitive and appropriate to meet the needs of our workforce and the business. The Compensation and Organization Development Committee does not make compensation decisions with the intent to manage our ratio. It believes that to do so would deviate from market competitive pay practices and could adversely affect the competitiveness of our operations.
|
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|
66
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
▶
|
Pursuant to Section 14A of the Securities Exchange Act of 1934, we are asking our shareholders to approve, on an advisory basis, the compensation of our named executive officers as disclosed in the “Executive Compensation Discussion and Analysis” and “Executive Compensation” sections of this Proxy Statement.
|
|
ü
|
The Board recommends a vote
FOR
this proposal.
|
|
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|||
|
|
▶
|
Although this vote is nonbinding, the Compensation and Organization Development Committee values the opinions of our shareholders and expects to consider the voting results when making future decisions about executive compensation.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Please read “Executive Compensation Discussion and Analysis” beginning on page
27
of this Proxy Statement, which describes in greater detail our compensation philosophy and programs, as well as the “2019 Summary Compensation Table” and other related compensation tables and narrative beginning on page
46
, which provide detailed information on the compensation of our named executive officers.
The Board of Directors recommends you approve the following resolution:
|
||
|
|
“RESOLVED, that the compensation paid to MPC’s named executive officers, as disclosed pursuant to Item 402 of Regulation S-K, including in the Compensation Discussion and Analysis, compensation tables and narrative discussion, is hereby APPROVED.”
|
|
|
|
|
|
2020 Proxy Statement
|
67
|
|
|
|
|
Board of Directors’ Response
The Board has carefully considered this proposal and recommends you vote
FOR
it.
|
|
|
|
|
|
Our Certificate of Incorporation contains “supermajority voting requirements” requiring the affirmative vote of the holders of at least 80% of the outstanding shares of our common stock entitled to vote to amend certain sections of the Certificate of Incorporation, including the sections relating to amendments to the Certificate of Incorporation. The Board has carefully considered the advantages and disadvantages of maintaining the supermajority voting requirements in our Certificate of Incorporation. While the Board continues to believe that these supermajority vote requirements have merit, it has determined that it is in the best interests of the Company and its shareholders to eliminate the supermajority voting requirements.
|
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68
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
|
1
|
https://www.marathonpetroleum.com/Responsibility/
|
|
|
2
|
https://opportunity.businessroundtable.org/wp-content/uploads/2019/09/BRT-Statement-on-the-Purpose-of-a-Corporation-with-Signatures-1.pdf
|
|
|
|
|
|
2020 Proxy Statement
|
69
|
|
|
|
|
Board of Directors’ Response
The Board has carefully considered this proposal and recommends you vote
AGAINST
it.
|
|
|
|
|
|
Our annual cash bonus program already incorporates several sustainability measures, including measures relating to environmental incidents, safety performance and process safety events, as further discussed on pages
30
and
35
of this Proxy Statement. Our Designated Environmental Incidents program in particular measures our environmental performance at our facilities against quantifiable goals set by our Compensation and Organization Development Committee. This metric reflects aggregate performance across our 16 refineries, over 30 gas processing and fractionation sites, nearly 10,000 miles of pipelines and over 100 terminals. It is designed to capture a broad variety of events that can impact our communities, including notices of violations with penalty, reportable releases that exceed certain thresholds, reportable spills, water quality exceedances and permit exceedances. Since 2013, we have reduced these events by 62% across our legacy assets and achieved an over 50% reduction in the first full year of implementation across our newly acquired Andeavor assets.
|
|
|
|
|
|
As discussed beginning on page
20
of this Proxy Statement, we are committed to corporate responsibility and sustainability. Our core value of Safety & Environmental Stewardship means we are committed to safe and environmentally responsible operations to protect the health and safety of our employees, contractors and communities, and our core value of Collaboration means we actively partner with our communities, governments and business partners to find and create shared value, making a positive difference together. Since 2011, we have published an annual Sustainability Report (previously the Citizenship Report), highlighting our commitment to our values, our communities and our environmental stewardship. Shareholders can view this report, which further demonstrates the shared commitment by our Board and management to community stakeholder concerns, at
www.marathonpetroleum.com/Responsibility/Corporate-Citizenship/
.
|
|
|
|
|
|
In addition, in 2018 the Board formed a standing Sustainability Committee, which is responsible for overseeing our health, environment, safety and security policies, plans, programs and practices, evaluating our performance under these programs, monitoring the Company’s engagement with stakeholders on these important matters, and overseeing our public reporting, including our annual Sustainability Report and Climate-Related Scenarios report. Shareholders can read more about the Sustainability Committee on pages
17
and
20
of this Proxy Statement and view the Committee’s charter at
www.marathonpetroleum.com/About/Board-of-Directors/
.
|
|
|
|
|
|
The Compensation and Organization Development Committee believes that holding our executives accountable for performance against quantifiable metrics, such as those relating to environmental and safety performance, process safety and environmental incidents, is a best practice. Unlike our current metrics, a “community stakeholder concerns and impacts” metric would be difficult to measure and audit. In addition, the Committee has full discretion under the annual cash bonus program to reduce or completely eliminate awards under the program if it deems that our performance in any area, including our impact on the communities where we live and operate, has been unsatisfactory.
|
|
|
|
|
|
The Compensation and Organization Development Committee will continue to evaluate the annual cash bonus program, as part of its design of our overall executive compensation program, and adjust metrics as it deems appropriate to drive our performance in all areas, including those related to our environmental stewardship and our corporate citizenship, as further described on page
30
of this Proxy Statement. The Board believes that our shareholders trust the Compensation and Organization Development Committee, comprised entirely of independent directors elected by our shareholders, to design our executive compensation program in a way that is appropriate to drive the responsible, long-term growth of our business. Requiring the Committee to prepare the specific report concerning an uncommon metric as requested by this proposal is unnecessary and would interfere with the Committee’s discretion to design and monitor an effective executive compensation program that is responsive to business goals and market conditions.
|
|
|
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|
|
70
|
Marathon Petroleum Corporation
|
|
|
|
|
Name of Beneficial Owner
|
Amount and Nature of
Beneficial Ownership
|
|
Percent of Total
Outstanding (%)
|
|||||||
|
MPC Common Stock
|
|
MPLX Common Units
|
|
MPC
|
MPLX
|
|||||
|
Abdulaziz F. Alkhayyal
|
8,723
|
|
|
|
1,900
|
|
|
|
*
|
*
|
|
Evan Bayh
|
48,512
|
|
|
|
27,748
|
|
|
|
*
|
*
|
|
Charles E. Bunch
|
18,261
|
|
|
|
5,965
|
|
|
|
*
|
*
|
|
Jonathan Z. Cohen
|
747
|
|
|
|
198
|
|
|
|
*
|
*
|
|
Steven A. Davis
|
35,112
|
|
|
|
42,929
|
|
|
|
*
|
*
|
|
Edward G. Galante
|
10,214
|
|
|
|
5,071
|
|
|
|
*
|
*
|
|
Gregory J. Goff
|
2,249,189
|
|
|
|
385,168
|
|
|
|
*
|
*
|
|
Timothy T. Griffith
|
337,955
|
|
|
|
39,404
|
|
|
|
*
|
*
|
|
Gary R. Heminger
|
3,141,178
|
|
|
|
316,810
|
|
|
|
*
|
*
|
|
Michael J. Hennigan
|
82,845
|
|
|
|
137,305
|
|
|
|
*
|
*
|
|
Anthony R. Kenney
|
615,646
|
|
|
|
17,214
|
|
|
|
*
|
*
|
|
James E. Rohr
|
48,112
|
|
|
|
21,486
|
|
|
|
*
|
*
|
|
Kim K.W. Rucker
|
54,193
|
|
|
|
17,101
|
|
|
|
*
|
*
|
|
J. Michael Stice
|
7,713
|
|
|
|
9,197
|
|
|
|
*
|
*
|
|
John P. Surma
|
47,412
|
|
|
|
31,502
|
|
|
|
*
|
*
|
|
Donald C. Templin
|
640,716
|
|
|
|
102,111
|
|
|
|
*
|
*
|
|
Susan Tomasky
|
14,471
|
|
|
|
889
|
|
|
|
*
|
*
|
|
All Current Directors and Executive Officers as a Group (19 individuals)
|
4,977,539
|
|
|
|
822,115
|
|
|
|
*
|
*
|
|
*
|
Less than 1% of common shares or common units outstanding, as applicable.
|
|
▶
|
Restricted stock unit awards, which vest upon the director’s retirement from service on the Board, as follows: Mr. Alkhayyal, 8,723; Mr. Bayh, 37,412; Mr. Bunch, 12,646; Mr. Cohen, 747; Mr. Davis, 20,612; Mr. Galante, 3,801; Mr. Rohr, 20,612; Ms. Rucker, 3,801; Mr. Stice, 7,713; Mr. Surma, 37,412; Ms. Tomasky, 3,801.
|
|
▶
|
For Messrs. Bayh, Goff, Surma and Templin, shares of common stock held by or with spouse, with spouse as co-trustee or by trust for the benefit of spouse.
|
|
▶
|
Shares of common stock indirectly beneficially held in trust as follows: Mr. Davis, 10,500; Mr. Heminger, 206,202; Mr. Kenney, 56,930; Mr. Rohr, 27,500; Mr. Surma, 10,000.
|
|
▶
|
All stock options exercisable within 60 days of
January 31, 2020
as follows: Mr. Goff, 488,350; Mr. Griffith, 283,275; Mr. Heminger, 2,541,680; Mr. Hennigan, 40,791; Mr. Kenney, 497,503; Mr. Templin, 541,751; all other executive officers, 364,302. Includes 721,705 stock options exercisable by the applicable current and former executive officers but not in the money as of January 31, 2020.
|
|
▶
|
For Mr. Goff: (i) 473,299 restricted stock units converted from previously outstanding Andeavor awards, (ii) 268,383 shares held by G Goff Foundation Inc., for which Mr. Goff acts as trustee with shared voting and
|
|
|
|
|
2020 Proxy Statement
|
71
|
|
|
|
|
▶
|
Phantom unit awards, which settle in common units upon a director’s retirement from service on the Board, as follows: Mr. Alkhayyal, 1,900; Mr. Bayh, 3,748; Mr. Bunch, 2,535; Mr. Cohen, 198; Mr. Davis, 3,390; Mr. Galante, 889; Mr. Rohr, 3,390; Ms. Rucker, 889; Mr. Stice, 8,497; Mr. Surma, 24,002; Ms. Tomasky, 889.
|
|
▶
|
For Messrs. Bayh, Goff and Templin, common units held by or with spouse, with spouse as co-trustee or by trust for the benefit of spouse.
|
|
▶
|
Common units indirectly beneficially held in trust as follows: Mr. Davis, 32,500; Mr. Heminger, 174,515; Mr. Rohr, 18,096; Mr. Stice, 700.
|
|
▶
|
For Messrs. Goff, Heminger and Kenney, 179,725, 77,852 and 7,758 phantom unit awards, respectively, which are no longer subject to forfeiture.
|
|
▶
|
Phantom unit awards, which may be forfeited under certain conditions, as follows: Mr. Griffith, 17,188; Mr. Hennigan, 113,543; Mr. Templin, 30,221; all other executives, 35,227.
|
|
|
Amount and Nature of Beneficial Ownership
|
Sole
Voting Power
|
Shared Voting Power
|
Sole Dispositive Power
|
Shared Dispositive Power
|
|
|
Name and Address of Beneficial Owner
|
Number of Shares
|
Percent of Class
|
||||
|
BlackRock, Inc.
55 East 52nd Street
New York, NY 10055
|
58,613,661
|
9.0%
|
52,386,930
|
—
|
58,613,661
|
—
|
|
The Vanguard Group
100 Vanguard Blvd.
Malvern, PA 19355
|
53,872,573
|
8.3%
|
969,052
|
191,775
|
52,771,047
|
1,101,526
|
|
State Street Corporation
State Street Financial Center
One Lincoln Street
Boston, MA 02111
|
32,393,987
|
5.0%
|
—
|
29,595,278
|
—
|
32,387,849
|
|
|
|
|
72
|
Marathon Petroleum Corporation
|
|
|
|
|
▶
|
Annually, and at other times as circumstances require, directors, director nominees and executive officers must submit updated information sufficient for the Corporate Governance and Nominating Committee to identify the existence and evaluate possible related person transactions not previously approved or ratified. Known transactions with beneficial owners of 5% or more of our common stock are also assessed.
|
|
▶
|
Any related person transaction that has not been previously approved or ratified must be submitted to the Corporate Governance and Nominating Committee, which considers whether ratification, amendment or termination of the transaction is in the best interests of our shareholders and us.
|
|
▶
|
We may not hire any immediate family member of a director or executive officer unless approved by the Corporate Governance and Nominating Committee. If an employee’s immediate family member becomes our director or executive officer, no material change in that employee’s terms of employment, including compensation, may be made without the prior approval of the Corporate Governance and Nominating Committee.
|
|
|
|
|
|
|
|
|
|
Find more online
|
|
|
|
|
|
|
|
|
|
|
The Related Person Transactions Policy is available on the “Corporate Governance” page of our website, at
www.marathonpetroleum.com/Investors/Corporate-Governance/
.
|
|
||
|
|
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
73
|
|
|
|
|
|
|
|
74
|
Marathon Petroleum Corporation
|
|
|
|
|
|
|
|
2020 Proxy Statement
|
75
|
|
|
|
|
Q.
|
When and where is the Annual Meeting?
|
|
A.
|
The
2020
Annual Meeting of Shareholders will be held on Wednesday,
April 29, 2020
, beginning at 10 a.m. EDT at the Auditorium of Marathon Petroleum Corporation, 539 South Main Street, Findlay, Ohio 45840.
|
|
Q.
|
What am I voting on and how does the Board recommend that I vote?
|
|
A.
|
The following table summarizes each proposal, the Board’s voting recommendations for each proposal and the vote required for each proposal to pass.
|
|
Proposal
|
Board Recommendation
|
Page Reference
|
Voting Standard
|
|
Proposal 1
. Amend the Certificate of Incorporation to phase out the classified Board of Directors
|
FOR
|
80% of outstanding shares entitled to vote
|
|
|
Proposal 2.
Elect four Directors to Class III
|
FOR
each nominee
|
Majority of votes cast for each Director
|
|
|
Proposal 3.
Ratify the independent auditor for 2020
|
FOR
|
Majority of votes cast
|
|
|
Proposal 4.
Approve, on an advisory basis, our named executive officer compensation
|
FOR
|
Majority of votes cast
|
|
|
Proposal 5.
Shareholder proposal
|
FOR
|
Majority of votes cast
|
|
|
Proposal 6.
Shareholder proposal
|
AGAINST
|
Majority of shares present
|
|
|
Q.
|
Who is entitled to vote?
|
|
A.
|
You may vote if you were a holder of MPC common stock at the close of business on
March 2, 2020
, which is the record date for our Annual Meeting. On that date, there were
650,000,632
shares of our common stock outstanding and entitled to be voted at the Annual Meeting. Each share is entitled to one vote.
|
|
Q.
|
Can I attend the Annual Meeting? How do I gain admission?
|
|
A.
|
All shareholders are invited to attend the Annual Meeting. Shareholders of record will need to have a valid form of identification to be admitted to the meeting. If you are a beneficial owner—i.e., your ownership is through a broker or other intermediary—you will need to have a valid form of identification, as well as proof of your share ownership to be admitted to the meeting. A recent account statement, letter or proxy from your broker or other intermediary will suffice as proof of ownership.
|
|
Q.
|
May I vote at the Annual Meeting?
|
|
A.
|
Shareholders of record may vote at the Annual Meeting using ballots we will provide at the meeting. If you are a beneficial owner and wish to vote at the Annual Meeting, you must contact the broker or other organization that holds your shares to obtain a legal proxy form, and bring this form with you to the Annual Meeting.
|
|
Q.
|
How do I vote if I do not plan to attend the Annual Meeting?
|
|
A.
|
Shareholders who do not intend to vote at the Annual Meeting may vote using any of the following methods:
|
|
Voting Method
|
Shareholder of Record
|
Beneficial Owner of Shares
|
|
|
|
Internet
|
Follow the instructions in the Notice.
|
Follow the instructions in the Notice forwarded to you by your broker or other intermediary.
|
|
|
Telephone
|
Call the toll-free number on your proxy card.
|
Call the toll-free telephone number on your voting instruction form.
|
|
|
Mail
|
Return your completed and signed proxy card in the provided envelope.
|
Return your completed and signed voting instruction form in the provided envelope.
|
|
|
|
|
76
|
Marathon Petroleum Corporation
|
|
|
|
|
Q.
|
How do I know whether I am a shareholder of record or a beneficial owner of shares?
|
|
A.
|
If your shares are registered in your name with our transfer agent, Computershare Trust Company N.A., you are a shareholder of record with respect to those shares, and you received the Notice or printed proxy materials directly from us. If your shares are held in an account at a brokerage firm, bank, broker-dealer or other similar organization, you are the “beneficial owner” of such shares and the Notice or printed proxy materials were forwarded to you by that organization. In that circumstance, the organization is considered the shareholder of record for purposes of voting at the Annual Meeting. As a beneficial owner, you have the right to instruct the organization how to vote the shares held in your account.
|
|
Q.
|
How are votes counted?
|
|
A.
|
Each share counts as one vote.
|
|
Q.
|
May I change or revoke my vote?
|
|
A.
|
If you are a shareholder of record, you may change or revoke your vote before the Annual Meeting by submitting a subsequent proxy card, voting again via telephone or the Internet, by written request to our Corporate Secretary prior to the meeting or by attending the Annual Meeting and voting your shares in person. Any change or revocation of your vote must be received by the applicable voting deadlines.
|
|
Q.
|
What is the voting requirement to approve each proposal?
|
|
A.
|
Proposal 1 will be approved if it receives the affirmative vote of the holders of at least 80% of the outstanding shares of our common stock entitled to vote. Abstentions and broker non-votes will have the same effect as votes against the proposal.
|
|
Q.
|
What are “broker non-votes?”
|
|
A.
|
The New York Stock Exchange permits brokers to vote their customers’ shares on routine matters when the brokers have not received voting instructions from such customers. The ratification of an independent auditor is an example of a routine matter on which brokers may vote in this manner. Brokers may not vote their customers’ shares on non-routine matters such as the election of directors or proposals related to
|
|
|
|
|
2020 Proxy Statement
|
77
|
|
|
|
|
Q.
|
Why did I receive a Notice in the mail regarding the Internet availability of proxy materials instead of a full set of printed materials?
|
|
A.
|
We provide our proxy materials over the Internet. Unless you request a printed copy of the proxy materials, we will send you a Notice explaining how to access the proxy materials over the Internet or to request a printed copy. This allows us to expedite your receipt of proxy materials, conserve natural resources and lower the cost of the meeting. You can request proxy materials in printed form by following the instructions provided in the Notice.
|
|
Q.
|
Will I receive more than one copy of the proxy materials if multiple shareholders share my address?
|
|
A.
|
Unless we have received contrary instructions from one or more of the shareholders sharing your address, we will send only one set of proxy materials to your address. Upon request, we will forward a separate copy of proxy materials to any shareholder at your address. If you wish to receive a separate copy of the proxy materials, you may call us at (419) 421-3711 or write to us at Marathon Petroleum Corporation, Shareholder Services Office, 539 South Main Street, Findlay, OH 45840. Shareholders sharing an address who now receive multiple copies of the proxy materials may request delivery of a single set by calling us at the above number or writing to us at the above address.
|
|
Q.
|
What constitutes a quorum?
|
|
A.
|
Under our Bylaws, a quorum is a majority of the voting power of the outstanding shares of stock entitled to vote. Both abstentions and broker non-votes are counted in determining whether a quorum is present for the meeting.
|
|
Q.
|
Will any other matters be presented at the Annual Meeting?
|
|
A.
|
If any matters are presented at the Annual Meeting other than the proposals on the proxy card, the Proxy Committee will vote on them using their best judgment. Your signed proxy card, or Internet or telephone vote, provides this authority. Under our Bylaws, notice of any matter (including director nominations outside of our proxy access process) to be presented by a shareholder for a vote at the Annual Meeting must have been received by
December 15, 2019
, and must have been accompanied by certain information about the shareholder presenting it.
|
|
Q.
|
How are proxies solicited and what are the costs of proxy solicitation?
|
|
A.
|
We will pay the costs of this solicitation of proxies. In addition to soliciting proxies by mail, our directors, officers and employees may solicit proxies by telephone, in person or by other means. They will not receive any extra compensation for this work. We intend to retain Innisfree M&A Incorporated, a professional proxy soliciting organization, and Okapi Partners LLC, a professional proxy soliciting organization, to assist with the solicitation of proxies for fees of approximately $18,500 and $75,000, respectively, plus a charge for telephone solicitations and reimbursement for certain expenses. We will also make arrangements with brokerage firms and other custodians, nominees and fiduciaries to forward proxy solicitation material to the beneficial owners of common stock, and we will reimburse them for reasonable out-of-pocket expenses that they incur in connection with forwarding the material.
|
|
Q.
|
When must shareholder proposals and director nominations be submitted for the
2021
Annual Meeting?
|
|
A.
|
In accordance with our Bylaws, shareholder proposals submitted for inclusion in our
2021
Proxy Statement must be received in writing by our Corporate Secretary no later than the close of business on
November 16, 2020
. Notices of shareholder director nominations for inclusion in our
2021
Proxy Statement must be received by our Corporate Secretary on or after
October 17, 2020
, and no later than
November 16, 2020
, and must comply with our proxy access Bylaw provisions. Shareholder proposals (including director nominations) submitted outside the process for inclusion in our
2021
Proxy Statement must be received from shareholders of record on or after
November 16, 2020
, and no later than
December 16, 2020
, and must be accompanied by certain information about the shareholder making the proposal, in accordance with our Bylaws.
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78
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Marathon Petroleum Corporation
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2020 Proxy Statement
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I-1
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I-2
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Marathon Petroleum Corporation
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No information found
* THE VALUE IS THE MARKET VALUE AS OF THE LAST DAY OF THE QUARTER FOR WHICH THE 13F WAS FILED.
| FUND | NUMBER OF SHARES | VALUE ($) | PUT OR CALL |
|---|
| DIRECTORS | AGE | BIO | OTHER DIRECTOR MEMBERSHIPS |
|---|
No information found
Customers
| Customer name | Ticker |
|---|---|
| J.B. Hunt Transport Services, Inc. | JBHT |
| Werner Enterprises, Inc. | WERN |
No Suppliers Found
Price
Yield
| Owner | Position | Direct Shares | Indirect Shares |
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