Proxy Statement (Form DEF 14A)
SECURITIES AND EXCHANGE COMMISSION
SCHEDULE 14A
Proxy Statement Pursuant to Section14(a) of the
Securities Exchange Act of 1934
Filed by the Registrant ☒
Filed by a Party other than the Registrant ☐
Check the appropriate box:
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Preliminary Proxy Statement |
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Confidential, for Use of the Commission Only (as permitted by Rule14a-6(e)(2)) |
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Definitive Proxy Statement |
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Definitive Additional Materials |
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Soliciting Material under §240.14a-12 |
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Payment of Filing Fee (Check the appropriate box):
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No fee required. |
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Fee paid previously with preliminary materials. |
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Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11. |
Dear Shareholder:
You are cordially invited to attend the annual meeting of shareholders of
The notice of annual meeting of shareholders and proxy statement appearing on the following pages describe the formal business to be transacted at the meeting. During the meeting, we will also report on our operations. Directors and officers of
It is important that your shares are represented at the meeting, whether or not you attend in person and regardless of the number of shares you own. To make sure your shares are represented, we urge you to vote via the Internet or by telephone, or by requesting, completing and mailing a proxy card. If you attend the meeting, you may vote in person even if you have previously voted.
We look forward to seeing you at the meeting.
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Sincerely, |
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Chief Executive Officer |
6920 220TH STREET SW
(425) 771-5299
NOTICE OF ANNUAL MEETING OF SHAREHOLDERS
TO BE HELD ON MAY22, 2025
Notice is hereby given that the annual meeting of shareholders of
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Proposal 1. |
Election of two directors to each serve for a three-year term and one director to serve for a one-year term. |
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Proposal 2. |
Advisory (non-binding) approval of the compensation of our named executive officers as disclosed in this proxy statement. |
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Proposal 3. |
Advisory (non-binding) vote on whether future advisory votes on executive compensation should be held every one, two or three years. |
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Proposal 4. |
Ratification of the Audit Committee's appointment of |
We will also consider and act upon such other business as may properly come before the meeting, or any adjournment or postponement thereof. As of the date of this notice, we are not aware of any other business to come before the annual meeting.
Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting of Shareholders to Be Held on May22, 2025. Our proxy statement and 2024 Annual Report to Shareholders are available at http://investorrelations.fsbwa.com/CorporateProfile. Directions to attend the annual meeting, where you may vote in person, can be found at http://investorrelations.fsbwa.com/sec-filings/annual-reports. Please also refer to the instructions on the Important Notice Regarding the Availability of Proxy Materials you received in the mail if you would like to receive a paper or emailed copy of the proxy materials.
The Board of Directors has fixed the close of business on
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BY ORDER OF THE BOARD OF DIRECTORS |
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SECRETARY |
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IMPORTANT: The prompt retuof proxies will save us the expense of further requests for proxies to ensure a quorum. You may vote via the Internet or by telephone. Alternatively, if you request a paper copy of the proxy materials, a pre-addressed envelope will be provided for your convenience. No postage is necessary if mailed in
PROXY STATEMENT
OF
6920 220TH STREET SW
(425) 771-5299
ANNUAL MEETING OF SHAREHOLDERS
MAY22, 2025
The Board of Directors of
The information provided in this proxy statement relates to
INFORMATION ABOUT THE ANNUAL MEETING
Time and Place of the Annual Meeting
Our annual meeting will be held as follows:
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Date: |
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Time: |
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Place: |
1st Security Bank Administrative Office 6920 220th Street SW, |
Matters to Be Considered at the Annual Meeting
At the meeting, you will be asked to consider and vote upon the following proposals:
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Proposal 1. |
Election of two directors to each serve for a three-year term and one director to serve for a one-year term. |
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Proposal 2. |
Advisory (non-binding) approval of the compensation of our named executive officers as disclosed in this proxy statement. |
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Proposal 3. |
Advisory (non-binding) vote on whether future advisory votes on executive compensation should be held every one, two or three years. |
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Proposal 4. |
Ratification of the Audit Committee's appointment of |
We also will transact any other business that may properly come before the annual meeting. As of the date of this proxy statement, we are not aware of any other business to be presented for consideration at the annual meeting other than the matters described in this proxy statement.
Important Notice Regarding the Availability of Proxy Materials
We provided access to our proxy materials beginning on
Who is Entitled to Vote?
We have fixed the close of business on
How Do I Vote at the Annual Meeting?
Proxies are solicited to provide all shareholders on the voting record date an opportunity to vote on matters scheduled for the annual meeting and described in these materials. This question provides voting instructions for shareholders of record. You are a shareholder of record if your shares of
Shares of
Voting instructions are included on the Important Notice Regarding the Availability of Proxy Materials and the proxy card. Shares of
You may receive more than one proxy depending on how your shares are held. For example, you may hold some of your shares individually, some jointly with your spouse and some in trust for your children. In this case, you will receive three separate proxies to vote.
What if My Shares Are Held in Street Name?
If you are the beneficial owner of shares held in "street name" by a broker, bank or other nominee ("nominee"), the nominee, as the record holder of the shares, is required to vote the shares in accordance with your instructions. If your common stock is held in street name, you will receive instructions from the nominee that you must follow in order
to have your shares voted. The nominee may allow you to deliver your voting instructions via telephone or the Internet. Please see the instruction form that accompanies this proxy statement. If you do not give instructions to the nominee, the nominee may nevertheless vote the shares with respect to discretionary items, but will not be permitted to vote your shares with respect to non-discretionary items, pursuant to current industry practice. In the case of non-discretionary items, shares not voted will be treated as "broker non-votes." The proposal to elect directors and the advisory votes regarding executive compensation are considered non-discretionary items; therefore, you must provide instructions to the nominee in order to have your shares voted with respect to these proposals.
If your shares are held in street name, you will need proof of ownership to be admitted to the annual meeting. A recent brokerage statement or letter from the record holder of your shares are examples of proof of ownership. If you want to vote your shares of common stock held in street name in person at the annual meeting, you will have to get a written proxy in your name from the broker, bank or other nominee who holds your shares.
How
We maintain the
How Many Shares Must Be Present to Hold the Meeting?
A quorum must be present at the meeting for any business to be conducted. The presence at the meeting, in person or by proxy, of at least a majority of the shares of
What if a Quorum Is Not Present at the Meeting?
If a quorum is not present at the scheduled time of the meeting, a majority of the shareholders present or represented by proxy may adjouthe meeting until a quorum is present. The time and place of the adjourned meeting will be announced at the time the adjournment is taken, and no other notice will be given unless the adjourned meeting is set to be held 120 days or more after the original meeting. An adjournment will have no effect on the business that may be conducted at the meeting.
Vote Required to Approve Proposal 1: Election of Directors
Directors are elected by a plurality of the votes cast, in person or by proxy, at the annual meeting by holders of
Vote Required to Approve Proposal 2: Advisory Approval of Executive Compensation
Advisory (non-binding) approval of the compensation of our named executive officers, as disclosed in this proxy statement, requires the affirmative vote of a majority of the votes cast, in person or by proxy, at the annual meeting. Abstentions and broker non-votes will have no effect on the outcome of the proposal. Our Board of Directors unanimously recommends that you vote FOR approval of the compensation of our named executive officers.
Vote Required to Approve Proposal 3: Advisory Vote on the Frequency of Future Shareholder Votes on Executive Compensation
The advisory (non-binding) vote regarding the frequency of future shareholder votes on executive compensation has three alternatives. Shareholders may vote that future shareholder votes on executive compensation be held every year, every two years or every three years, or shareholders may abstain from voting. The alternative receiving the greatest number of votes (every year, every two years or every three years) will be the frequency that shareholders approve. Abstentions and broker non-votes will have no effect on the outcome of the advisory vote because the alternative receiving the greatest number of votes will be the frequency that shareholders approve. Our Board of Directors unanimously recommends that you vote for the adoption of an advisory resolution that shareholders should consider an advisory resolution on executive compensation EVERY YEAR.
Vote Required to Approve Proposal 4: Ratification of the Appointment of the Independent Registered Public Accounting Firm
Ratification of the appointment of
MayI Revoke My Proxy?
You may revoke your proxy before it is voted by:
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submitting a new proxy with a later date; |
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notifying the Secretary of |
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voting in person at the annual meeting. |
If you plan to attend the annual meeting and wish to vote in person, we will give you a ballot at the annual meeting. However, if your shares are held in street name, you must bring a validly executed proxy from the nominee indicating that you have the right to vote your shares.
SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT
The following tables set forth, as of
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those persons or entities (or groups of affiliated person or entities) known by management to beneficially own more than five percent of |
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each director and director nominee of |
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each executive officer of |
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all current directors and executive officers of |
As of the voting record date, there were 7,756,000 shares of
Persons and groups who beneficially own in excess of five percent of
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Number of shares |
Percent of shares |
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Beneficial Owners of More Than 5% |
beneficially owned |
outstanding (%) |
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T. |
1,021,796 | (1) | 13.17 | |||||
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469,908 | (2) | 6.06 | |||||
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466,578 | (3) | 6.02 | |||||
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402,018 | (4) | 5.18 | |||||
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(1) |
Based solely on a Schedule 13G/A dated |
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(2) |
Based solely on a Schedule 13G dated |
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Represents shares held in the ESOP. The ESOP has shared voting and dispositive power over the shares reported. The address of the ESOP is |
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Based on a Schedule 13G dated |
Beneficial ownership is determined in accordance with the rules and regulations of the
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Total number of |
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Stock |
shares beneficially |
Percent of shares |
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Shares (1) |
options (2) |
owned |
outstanding (%) |
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Directors |
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155,045 | 50,340 | 205,385 | 2.6 | ||||||||||||
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14,994 | 7,500 | 22,494 | ** | ||||||||||||
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11,027 | 13,060 | 24,087 | ** | ||||||||||||
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6,028 | -- | 6,028 | ** | ||||||||||||
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87,296 | 11,300 | 98,596 | 1.3 | ||||||||||||
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77,815 | 13,060 | 90,875 | 1.2 | ||||||||||||
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18,623 | 13,060 | 31,683 | ** | ||||||||||||
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Named Executive Officers |
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140,073 | 29,159 | 169,232 | 2.2 | ||||||||||||
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13,762 | 6,500 | 20,262 | ** | ||||||||||||
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15,827 | 12,240 | 28,067 | ** | ||||||||||||
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17,598 | 28,244 | 45,842 | ** | ||||||||||||
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All Executive Officers and Directors as a Group (16 persons) |
720,651 | 300,217 | 1,020,868 | 12.7 | ||||||||||||
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Less than one percent of shares outstanding. |
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Includes shares of restricted stock, as to which holders have voting power but not investment power, as well as shares held in the ESOP and the |
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Consists of stock options exercisable within 60 days of the voting record date. |
PROPOSAL 1 - ELECTION OF DIRECTORS
Our Board of Directors stays actively engaged with management and currently consists of seven members. For purposes of continuity, and given its efficient size and collaborative involvement with management, the Board is divided into three classes with staggered terms. Approximately one-third of the directors are elected annually to serve for a three-year period or until their respective successors are elected and qualified. The table below sets forth information regarding each director of
Each nominee has consented to being named in this proxy statement and has agreed to serve if elected. If a nominee is unable to stand for election, the Board of Directors may either reduce the number of directors to be elected or select a substitute nominee. If a substitute nominee is selected, the proxy holders will vote your shares for the substitute nominee, unless you have withheld authority. At this time, we are not aware of any reason why a nominee might be unable to serve if elected.
The Board of Directors recommends a vote FOR the election of
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Ageasof |
Yearfirstelectedor |
Termtoexpire |
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Board Nominees |
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77 |
2005 (1) |
2028 (2) |
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57 |
2012 (1) |
2028 (2) |
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62 |
2024 |
2026 (2) |
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Directors Continuing in Office |
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68 |
2008 (1) |
2026 |
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65 |
2005 (1) |
2027 |
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66 |
2021 |
2027 |
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76 |
2011 (1) |
2027 |
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Information Regarding Nominees for Election
Set forth below is the present principal occupation and other business experience during at least the last five years of each nominee for election, as well as a brief discussion of the particular experience, qualifications, attributes and skills that led the Board to conclude that the nominee should serve as a director of
for accounting, payables/receivables, information systems, treasury, legal, human resources and internal audit. Additionally, he currently serves as treasurer and board member of a food distribution non-profit. As a result of his professional experiences,
Information Regarding Incumbent Directors
Set forth below is the present principal occupation and other business experience during at least the last five years of each director continuing in office, as well as a brief discussion of the particular experience, qualifications, attributes and skills that led the Board to conclude that the director should serve on
Director Qualifications and Experience
The following table identifies the experience, qualifications, attributes, and skills that the
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Adams |
Andrews |
Cofer-Wildsmith |
Leech |
Mansfield |
Degner |
Zavaglia |
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Experience, Qualification, Skill or Attribute |
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Professional standing in chosen field |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
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Expertise in financial services or related industry |
✓ |
✓ |
✓ |
✓ |
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Certified public accountant or financial expert |
✓ |
✓ |
✓ |
✓ |
✓ |
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Attorney |
✓ |
✓ |
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Civic and community involvement |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
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Leadership and team building skills |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
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Diversity by race, ethnicity or gender |
✓ |
✓ |
✓ |
✓ |
✓ |
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Specific skills/knowledge: |
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Finance |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
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Technology |
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Securities |
✓ |
✓ |
✓ |
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Marketing |
✓ |
✓ |
✓ |
✓ |
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Public affairs |
✓ |
✓ |
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Human resources |
✓ |
✓ |
✓ |
✓ |
✓ |
✓ |
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Environmental, social and governance |
✓ |
✓ |
✓ |
Board Independence
Our common stock is listed on the Nasdaq Global Select Market. In accordance with Nasdaq requirements, at least a majority of our directors must be independent directors. The Board has determined that six of our seven directors (85.7%) are independent, as defined by Nasdaq. Directors Andrews, Cofer-Wildsmith, Degner, Leech, Mansfield and Zavaglia are all independent. Only
Diversity
As part of its director nominee evaluation process, the Board considers diverse viewpoints, backgrounds and experiences, as well as gender, age, race and ethnicity, in the selection of directors to enhance the Board's diversity. All Board members must also fit the culture of
MEETINGS AND COMMITTEES OF THE BOARD OF DIRECTORS
AND CORPORATE GOVERNANCE MATTERS
Board of Directors
The Boards of Directors of
Committees and
The Board of Directors of
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CompensationCommittee |
Governance, Nominating andCulture Committee |
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Chair |
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Chair |
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Chair |
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Audit Committee. The Audit Committee meets at least quarterly and its primary responsibilities are to (1) meet with both the internal and external auditors on behalf of the Board of Directors to review and discuss their findings, and to make recommendations to the Board regarding the selection of the external auditors and (2) work closely with our compliance officer to monitor compliance with all applicable laws and regulations. The Audit Committee met nine times during the year ended
Each member of the Audit Committee is "independent" in accordance with the requirements for companies listed on
Compensation Committee. The Compensation Committee is responsible for the recommendation to the Board of Directors of the Chief Executive Officer's annual compensation package, as well as Board compensation, Chief Executive Officer evaluation, the review and approval of executive incentive packages and perquisite programs, and overseeing and administering our qualified, tax-exempt benefit plans. Each member of the Committee is "independent," in accordance with the requirements for companies listed on Nasdaq. This Committee met 10 times during the year ended
Governance, Nominatingand Culture Committee.
Each member of the Committee is "independent," in accordance with the requirements for companies listed on Nasdaq. This Committee met nine times during the year ended
Only those nominations made by the
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the candidate's knowledge of the banking business and involvement in community, business and civic affairs; |
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skill sets and varied perspectives missing from the Board; |
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diversity factors; and |
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whether the candidate would provide for adequate representation of 1st |
Any nominee for director made by the Committee must be highly qualified regarding some or all these attributes.
In searching for qualified director candidates to fill vacancies on the Board, the Committee solicits its current Board of Directors for names of potentially qualified candidates. Additionally, the Committee may request that members of the Board of Directors pursue their own business contacts for the names of potentially qualified candidates. The Committee would then consider the potential pool of director candidates, select the candidate it believes best meets the then-current needs of the Board, and conduct a thorough investigation of the proposed candidate's background to ensure there is no past history that would cause the candidate not to be qualified to serve as one of our directors. Although the Committee charter does not specifically provide for the consideration of shareholder nominees for directors, the Committee will consider director candidates recommended by a shareholder that are submitted in accordance with our Articles of Incorporation. Because our Articles of Incorporation provide a process for shareholder nominations, the Committee did not believe it was necessary to provide for shareholder nominations of directors in its charter. If a shareholder submits a proposed nominee, the Committee would consider the proposed nominee, along with any other proposed nominees recommended by members of our Board of Directors, in the same manner in which the Committee would evaluate its nominees for director. For a description of the proper procedure for shareholder nominations, see "Shareholder Proposals" in this proxy statement.
Corporate Governance
Governance Highlights.
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independent Board Chair; |
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six of seven directors are independent; |
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Board committees are comprised entirely of independent directors; |
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independent directors meet in regular executive sessions throughout the year; |
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regular Board and committee self-evaluations; |
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policies restrict pledging and hedging; |
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director and executive officer stock ownership policy; |
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alignment of director and shareholder interests; |
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use of clawback provisions in executive pay; |
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necessary skills to oversee risks and opportunities; |
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staggered terms to assure stability and provide board refresh when needed; and |
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business ethics. |
We have a corporate governance policy that covers the duties and responsibilities of each director, as well as the composition, responsibilities and operation of the Board and its committees. The policy also addresses succession
planning, executive Board sessions, the Board's interaction with management and third parties, and regular Board performance evaluations. These initiatives are intended to comply with the provisions contained in the Sarbanes-Oxley Act of 2002, the rules and regulations of the
Leadership Structure.
Executive Sessions. Board meetings are held regularly throughout the year. At the conclusion of Audit Committee meetings and Board meetings, the independent directors hold executive sessions.
Shareholder Communication. We are committed to open and ongoing dialog with our shareholders and we regularly seek feedback on a variety of issues, including business strategy, governance, executive compensation and any other topics shareholders wish to discuss. To this end, each year we engage with our shareholders in a variety of ways to obtain their feedback. In 2024, this engagement process included five in-person investor conferences, quarterly earnings calls and communication between our investor relations team and members of our senior management team and shareholders, as well as additional detail in our proxy to provide more insight for shareholders. At the investor conferences, senior management had one on one meetings with investors and asked questions similar to the following:
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Do you have anything specific you want me to share with our Board of Directors? |
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Do you have any preferences related to capital distributions? |
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Do you have any additional information requests that you would like to see in our quarterly press releases? |
The feedback remained consistent with prior years, with shareholders most commonly recommending stock repurchases and increasing the cash dividend and discussions on growth opportunities/acquisitions.
The Board of Directors welcomes communication from our shareholders. Shareholders may mail communications to the Board of Directors,
Board Involvement in Risk Management Process. As part of its overall responsibility to oversee the management, business, and strategy of
Board Oversight of Information Security and Cybersecurity. As a financial institution, information security presents a significant operational and reputational risk. Accordingly, we take the protection of customer and business information very seriously. Our information security program is managed by the Chief Information Officer ("CIO"), who oversees a dedicated team. The team is responsible for leading enterprise-wide information security strategy, policy, standards, architecture, and processes. The information/cyber security program is designed to protect the confidentiality, integrity, and availability of business and customer information. As part of this program, the CIO reports directly to the Audit Committee of the Board of Directors at least quarterly, and attends all Audit Committee meetings. Reports to the Audit Committee include information security and cybersecurity assessment results, business continuity, disaster recovery, incident response planning and testing, patch management program status, vendor management program status, and independent audit results. Reports also include updates on the status of projects to strengthen our information security systems and inform the Audit Committee of emerging cybersecurity threats. All information security-related policies are reviewed and approved annually by the Audit Committee. Our program is regularly evaluated by external cybersecurity experts, with evaluation results delivered directly to senior management and the Audit Committee.
We promote a culture of continuous learning that has resulted in a highly experienced information security team that holds advanced certifications and master's degrees in cybersecurity. In addition to our own experienced information security team, we also partner with industry experts for managed security services such as threat intelligence gathering, firewall management, intrusion detection system monitoring, intrusion prevention services, and security information and event management monitoring to ensure protection around the clock. Highlights of the information and cybersecurity program include the following:
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strong third-party vendor oversight; |
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advanced cybersecurity education for employees; |
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deployment of defense-in-depth strategy with multiple layers of controls to provide information protection; |
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engagement of third-party audit firms to conduct independent security assessments that include vulnerability assessments and penetration tests; |
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conduct new and ongoing security awareness training (as well as intermittent testing) for all teammates across the organization; and |
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follow all |
Succession Planning. The Board believes that one of its primary responsibilities is to oversee the development and retention of senior talent and to ensure that an appropriate succession plan is in place not only for our Chief Executive Officer, but also for other members of senior management.
Code of Business Conduct and Ethics and Whistleblower Policy. The Board of Directors has adopted the Code of Business Conduct and Ethics, which is designed to deter wrongdoing and to promote honest and ethical conduct in every respect. The Code addresses conflicts of interest, the treatment of confidential information, general employee conduct and compliance with applicable laws, rules and regulations. The Code is applicable to each of our directors, officers, including the principal executive officer and senior financial officers, and employees and requires individuals to maintain the highest standards of professional conduct. A copy of the Code is available on our website at www.FSBWA.com. We provide annual training for all Board members and Bank staff on the Code of Business Conduct and Ethics, and monitor compliance with the Code on a regular basis. We comply with the Code in all of our business dealings and immediately address any issues.
We have a Whistleblower Policy which protects individuals who confidentially and anonymously bring to the attention of the Board Audit Committee any concerns related to matters covered by the Banks's Code of Conduct and Ethics, violations of any provision of federal securities law and/or laws relating to fraud against shareholders, and any legal issues or accounting or audit matters. The Whistleblower Policy is available to all employees on 1st Security
Bank's intranet. We also use EthicsPoint, a third-party website and hotline complaint service, and provide information as to the availability of that service. The EthicsPoint service is available on our website at www.FSBWA.com. It allows any person, including employees and clients, to report potential violations of our Code of Business Conduct and Ethics, as well as to ask for guidance on policies and procedures. Reports can be submitted anonymously. Every EthicsPoint report is automatically routed to the Bank's Senior Vice President, Compliance Officer and/or the Chief Risk Officer. Both positions report directly to the Audit Committee of the Board of Directors. Within 30 days of receipt of any reported information, the designated individual(s) will complete a preliminary investigation or pass the issue onto a member of the executive team. Upon completion of the preliminary investigation, the designated individual(s) will forward the issue to the Board Audit Committee for their review.
Policies Governing Trading in
Annual Meeting Attendance by Directors. All directors are shareholders of
Corporate Responsibility
Workplace Culture. Our Vision Statement captures our culture: "To Build a
National Awards
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BankDirector 2024 The Best |
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Top 50 Best-Performing US Community Banks of 2024 with |
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BankDirector 2022 Best Community Bank in the |
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BankDirector 2022 Best Leadership team in the |
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American Banker's Best Banks to Work For (2017-21, 2023) |
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5-star bank rating by BauerFinancial |
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listed by |
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investment grade rated by Kroll at BBB for senior debt and BBB- for subordinated debt |
State Awards
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2024 |
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Poulsbo Bank Branch Chamber of Commerce Business of the Year (Large Business) 2022 |
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Port |
Our Core Values. We hold ourselves accountable to our Core Values:
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Relationship Driven - we strive to "WOW" (surprise, excite and delight) each other and our customers |
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Ethical - fair, honest, act with integrity |
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Lead by Example - maintain a positive attitude, show respect for others, have some fun |
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Accountable - we take our responsibilities seriously and we meet our commitments with urgency |
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Team Player - dependable, enthusiastic contributor to team success and to greater good of the Bank |
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Embrace Dreams - we encourage each other to reach for our dreams |
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Community Oriented - we actively support our communities and the Bank's Community Reinvestment Act initiatives |
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Open and Honest Communication - always professional, responsive and timely |
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Diversity - we celebrate diversity and support equality for all |
We conduct our business with respect for all people and the communities we serve. We are committed to our Core Values, which promote fair treatment for all people. We respect and support human rights and are committed to avoiding complicity in any human rights abuse. Accordingly, we consider potential social and environmental impacts when making business decisions and when managing our resources and infrastructure. A copy of our Core Values, Business Philosophy, Vision and Mission Statements are available on our website at www.FSBWA.com.
We are proactive in meeting the needs of our employees as well as the communities we serve. Our commitment to being a responsible and civic-minded community bank is demonstrated in our actions. The Board has a
We are committed to ongoing education to support compliance to achieve meaningful quantifiable environmental, social, and governance goals including:
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providing 6,000 hours of community volunteer service; |
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providing a "Livable Minimum Wage" of |
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providing all employees 16 hours of paid volunteer time; |
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providing financial and volunteer support of |
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holding all-staff calls dedicated to keeping our teammates informed on all significant issues related to the Bank; |
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providing financial support of Community Reinvestment Act activities; |
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maintaining our workforce without lay-offs or furloughs (including throughout the pandemic); |
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adding jobs to our communities, representing a 20% increase since the start of the pandemic in |
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providing the Board of Directors with monthly education about industry developments, emerging topics and areas of concern, including environmental issues, social issues, emerging industry trends and Board-identified topics for deeper immersion. |
We listen to our employees and their overall well-being, including work-place satisfaction and work-life balance. Our efforts to enhance employee satisfaction include:
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implementing a stock purchase plan for our employees, directors, and consultants; |
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absorbing the significant increases in healthcare coverage since 2014 without passing on these annual increases caused by rising healthcare costs; |
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providing an education grant program of up to |
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maintaining an |
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providing wellness and fitness challenge programs; |
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providing assistance to employees who are facing hardships; and |
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continuously evaluating offered benefits to meet the needs and preferences of our employees, including mental health care, mindfulness and meditation programs. |
We appreciate the communities we serve and are committed to conducting business in a manner that is as environmentally responsible as practicable. We share in the responsibility of minimizing environmental impacts that we create, which includes better understanding and management of our environmental impacts and risks and ultimately decreasing our enterprise-wide carbon emission footprint. Our efforts in this regard include:
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complying with all environmental laws and regulations; |
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electing to provide this proxy statement and the annual report electronically to reduce material waste and improve our environmental impact; |
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encouraging minimizing the consumption of energy, water, paper and other resources in our day-to-day operations in order to reduce greenhouse gas emissions, increase energy efficiency, reduce waste, and efficiently use natural resources; |
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facilitating workplace recycling; |
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providing paperless Board materials by posting to a secure portal; |
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committing to a hybrid work environment, resulting in reduced fuel consumption; |
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reducing vehicle mile travels and emissions to reduce our carbon footprint; |
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holding virtual Board meetings since 2020, reducing fuel consumption and emissions; |
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working with Indirect dealers who are overwhelmingly in industries that improve the environment such as solar, multiple pane windows, siding or roofing; |
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reviewing all potential loans with possible environmental challenges by a former Environmental Protection Agency biologist to ensure the loan will not trigger environmental liability for 1st |
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working with our various public utility districts on energy efficiency initiatives; |
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obtaining a Green certification for our |
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housing our critical technology infrastructure at the |
o LEED Gold Certification
o Energy Star Certification
o Green Lease Leaders
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replacing our HVAC units with units that contain environmentally safe refrigerant and have 20% increased energy efficiency; |
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replacing fluorescent bulbs with LEDs, which use 75% less energy and last nine years longer than fluorescent bulbs, decreasing landfill waste; |
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installing light and movement sensors in several locations to conserve energy when the space is unoccupied; |
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participating in available recycling efforts; |
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adding filtered water coolers to all of our locations, reducing the use of disposal of plastic water bottles; |
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hiring more facility personnel to reduce fuel costs and emissions due to travel; |
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sponsoring |
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going paperless where possible and training staff to help customers go paperless; |
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encouraging customers to make paperless deposits via mobile deposit; |
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purchasing recycled paper; |
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educating employees on environmental issues and the environmental effects of their activities; and |
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encouraging employees to participate and be invested in the Bank's efforts (i.e. bike riding, working from home). |
Our power provider purchases 80% of its power from the federal
Transactions with Related Persons
1st
The employee loan program applies to a mortgage loan to purchase or refinance a home. Standard loan terms and underwriting qualifications apply, as do the following benefits: (1) a credit of 1% of the base loan amount will be given to offset our standard loan origination fee; (2) an owner-occupied transaction will also be given an additional credit of
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Typeofloan |
Amount involved in the transaction ( |
Amount outstanding at end of period ($) |
Principal paid during the period ($) |
Interest paid during the period ($) |
Interest rate (%)(2) |
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First mortgage |
166,663 | 144,617 | 22,047 | 12,360 | 6.875 | |||||||||||||||
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(1) |
Consists of the largest amount of principal outstanding during the year. |
|
(2) |
Prevailing rate at time loan was made was 3.25%, with a .25% reduction for automatic payment. |
We recognize that transactions between us and any of our directors or executive officers can present potential or actual conflicts of interest and create the appearance that these decisions are based on considerations other than our best interests. Therefore, as a general matter and in accordance with our Code of Business Conduct and Ethics, it is our preference to avoid such transactions. Nevertheless, we recognize that there are situations where such transactions may be in, or may not be inconsistent with, our best interests. Accordingly, the Code requires the Board of Directors or a committee of the Board to review and, if appropriate, to approve or ratify any such transaction. If a Board member is a participant in the transaction, then that member is required to abstain from the discussion, approval or ratification process. After its review, the Board or committee will only approve or ratify those transactions that are in, or are not inconsistent with, our best interests, as determined in good faith.
DIRECTORS' COMPENSATION
The following table shows the compensation paid to our directors for the year ended
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Stock |
Option |
All other |
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Fees earned or |
awards |
awards |
compensation |
|||||||||||||||||
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paid in cash ($) |
( |
( |
( |
Total ($) |
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70,015 | 31,485 | 16,020 | 8,940 | 126,460 | |||||||||||||||
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69,575 | 31,485 | 16,020 | 7,804 | 124,884 | |||||||||||||||
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71,335 | 73,465 | 37,905 | 1,750 | 184,455 | |||||||||||||||
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85,085 | 31,485 | 16,020 | 5,314 | 137,904 | |||||||||||||||
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67,210 | 31,485 | 16,020 | 8,483 | 123,198 | |||||||||||||||
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72,710 | 31,485 | 16,020 | 4,506 | 124,271 | |||||||||||||||
|
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71,335 | 31,485 | 16,020 | 2,104 | 120,944 | |||||||||||||||
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(1) |
Represents the aggregate grant date fair value of awards, computed in accordance with Financial Accounting Standards Board Accounting Standards Codification Topic 718, "Compensation - Stock Compensation" ("FASB ASC Topic 718"). For a discussion of valuation assumptions, see Note 20 of the Notes to Consolidated Financial Statements in |
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(2) |
Consists of an award of 750 shares of restricted stock on |
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(3) |
Consists of an award of options to purchase 1,500 shares made on |
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(4) |
Consists of tax equivalent value of life insurance premiums, dividends on restricted stock, and the match from the 2022 Non-qualified Stock Purchase Plan. |
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(5) |
Appointed to the 1st Security Bank Board of Directors effective |
|
(6) |
Retired from the Board of Directors effective |
Each director of
Stock Ownership Requirements. Stock ownership guidelines are a key vehicle for aligning the interests of officers and directors with those of our shareholders. Non-employee directors are required to maintain share ownership in
Directors have three years from their appointment to the Board of Directors to comply with the applicable stock ownership requirement. Currently, all five of six non-employee directors have fulfilled the stock ownership requirement and the remaining non-employee director is expected to meet the stock ownership requirement within three years from appointment to the Board.
COMPENSATION DISCUSSION AND ANALYSIS
This compensation discussion and analysis explains 1st
| Title | |
| Chief Executive Officer | |
| President and Chief Financial Officer | |
| Executive Vice President, Chief Information Officer | |
| Executive Vice President, |
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| Executive Vice President, Chief Retail Banking Officer |
Compensation Philosophy and Objectives
Our senior executives are integral to executing our strategic plan, driving performance that rewards all of our stakeholders, fostering our culture and achieving other 1st
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Competitive with our peers. Target compensation should be competitive with that being offered to individuals in comparable roles at other companies with which we compete for talent to ensure that we employ the best people to lead our success. |
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Performance-based on collective results. The amount of executive pay must make sense in the context of overall Bank financial performance as compared to goals set by the Board, industry averages and relevant peer groups. |
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Individual performance and contribution to the Bank. Our program must provide sufficient flexibility to allow for the recognition of individual differences in performance. |
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Alignment with shareholder interests. Executives should be compensated through pay elements (base salaries and short- and long-term equity incentives) designed to enhance shareholder value by making the Bank, which is our primary operating subsidiary, a driving force towards providing shareholders with a suitable rate of retuon their investment. |
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Proper balance of risk to reward. Decisions about compensation should be guided by best-practice governance standards and rigorous processes that encourage prudent decision-making. |
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Commitment to culture. Our program must recognize the importance of building culture and teamwork as a significant long-term goal of the Bank. |
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Elements of Pay: Total Direct Compensation
Our compensation philosophy is supported by the following principal elements of pay:
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Pay element |
Howitispaid |
Purpose |
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Base salary |
Cash (fixed) |
Provide a competitive base salary rate relative to similar positions in the market and enable the Bank to attract and retain critical executive talent. |
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Annual incentives |
Cash (variable) |
Reward executives for delivering on annual strategic objectives that drive our business strategy and contribute to the creation of shareholder value. |
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Long-term incentives |
Equity (variable) |
Provide incentives for executives to execute on longer-term goals that drive the creation of shareholder value and support the Bank's retention strategy. |
Say-on-Pay, Shareholder Engagement and Board Responsiveness
Each year, we carefully consider the results of our shareholder say-on-pay vote from the preceding year. Over 95% of the votes cast on the say-on-pay vote at the 2024 annual meeting of shareholders supported our executive compensation decisions. We also take into account the feedback we receive from our shareholders during regular investor meetings, at which we always encourage an open dialogue and actively probe for questions, concerns and perspectives on our strategy and performance, governance, executive compensation and other important business matters. The shareholders with whom we have had discussions on compensation have been supportive of our plan, which has a high correlation between performance and pay. We remain committed to keeping an open dialogue with our shareholders to help ensure that we have a regular pulse on investor perspectives and, as we continue to grow, we will continue to enhance our outreach efforts related to shareholder questions.
Best Compensation Practices and Policies
We believe the following practices and policies promote sound compensation governance, and are in the best interests of our shareholders and executives:
|
What We Do |
What We Do Not Do |
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✔ |
Pay for performance |
✘ |
No tax gross-ups |
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✔ |
Engage independent compensation consultant |
✘ |
No significant perquisites for executives |
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✔ |
Review compensation programs for risk |
✘ |
No supplemental executive retirement plan |
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✔ |
Annual say-on-pay vote |
✘ |
No repricing of stock options |
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✔ |
Maintain stock ownership guidelines for executives and non-employee directors |
✘ |
No equity grants below 100% of fair market value without shareholder approval |
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✔ |
Double trigger required for accelerated vesting of equity awards under the 2018 Equity Incentive Plan and the proposed 2025 Equity Incentive Plan |
✘ |
No dividends paid on unvested restricted stock |
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✔ |
Restrict executive officers and directors from engaging in hedging and pledging transactions with respect to |
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✔ |
Annual shareholder communication |
|||
The Decision-Making Process
The Role of the Compensation Committee. The Compensation Committee, which is comprised of independent directors, oversees the executive compensation program for our named executive officers. The Committee works very closely with an independent compensation consultant and management to examine the effectiveness of our
executive compensation program throughout the year. The Committee makes all final compensation and equity award decisions regarding our named executive officers, except for the Chief Executive Officer, whose compensation is determined by the independent members of the Board of Directors, based upon recommendations of the Compensation Committee. The Chief Executive Officer is not present during voting or deliberations on his compensation.
The Role of Management. Members of our management team attend regular meetings where executive compensation, corporate and individual performance, and competitive compensation levels and practices are discussed and evaluated. Only the Compensation Committee members are allowed to vote on decisions regarding named executive officer compensation. The Chief Executive Officer reviews his recommendations pertaining to all executives' pay with the Compensation Committee, which provides transparency and oversight. Decisions on non-named executive officer pay are made by the Chief Executive Officer.
The Role of the Independent Consultant. The Compensation Committee engages an independent compensation consultant to provide expertise on competitive pay practices, program design, and an objective assessment of any inherent risks of any programs. Pursuant to authority granted to it under its charter, the Compensation Committee has hired
The Role of Peer Group Companies. The Compensation Committee strives to establish a competitive level of total compensation for each named executive officer as compared with executive officers in similar positions at peer companies. To support its decisions, the Compensation Committee periodically reviews compensation data from public filings of a selected peer group, consisting of financial institutions with total assets ranging from 0.75 to 2.5 times those of
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Market data is not the sole determinant in setting pay levels for our executive officers. The Compensation Committee also considers corporate and individual performance and the nature of an individual's role within
2024 Executive Compensation Program
Base Salary. Our objective is to provide base salaries that are competitive within the financial services industry and reasonable as compared to our peers. We also consider the executive's abilities, experience and tenure and our overall ability to pay. The Board recognizes that in order to attract and retain highly qualified executives, we have to compete with larger institutions with a greater ability to pay and that to acquire such candidates, we must sometimes offer base salaries higher than survey ranges for peer banks. The Compensation Committee is charged with final oversight of base pay offered to senior executive candidates and will consider all of the factors described above before approving any out-of-market salary offer.
The Compensation Committee's standard practice is to review the base salaries of our most highly compensated employees every two years. Not all of the executives have the same performance review period. As a result, two of our five named executive officers did not receive a salary review and a base salary increase in 2024.
|
2024 base |
2023 base |
Percentage |
||||||||||
|
Officer |
salary ($) |
salary ($) |
increase |
|||||||||
|
|
590,000 | 525,000 | 12.38% | |||||||||
|
|
425,000 | 346,500 | 22.66% | |||||||||
|
|
245,000 | 245,000 | -- | |||||||||
|
|
245,000 | 245,000 | -- | |||||||||
|
|
243,000 | 225,000 | 8.00% | |||||||||
Annual Incentive Compensation. The 2024 annual cash incentives provided our named executive officers the opportunity to eaa performance-based award. Actual award payouts depend on the achievement of quantitative and qualitative performance objectives. Target award opportunities are expressed as a percentage of base salary, based on the named executive officer's position and salary, as follows:
|
2024 base |
Target award opportunity |
Target award |
||||||||||
|
Officer |
salary ($) |
(as a % of base salary) |
opportunity ($) |
|||||||||
|
|
590,000 | 50% | 295,000 | |||||||||
|
|
425,000 | 50% | 212,500 | |||||||||
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245,000 | 40% | 98,000 | |||||||||
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245,000 | 40% | 98,000 | |||||||||
|
|
243,000 | 40% | 97,200 | |||||||||
Annual cash incentives are intended to reward both incremental improvement and continued strong performance. Accordingly, when making final award decisions, the Compensation Committee takes a holistic view of performance results and considers the following key factors:
|
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comparison to peers (relative financial performance); |
|
● |
financial performance compared to prior year and budget expectations; |
|
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general economic conditions and degree of difficulty in attaining target levels; |
|
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non-recurring events, whether positive or negative; |
|
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input from the Chief Executive Officer on the individual performance of the other named executive officers; and |
|
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an executive's support and commitment to the Bank's culture and to ensuring the Bank is in compliance with regulatory requirements and guidelines. |
In addition to the compensation peer group described above, the Compensation Committee uses various other groups of competitors against which it tracks and assesses our relative performance to ensure a balanced perspective (i.e., regulatory, business/strategy mode, geographic, etc.). The financial and strategic goals are not individually weighted.
The Compensation Committee may use its business judgement to increase or decrease the recommended bonuses based on all available information, including performance to peers, individual performance and any other relevant factor. Awards may be paid only if the following conditions are met: (1) the most recent regulatory examination(s) must be satisfactory or better; (2) bonus expense cannot cause 1st
liquidity; (4) there must have been a matching contribution by
2024 Results and Award Payouts. For 2024, actual annual incentive award payouts were based on a combination of specific financial results and strategic achievements as assessed by the Compensation Committee.
Financial results for 2024 included the following:
|
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Net interest income before provision expense of |
|
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Net income of |
|
● |
Net interest margin of 4.30% for 2024, compared to 4.48% for 2023; |
|
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Excluding brokered deposits, deposits increased |
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Continued focus on strong asset quality with only 0.45% of assets at the end of 2024 classified as nonperforming, a slight increase from 0.37% at year-end 2023; |
|
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Book value per share of |
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Increased cash dividends paid to shareholders to |
|
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Tangible book value growth of 13.8% in 2024, growing tangible book value to |
|
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Growing Shareholder Equity by |
Book Value Per Share
Key strategic and human capital achievements for 2024 included the following:
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ranked #8 in the Extra Large category by |
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top 50 Best-Performing US Community Banks of 2024 with |
|
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donated over |
The financial and strategic achievements highlighted above underscore the executive team's strong performance in a challenging operating environment. Despite headwinds from rising interest rates and a more cautious lending environment, management maintained solid margins, grew tangible book value and shareholder equity, and upheld a disciplined focus on asset quality, cost control, and long-term value creation. In light of these results and individual contributions, and as shown in the table below, the Compensation Committee approved annual incentive awards for the named executive officers ranging from 69% to 100% of base salary. These awards are consistent with
|
Target award opportunity |
Target award |
Actual Award |
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|
Officer |
(as a % of base salary) |
opportunity ($) |
(as a % of base salary) |
Actual Award ($) |
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50% | 295,000 | 87.5 | % | 516,000 | |||||||||||
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50% | 212,500 | 87.5 | % | 371,000 | |||||||||||
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40% | 98,000 | 100.0 | % | 245,000 | |||||||||||
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40% | 98,000 | 69.3 | % | 170,000 | |||||||||||
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40% | 97,200 | 70.0 | % | 170,000 | |||||||||||
Long-Term Equity Incentive Plan
In 2018, our Board of Directors unanimously adopted, and shareholders approved, the
The table below shows the long-term equity incentive award values granted to each of the named executive officers on
|
Officer |
Restricted Stock ($) |
Stock Options ($) |
Total Grant Date Fair Value ($) |
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293,860 | 160,860 | 454,720 | |||||||||
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209,900 | 114,900 | 324,800 | |||||||||
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104,950 | 57,450 | 162,400 | |||||||||
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104,950 | 57,450 | 162,400 | |||||||||
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83,960 | 45,960 | 129,920 | |||||||||
Stock options provide meaningful incentives for management to execute on the longer-term financial and strategic growth goals that drive shareholder value creation because they only provide value to the named executive officers if the price of
Restricted stock awards are intended to provide the named executive officers with the economic equivalent of a direct ownership interest in
regardless of post-grant share price volatility. Grants of restricted stock awards vest in 20% increments on each of the first five anniversaries of the date of grant. Termination of employment for any reasons other than death, disability or a change in control results in the forfeiture of any unvested shares. More information about equity awards made during 2024 is set forth in the Grants of Plan-Based Awards and Outstanding Equity Awards tables that follow.
Other Benefits
401(k)Plan. 1st
ESPP. In
General Benefits and Perquisites. Our named executive officers only receive typical perquisites such as medical and dental benefits, group term life insurance, and short- and long-term disability protection. They do not receive any special perquisites such as golf memberships, etc.
Other Policies and Guidelines
Stock Ownership Requirements. Stock ownership guidelines are a key vehicle for aligning the interests of management with those of our shareholders. Executive officers must own
|
Position |
Stock value as a multiple of base salary |
|
Chief Executive Officer |
3x |
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Executive officer (other than CEO) |
1x |
Shares counted toward the stock ownership requirement include those held directly or through a broker, shares held in the Employee Stock Ownership Plan, the 401(k) Plan, vested stock options and restricted stock with time-based vesting. Once the minimum ownership requirement is met, officers must maintain the required ownership amounts and compliance will be calculated annually. Each director and executive officer is required to retain 50% of net after tax shares acquired upon the exercise of stock options or vesting of restricted stock until the stock ownership requirement is met. Exceptions may apply for donations of stock and for sales or divisions of property in the case of divorce, disability or death, or other limited circumstances.
Executive officers have five years from their appointment to comply with the applicable stock ownership requirement. All of the named executive officers were in compliance with these guidelines as of
Clawback Policy.
|
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Fraud as determined by internal or external audit or examination. The policy defines fraud as any intentional deception made for personal gain or to damage 1st |
|
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A material error occurred in the financial statements requiring restatement. |
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A loss or other injury to |
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Violation of |
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Violation of 1st |
The policy was updated in 2023 to provide for the recovery of erroneously awarded incentive-based compensation pursuant to Section 10D of the Securities Exchange Act, Rule 10D-1 under Section 10D and Nasdaq Listing Rule 5608.
Practices Related to the Grant of Certain Equity Awards
Stock option exercise prices are set at the closing price of
Impact of Tax and Accounting
We regularly consider the various tax and accounting implications of our compensation plans. When determining the amounts of long-term incentives and equity grants to executives and employees, the compensation costs associated with the grants are reviewed, as required by FASB ASC Topic 718.
Section 162(m) of the Internal Revenue Code generally prohibits any publicly held corporation from taking a federal income tax deduction for compensation paid over
Compensation Risk Review
It is our belief that a significant portion of an executive's total compensation should be variable "at risk" compensation, meaning it is tied to the Bank's financial performance. However, because performance-based incentives play a large role in our compensation program, we strive to ensure that incentives do not result in actions that may conflict with the long-term best interests of
Compensation Committee Report
The Compensation Committee has reviewed and discussed the Compensation Discussion and Analysis with management. Based on the review and discussions, the Compensation Committee has recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this proxy statement.
The foregoing report is provided by the following directors, who constitute the Compensation Committee:
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Compensation Committee: |
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EXECUTIVE COMPENSATION
Summary Compensation Table
The table below summarizes the total compensation paid to or earned by each of our named executive officers for the fiscal years ended
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Stock |
Option |
All Other |
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Awards |
Awards |
Compensa- |
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Year |
Salary ($) |
Bonus ( |
( |
( |
tion ( |
Total ($) |
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2024 |
550,375 | 516,000 | 293,860 | 160,860 | 42,127 | 1,563,222 | |||||||||||||||||||
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Chief Executive Officer |
2023 |
525,000 | 460,000 | 199,745 | 148,590 | 40,033 | 1,373,368 | |||||||||||||||||||
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2022 |
494,904 | 450,000 | 232,050 | 160,650 | 27,224 | 1,364,828 | ||||||||||||||||||||
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2024 |
377,145 | 371,000 | 209,900 | 114,900 | 29,372 | 1,102,318 | |||||||||||||||||||
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President and Chief Financial |
2023 |
346,500 | 303,500 | 122,920 | 91,440 | 26,811 | 891,171 | |||||||||||||||||||
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Officer |
2022 |
330,000 | 280,000 | 139,230 | 96,390 | 20,321 | 865,941 | |||||||||||||||||||
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2024 |
245,000 | 245,000 | 104,950 | 57,450 | 15,993 | 668,393 | |||||||||||||||||||
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Chief Information Officer |
2023 |
245,000 | 171,500 | 76,825 | 57,150 | 13,207 | 563,682 | |||||||||||||||||||
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2024 |
245,000 | 170,000 | 104,950 | 57,450 | 19,985 | 597,385 | |||||||||||||||||||
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Executive Vice President |
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2024 |
232,027 | 170,000 | 83,960 | 45,960 | 21,590 | 553,537 | |||||||||||||||||||
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Executive Vice President, |
2023 |
225,000 | 160,000 | 58,387 | 43,434 | 19,689 | 506,510 | |||||||||||||||||||
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Chief Retail Banking Officer |
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(1) |
Consists of the annual incentive award and the performance award described above under "Compensation Discussion and Analysis - 2024 Executive Compensation Program - Annual Incentive Compensation" and "-Performance Award and Non-Competition Agreement." |
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(2) |
Represents the aggregate grant date fair value of awards, computed in accordance with FASB ASC Topic 718. For a discussion of valuation assumptions, see Note 20 of the Notes to Consolidated Financial Statements in |
|
(3) |
For 2024, consists of the following: |
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401(k) match |
ESPP |
Life insurance |
Dividends on |
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($) |
contribution ($) |
premiums ($) |
restricted stock ($) |
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13,800 | 6,000 | 990 | 21,337 | ||||||||||||
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13,800 | 2,750 | 784 | 12,038 | ||||||||||||
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13,800 | 669 | 1,004 | 520 | ||||||||||||
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13,800 | 600 | 514 | 5,071 | ||||||||||||
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13,800 | 150 | 756 | 6,884 | ||||||||||||
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(4) |
Not a named executive officer in 2022. |
|
(5) |
Not a named executive officer in 2023 or 2022. |
Grants of Plan-Based Awards
The following table shows information regarding grants of plan-based awards made to our named executive officers for 2024.
|
All other stock |
All other option |
|||||||||||||||||
|
awards: Number of |
awards: Number of |
Exercise or base |
Grant date fair |
|||||||||||||||
|
Grant |
shares of stock or |
securities underlying |
price of option |
value of stock and |
||||||||||||||
|
|
date |
units (#)(1) |
options (#)(1) |
awards ($/Sh) |
option awards (2) |
|||||||||||||
|
|
|
7,000 | 14,000 | 41.98 | 454,720 | |||||||||||||
|
|
|
5,000 | 10,000 | 41.98 | 324,800 | |||||||||||||
|
|
|
2,500 | 5,000 | 41.98 | 162,400 | |||||||||||||
|
|
|
2,500 | 5,000 | 41.98 | 162,400 | |||||||||||||
|
|
|
2,000 | 4,000 | 41.98 | 129,928 | |||||||||||||
|
(1) |
Awards vest in equal installments of 20% per year beginning on |
|
(2) |
Represents the aggregate grant date fair value of awards, computed in accordance with FASB ASC Topic 718. For a discussion of valuation assumptions, see Note 20 of the Notes to Consolidated Financial Statements in |
Outstanding Equity Awards
The following table shows information regarding outstanding equity awards as of
|
OptionAwards(1) |
Stock Awards (1) |
||||||||||||||||||||||
|
Market |
|||||||||||||||||||||||
|
Number of |
Number of |
Number of |
Value of |
||||||||||||||||||||
|
Securities |
Securities |
Shares or |
Shares or |
||||||||||||||||||||
|
Underlying |
Underlying |
Units of |
Units of |
||||||||||||||||||||
|
Unexercised |
Unexercised |
Option |
Option |
Stock That |
Stock That |
||||||||||||||||||
|
Grant |
Options (#) |
Options (#) |
Exercise |
Expira- |
Have Not |
Have Not |
|||||||||||||||||
|
|
Date |
Exercisable |
Unexercisable |
Price ($) |
tion Date |
Vested (#) |
Vested ( |
||||||||||||||||
|
|
|
-- | 5,760 | 21.35 |
|
||||||||||||||||||
|
|
14,400 | 9,600 | 35.46 |
|
|||||||||||||||||||
|
|
9,000 | 13,500 | 30.94 |
|
|||||||||||||||||||
|
|
3,900 | 15,600 | 30.73 |
|
|||||||||||||||||||
|
|
-- | 14,000 | 41.98 |
|
21,820 | 895,929 | |||||||||||||||||
|
|
|
-- | 3,090 | 21.35 |
|
||||||||||||||||||
|
|
9,000 | 6,000 | 35.46 |
|
|||||||||||||||||||
|
|
5,400 | 8,100 | 30.94 |
|
|||||||||||||||||||
|
|
2,400 | 9,600 | 30.73 |
|
|||||||||||||||||||
|
|
-- | 10,000 | 41.98 |
|
13,930 | 571,966 | |||||||||||||||||
|
|
|
1,500 | 6,000 | 30.73 |
|
||||||||||||||||||
|
|
-- | 5,000 | 41.98 |
|
4,500 | 184,770 | |||||||||||||||||
|
|
|
748 | -- | 24.37 |
|
||||||||||||||||||
|
|
928 | 928 | 21.35 |
|
|||||||||||||||||||
|
|
1,968 | 1,312 | 35.46 |
|
|||||||||||||||||||
|
|
1,320 | 1,980 | 30.94 |
|
|||||||||||||||||||
|
|
1,500 | 6,000 | 30.73 |
|
|||||||||||||||||||
|
|
-- | 5,000 | 41.98 |
|
6,610 | 271,407 | |||||||||||||||||
|
|
|
9,600 | -- | 29.30 |
|
||||||||||||||||||
|
|
5,680 | -- | 24.37 |
|
|||||||||||||||||||
|
|
5,632 | 1,408 | 21.35 |
|
|||||||||||||||||||
|
|
3,870 | 2,580 | 35.46 |
|
|||||||||||||||||||
|
|
2,322 | 3,483 | 30.94 |
|
|||||||||||||||||||
|
|
1,140 | 4,560 | 30.73 |
|
|||||||||||||||||||
|
|
-- | 4,000 | 41.98 |
|
6,245 | 256,420 | |||||||||||||||||
|
(1) |
Awards vest pro rata over a five-year period from the grant date, with the first 20% vesting one year after the grant date. |
|
(2) |
Amounts are based on |
Option Exercises and Stock Vested
The following table shows the value realized upon the exercise of stock options and the vesting of stock awards for the named executive officers during the year ended
|
Option awards |
Stock awards |
|||||||||||||||
|
Number of shares |
Value realized on |
Number of shares |
Value realized on |
|||||||||||||
|
|
acquired on exercise (#) |
exercise ($) |
acquired on vesting (#) |
vesting ($) |
||||||||||||
|
|
92,640 | 1,912,757 | 7,920 | 332,482 | ||||||||||||
|
|
31,320 | 555,343 | 4,560 | 191,429 | ||||||||||||
|
|
-- | -- | 500 | 20,990 | ||||||||||||
|
|
5,776 | 125,487 | 1,996 | 83,792 | ||||||||||||
|
|
-- | -- | 2,469 | 103,649 | ||||||||||||
Potential Payments Upon Termination
We have entered into agreements with the named executive officers that provide for potential payments upon disability, termination and death. In addition, our equity plans also provide for potential payments upon termination. The following table shows, as of
|
Involuntary |
Change in |
|||||||||||||||
|
Death ($) |
Disability ($) |
Termination ($) |
Control ($) |
|||||||||||||
|
|
||||||||||||||||
|
Severance Agreement |
-- | -- | 1,180,000 | 1,180,000 | ||||||||||||
|
Equity Awards (1) |
1,348,107 | 1,348,107 | -- | 1,348,107 | ||||||||||||
|
|
||||||||||||||||
|
Change of Control Agreement |
-- | -- | -- | 425,000 | ||||||||||||
|
Equity Awards (1) |
838,410 | 838,410 | -- | 838,410 | ||||||||||||
|
|
||||||||||||||||
|
Change of Control Agreement |
-- | -- | -- | 245,000 | ||||||||||||
|
Equity Awards (1) |
242,150 | 242,150 | -- | 242,150 | ||||||||||||
|
|
||||||||||||||||
|
Change of Control Agreement |
-- | -- | -- | 245,000 | ||||||||||||
|
Equity Awards (1) |
374,462 | 374,462 | -- | 374,462 | ||||||||||||
|
|
||||||||||||||||
|
Change of Control Agreement |
-- | -- | -- | 243,000 | ||||||||||||
|
Equity Awards (1) |
377,292 | 377,292 | -- | 377,292 | ||||||||||||
|
(1) |
Amounts are based on |
Severance Agreement for Chief Executive Officer. 1st
consent any authorities or duties materially inconsistent with his position as of the date of the severance agreement; and (3) a relocation or transfer that would materially increase
Change of Control Agreements. 1st
Equity Awards. The 2013 Equity Incentive Plan and the 2018 Equity Incentive Plan provide for acceleration of awards if a recipient of an award terminates service early as a result of death or disability. The 2013 Equity Incentive Plan also provides that in connection with an actual change in control, all unexercisable options will become fully exercisable and all unvested awards of restricted stock will vest in full. The 2018 Equity Incentive Plan provides that if a change in control occurs prior to the vesting date of an award that is outstanding on the change in control date, and the participant experiences an involuntary separation from service, other than a termination for cause, during the 365-day period following the change in control date, then the vesting date for such non-vested outstanding award will be accelerated to the date of the participant's involuntary separation from service. However, if upon a change in control the successor to
Compensation Committee Interlocks and Insider Participation
The members of the Compensation Committee are Directors Mansfield, Cofer-Wildsmith, Leech and Zavaglia. No members of this Committee were officers or employees of
Chief Executive Officer Pay Ratio
In
|
|
$ | 1,563,222 | ||
|
Median employee annual total compensation: |
$ | 57,107 | ||
|
Ratio of Chief Executive Officer to median employee compensation: |
27 to 1 |
In determining the median employee, we used a listing of all full-time employees, excluding our Chief Executive Officer, as of
As a result of the flexibility permitted by Item 402(u), the method we used to determine our median employee may differ from the methods used by our peers, so the ratios may not be comparable.
Pay Versus Performance
As required by Section 953(a) of the Dodd-Frank Act, and item 402(v) of Regulation S-K, we are providing the following information about the relationship between compensation actually paid to our principal executive officer ("PEO"),
|
Value of Initial Fixed |
||||||||||||||||||||||||||||||||
|
Average Summary Compensation Table Total for non-PEO NEOs ( |
||||||||||||||||||||||||||||||||
|
Summary Compensation Table Total for PEO ( |
Average Compensation Actually Paid to non-PEO NEOs ( |
Total Shareholder Return ( |
||||||||||||||||||||||||||||||
|
Total Shareholder Return ( |
||||||||||||||||||||||||||||||||
|
Compensation Actually Paid to PEO ( |
Net Income ($ in millions) |
Return on Assets (%)(4) |
||||||||||||||||||||||||||||||
|
Year |
||||||||||||||||||||||||||||||||
|
2024 |
1,563,222 | 1,914,920 | 730,408 | 1,415,125 | 145.99 | 132.44 | 35.0 | 1.18 | ||||||||||||||||||||||||
|
2023 |
1,373,368 | 1,330,694 | 630,571 | 852,623 | 127.73 | 112.03 | 36.1 | 1.27 | ||||||||||||||||||||||||
|
2022 |
1,364,828 | 1,246,692 | 562,879 | 453,130 | 111.93 | 111.47 | 29.6 | 1.22 | ||||||||||||||||||||||||
|
2021 |
1,876,843 | 2,345,458 | 1,362,986 | 1,921,658 | 109.28 | 126.43 | 37.4 | 1.71 | ||||||||||||||||||||||||
|
2020 |
1,801,481 | 1,322,596 | 1,611,519 | 1,248,859 | 87.58 | 90.82 | 39.3 | 2.02 | ||||||||||||||||||||||||
|
(1) |
The PEO for each year is |
|
(2) |
The following amounts were deducted from/added to summary compensation table total compensation in accordance with the |
|
PEO ($) |
Average for non-PEO NEOs ($) |
|||||||
|
Summary compensation table total |
1,563,222 | 730,408 | ||||||
|
Deduct grant date fair value of equity awards granted in fiscal year |
(454,652) | (618,611) | ||||||
|
Add fair value at fiscal year end of outstanding and unvested equity awards granted in fiscal year |
454,285 | 778,774 | ||||||
|
Add change in fair value of outstanding and unvested equity awards granted in prior fiscal years |
213,311 | 296,820 | ||||||
|
Add change in fair value as of vesting date of equity awards granted in prior fiscal years for which applicable vesting conditions were satisfied during the fiscal year |
138,754 | 227,734 | ||||||
|
Compensation actually paid |
1,914,920 | 1,415,125 | ||||||
|
(3) |
Total Shareholder Retu("TSR") assumes |
|
(4) |
We determined that retuon assets is the most important financial measure used to link compensation actually paid to our NEOs for the most recently completed fiscal year to company performance. |
Most Important Financial Performance Measures. As required by the
|
● |
Net Income |
|
● |
Net Interest Margin |
|
● |
Efficiency Ratio |
|
● |
Retuon Assets |
|
● |
Relative Total Shareholder Return |
Descriptions of the Information Presented in the Pay Versus Performance Table. The illustrations below compare "compensation actually paid" (as calculated in accordance with the
|
● |
|
|
● |
|
|
● |
|
PROPOSAL 2 - ADVISORY VOTE ON EXECUTIVE COMPENSATION
Under the Dodd-Frank Act, we are required to periodically include in our annual meeting proxy statement and present at the meeting a non-binding shareholder resolution to approve the compensation of our named executive officers, as disclosed in the proxy statement pursuant to the compensation disclosure rules of the
RESOLVED, that the shareholders approve the compensation of
This vote will not be binding on our Board of Directors or Compensation Committee and may not be construed as overruling a decision by the Board or create or imply any additional fiduciary duty on the Board. It will also not affect any compensation paid or awarded to any executive. The Compensation Committee and the Board may, however, consider the outcome of the vote when considering future executive compensation arrangements.
Our executive compensation policies are designed to establish an appropriate relationship between executive pay and the annual and long-term performance of
PROPOSAL 3 - ADVISORY VOTE ON THE FREQUENCY OF
FUTURE ADVISORY VOTES ON EXECUTIVE COMPENSATION
Under the Dodd-Frank Act, we were required to include in the proxy statement for the 2019 annual meeting of shareholders a non-binding shareholder vote to consider the timing of future shareholder votes on executive compensation. Shareholders voted in favor of holding an annual vote on executive compensation and the Board of Directors determined to adopt an annual frequency. The Dodd-Frank Act requires that shareholders be permitted to vote on the frequency of future votes on executive compensation at least once every six years. Accordingly, we are including in this proxy statement and presenting at this year's annual meeting a non-binding shareholder vote to consider the timing of future shareholder votes on executive compensation. This proposal gives shareholders the opportunity to vote on whether a resolution to approve the compensation of our named executive officers should be presented to shareholders every year, every two years or every three years, or to abstain from voting.
The Board of Directors believes that a resolution to approve the compensation of our named executive officers should be presented to shareholders every year because the Board is committed to strong corporate governance and an annual cycle provides for the greatest accountability to our shareholders.
This vote will not be binding on our Board of Directors or Compensation Committee and may not be construed as overruling a decision by the Board or create or imply any additional fiduciary duty on the Board. It also will not affect when the shareholders will be asked to vote on executive compensation in future years. The Compensation Committee and the Board will, however, take into account the outcome of the vote when considering when to present shareholders with a resolution to approve executive compensation.
The Board of Directors recommends that you vote for conducting an advisory vote on executive compensation EVERY YEAR.
AUDIT COMMITTEE MATTERS
The Audit Committee operates pursuant to a charter approved by our Board of Directors. The Audit Committee reports to the Board of Directors and is responsible for overseeing and monitoring our financial accounting and reporting, the system of internal controls established by management and the audit process. The Audit Committee charter sets out the responsibilities, authority and specific duties of the Audit Committee. The charter specifies, among other things, the structure and membership requirements of the Audit Committee, as well as the relationship of the Audit Committee to the independent registered public accounting firm, the internal audit department and management of
The Audit Committee of the FS Bancorp Board of Directors reports as follows with respect to
|
● |
The Audit Committee has reviewed and discussed the 2024 audited financial statements with management; |
|
● |
The Audit Committee has discussed with the independent registered public accounting firm, |
|
● |
The Audit Committee has received written disclosures and the letter from the independent registered public accounting firm required by applicable requirements of the |
|
● |
The Audit Committee has, based on its review and discussions with management of the 2024 audited financial statements and discussions with the independent registered public accounting firm, recommended to the Board of Directors that |
The foregoing report is provided by the following directors, who constitute the Audit Committee:
| Audit Committee: |
|
This report shall not be deemed to be incorporated by reference by any general statement incorporating by reference this proxy statement into any filing under the Securities Act of 1933 or the Securities Exchange Act of 1934, and shall not otherwise be deemed filed under such acts.
PROPOSAL 4 - RATIFICATION OF APPOINTMENT OF INDEPENDENT
REGISTERED PUBLIC ACCOUNTING FIRM
The Audit Committee of the Board of Directors has appointed
public accounting firm. Even if the appointment is ratified, the Audit Committee in its discretion may appoint a different registered public accounting firm at any time during the year if it determines that such a change would be in the best interests of
The Board of Directors unanimously recommends that you vote FOR the ratification of the appointment of
The following table sets forth the aggregate fees billed to us by
|
Year Ended |
||||||||
|
|
||||||||
|
2024 |
2023 |
|||||||
|
Audit Fees |
$ | 562,421 | $ | 566,541 | ||||
|
Audit-Related Fees (1) |
45,950 | 31,350 | ||||||
|
Tax Fees (2) |
242,137 | 46,253 | ||||||
|
All Other Fees |
-- | -- | ||||||
| $ | 850,507 | $ | 644,143 | |||||
|
(1) |
Audit-related fees include services and costs in connection with |
||
|
(2) |
Tax fees include services and costs in connection with preparation of |
The Audit Committee pre-approves all audit and permissible non-audit services to be provided by the independent registered public accounting firm and the estimated fees for these services in connection with its annual review of its charter. In considering non-audit services, the Audit Committee will consider various factors, including but not limited to, whether it would be beneficial to have the service provided by the independent registered public accounting firm and whether the service could compromise the independence of the independent registered public accounting firm. All of the services provided by
DELINQUENT SECTION 16(a) REPORTS
Section 16(a) of the Securities Exchange Act requires our executive officers and directors, and persons who own more than 10% of any registered class of
MISCELLANEOUS
The Board of Directors is not aware of any business to come before the annual meeting other than those matters described in this proxy statement. However, if any other matters should properly come before the meeting, it is intended that proxies in the accompanying form will be voted in respect thereof in accordance with the judgment of the person or persons voting the proxies.
We will bear the cost of solicitation of proxies, and will reimburse brokerage firms and other custodians, nominees and fiduciaries for reasonable expenses incurred by them in sending proxy materials to the beneficial owners of
Our annual report to shareholders, including the Annual Report on Form 10-K, has been mailed to all shareholders of record as of the close of business on the record date. Any shareholder who has not received a copy of the annual report may obtain a copy by writing to the Secretary,
SHAREHOLDER PROPOSALS
Our Articles of Incorporation provide that in order for a shareholder to make nominations for the election of directors or proposals for business to be brought before a meeting, a shareholder must deliver notice of such nominations and/or proposals to the Secretary not less than 30 nor more than 60 days prior to the date of the meeting; provided that if less than 31 days' notice of the meeting is given to shareholders, such written notice must be delivered not later than the close of the tenth day following the day on which notice of the meeting was mailed to shareholders. We anticipate that, in order to be timely, shareholder nominations or proposals intended to be made at the annual meeting must be delivered by
Shareholder proposals intended to be presented at next year's annual meeting of shareholders must be received at the executive office at 6920 220th Street SW,
|
BY ORDER OF THE BOARD OF DIRECTORS |
|
| /s/ |
|
|
|
|
|
SECRETARY |
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Attachments
Disclaimer


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