Page 21 - Martin Marietta - 2024 Proxy Statement
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         Our Commitment to Our People and Pay-for-Performance


         In 2023, we advanced our initiatives relating to employee inclusion and engagement
         ✓ Completed a companywide inclusion and engagement awareness communications campaign to help managers and
           employees understand the criticality of inclusion and engagement and how inclusion and engagement are already
           ingrained in Martin Marietta’s culture and values. The campaign highlighted that ensuring we maintain an inclusive
           and engaging culture will enhance the Company’s competitive advantage.
         ✓ Successfully launched Martin Marietta’s first three Employee Resource Groups:

           - Military and Veterans Community (MVC)
           - Women Who Build (WWB)
                                                            Military &
           - MERGE (a Multi-Cultural ERG)                   Veterans           Women                MERGE
                                                            Community          Who Build

         ✓ Created and filled a new Employee Engagement Manager position to support companywide inclusion and
           engagement programs.


         Our Compensation Approach and Highlights
         A substantial portion of compensation paid to our named executive officers (NEOs) is variable and performance-based.
         We use the 50th percentile of our peer group as a reference point when determining target compensation, but target
         pay is set based on a variety of factors and actual pay realized by our NEOs is dependent on our financial, operational  PROXY HIGHLIGHTS
         and other related performance. Based on our record levels of performance in 2023, variable compensation payable
         under both our short-term and long-term incentive plans exceeded the target amounts established for each NEO, which
         is consistent with our pay-for-performance philosophy. All compensation paid to our CEO and other NEOs for 2023 was
         performance-based other than base salary; approximately 90% of our CEO’s compensation was performance-based
         and 79% of our other NEOs’ actual compensation was performance based.*

                                        CEO                                               Other NEO
                                        Compensation                                      Compensation
                                                                              17%
                                29%                                           PSUs
                38%             PSUs                                                        PERFORMANCE
                BONUS                                                                       BASED
                                                                48%               21%
                                                                BONUS             BASE
                                10%                                               SALARY
                                  BASE
                                  SALARY  PERFORMANCE
                         23%              BASED                             14%
                         RSUs                                                RSUs



         * Based on grant date value of Performance Share Units (PSUs) and Restricted Stock Units (RSUs).














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