AmazonScience/document-haystack

1Stakeholder Engagement2Maintaining open and ongoing dialogs with key stakeholders is an important component of our corporate culture. 3Our management team participates in numerous investor meetings throughout the year to discuss our business, 4strategy and financial results. This includes in-person, telephone and webcast conferences, as well as key 5site visits. 6In addition, each year we undertake an ESG stakeholder outreach program in which we discuss progress on our 7ESG journey. This year we contacted holders of over 47% of our class B common stock as a part of this 8program. Engagement provides us with the opportunity to understand issues of significant importance to 9stakeholders and to receive feedback on our practices and disclosures. Similarly, it provides us with an 10opportunity to discuss how management believes its actions are aligned with long-term value creation. 11We also proactively correspond with other key stakeholders throughout the year. We share feedback from our 12financial and ESG engagements with the board, the Compensation and Human Capital Committee, and the 13Nominating and Corporate Governance Committee as appropriate.14We consider the views of our shareowners and 15other stakeholders when evaluating our ESG 16policies and practices; for example, in recent 17years we have:  18The Compensation and Human Capital Committee 19considers shareowner feedback, along with the 20market information and analysis provided by its 21independent compensation consultant, when 22making decisions about our executive 23compensation programs. We have:24• Announced a number of environmental, social 25and human capital goals, including a carbon 26neutral by 2050 goal;27• Accelerated our sustainability reporting;28• Increased disclosures around individual director 29racial, ethnic and gender diversity;30• Increased our commitments to diversity, equity 31and inclusion, volunteerism and 32charitable giving; 33• Separated the Board Chair and CEO roles;34• Appointed an independent Board Chair;35• Increased board diversity; 36• Expanded reporting on lobbying activities; 37• Revised the Risk Committee charter to 38specifically identify cybersecurity 39oversight responsibilities; 40• Revised the Nominating and Corporate 41Governance Committee charter to include 42oversight of environmental sustainability matters 43and risks; and44• Revised the Compensation and Human Capital 45Committee charter to include oversight of 46performance and talent management, diversity, 47equity and inclusion, work culture and employee 48development and retention.49 • Updated the peer group for executive and 50director compensation market comparisons;51• Enhanced the competitiveness of our 52performance-based annual 53compensation program; 54• Eliminated single-trigger equity vesting following 55a change in control; 56• Added relative total shareowner return as a 57component of our Long-Term Incentive 58Plan awards; 59• Reevaluated performance metrics under 60incentive compensation plans for proper design 61to incent towards long-term Company 62value creation; 63• Provided additional detail around the 64performance measures used for our annual and 65long-term incentive plans; 66• Adopted a mandatory incentive compensation 67clawback policy applicable to executive officers; 68• Approved the return to a single, annual goal 69setting process for annual incentive program 70design; and71• Added an individual payout cap to our annual 72incentive plan.73 7415