2018 Guide to Effective Proxies

6 TH EDITION | GUIDE TO EFFECTIVE PROXIES 158 AK STEEL HOLDING CORPORATION AMEREN CORPORATION AMERICAN EAGLE OUTFITTERS, INC. ANADARKO PETROLEUM CORPORATION Director Skill/Experience Snapshot Set forth below is information for each of our Director nominees detailing their tenure and skills illustrating the high level of experience and skills each brings to the Board. The Director nominees are presented in order of their respective mandatory retirement dates under the Board’s mandatory retirement agepolicy. 2018AKSteelBoardofDirectors Skills/ExperienceMatrix Director Thomson Cuneo Kenny Wright Gerber Michael Edison Essig Yocum Wilson Newport BoardTenure YearofElection 1996 2008 2016 2013 2007 2007 2014 2013 2017 2017 2016 MandatoryRetirementDate 2019 2024 2026 2027 2028 2029 2032 2032 2032 2033 2038 Compliance Independent(NYSE) yes yes yes yes yes yes yes yes yes yes no OutsideDirector(IRS§162m) yes yes yes yes yes yes yes no yes yes no Non-employeeDirector yes yes yes yes yes yes yes yes yes yes no FinanciallyLiterate(NYSE) yes yes yes yes yes yes yes yes yes yes n/a AuditComm.FinancialExpert no no no yes yes yes no yes yes no n/a IndustryExperience PresentCEOorExecutive x x x x PastCEO x x x x x ExecutiveOfficer(pastorpresent) x x x x x x x x x x x SteelIndustry x x x x ManufacturingorRelated x x x x x x Operations(includingP&L) x x x x x x x InternationalBusiness x x x x x x x x x x x MergersandAcquisitions x x x x x x x x x x x EnvironmentalorEnergy x x x x x x x SpecialtySkills/Experience U.S.PublicCompanyBoard x x x x x x x x x Audit/FinanceCommittee(U.S. PublicCompany) x x x x x x x x CompensationCommittee(U.S. PublicCompany) x x x x x x x GovernanceCommittee(U.S. PublicCompany) x x x x Finance/Accounting/Audit x x x x x x x x x Legal x x x HumanResources x x x Technology/Engineering x x x Communications/Pub.Relations x x x x GovernmentalAffairs x x x x x Diversity(ethnicity,gender, race,etc.) x x x x Management DevelopmentandCompensationCommittee’s ExecutiveCompensation Philosophy Pay-for-performance is the foundational principle of our executive compensation program. Our compensation philosophy, as shaped by the Management Development and Compensation Committee and approved by the Board, is that an executive compensation program should strengthen the commonality of interests between Management and our stockholders, while at the same time enabling us to attract, motivate and retain executives of high caliber and ability who will drive our success. Consistent with that objective, the Committee believes that a significant portion of the overall compensation package for each of our Executive Officers should be performance-based, including iv 2018Proxy Statement ThomsonCuneoKennyWrightGerberMichaelEdisonEssigYocumWilsonNewport Total of 02 pages in section ITEMSYOUMAYVOTEON Qualificationand Experience Baxter Brune Coleman Fitzsimmons Flores Galvin Harshman Ivey Jackson Johnson Lipstein Wilson ActiveExecutive ‹ ‹ ‹ ‹ BoardTenure:0-5Years ‹ ‹ ‹ ‹ ‹ BoardTenure:6-9Years ‹ ‹ ‹ ‹ BoardTenure:10+Years ‹ ‹ ‹ CustomerRelationsor ConsumerOrientation Experience ‹ ‹ ‹ ‹ ‹ ‹ ‹ Cyber/I.T. ‹ ‹ Diversity(Gender) ‹ ‹ ‹ Diversity (Race/Ethnicity) ‹ ‹ ‹ FinancialorBanking Experience ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ Legal/Governance ‹ ‹ NuclearExperience ‹ ‹ OperationsExperience ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ServesonOtherPublic Boards ‹ ‹ ‹ ‹ ‹ Utilities/Regulatory Experience ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ ‹ W ARNER L. B AXTER C HAIRMAN ,P RESIDENTAND C HIEF E XECUTIVE O FFICEROFTHE C OMPANY Directorsince: 2014 Age: 56 Outsidedirectorships: • U.S.Bancorp, December2015—Present • UMBFinancialCorporation, 2013—October2015 E XECUTIVE E XPERIENCE : Mr.BaxterbeganhiscareerwithAmerenMissouriin1995asAssistantController.HewasnamedControllerofAmeren Missouriin1996.Followingthe1997mergerofAmerenMissouriandCIPSCOIncorporated,heservedasVicePresident andControllerofAmerenandAmerenServices.In2001,Mr.BaxterwasnamedSeniorVicePresident,Finance.From 2003to2009,Mr.BaxterwasExecutiveVicePresidentandChiefFinancialOfficerofAmerenandcertainofits subsidiaries,whereheledthefinance,strategicplanningandenterpriseriskmanagementfunctions.From2007to2009, hewasalsoPresidentandChiefExecutiveOfficerofAmerenServices.From2009to2014,Mr.Baxterservedasthe Chairman,PresidentandChiefExecutiveOfficerofAmerenMissouri.OnFebruary14,2014,Mr.Baxtersucceeded ThomasR.VossasPresidentoftheCompany.Mr.BaxtersucceededMr.VossasChiefExecutiveOfficeroftheCompany onApril24,2014andasChairmanoftheBoardonJuly1,2014.PriortojoiningAmeren,Mr.Baxterservedassenior managerinPwC’snationalofficeinNewYorkCityfrom1993to1995.From1983to1993,Mr.BaxterworkedinPwC’sSt. Louisoffice,whereheprovidedauditingandconsultingservicestoclientsinavarietyofindustries. Mr.BaxterservedasadirectorofAmerenMissourifrom1999to2014,andasadirectorofAmerenIllinoisfrom1999to 2009. S KILLS AND Q UALIFICATIONS : BasedprimarilyuponMr.Baxter’sextensiveexecutivemanagementandleadershipexperience;strongstrategicplanning, regulatory,accounting,financial,industry,riskmanagement,governmentrelations,operationsandcompensationskills andexperience;tenurewiththeCompany(anditscurrentandformeraffiliates);andtenureandcontributionsasacurrent Boardmember,theBoardconcludedthatMr.BaxtershouldserveasadirectorofAmeren. 14 AmerenCorporation 2018ProxyStatement Corporate Governance BoardQualificationsandRefreshment. TheBoardhasa rigorousprocesstoensurethatthecompositionofdirectors isdiverse,balancedandalignedwiththeevolvingneedsof theCompany.AsstatedinourCorporateGovernance Guidelines,oneofthecorecompetenciesourBoardhas identifiedinassessingthequalificationsoftheBoardasa wholeisadiversityofexperience,professionalexpertise, perspectiveandageinordertoensuretheBoardhadthe propermixofskillsandexperiencetoprovideeffective oversight. TheBoardrecognizesthatsuchdiversityisanimportant factorinboardcompositionand,althoughtheBoarddoes nothaveaformalpolicy,theGovernanceandRisk Committeeensuresthatsuchdiversityconsiderationsare discussedinconnectionwitheachcandidatefordirector. TheBoardconsiderstheCompany’slong-termstrategyin evaluatingwhatcurrentandfutureskillsandexperienceare requiredandweighsthoseskillswhenevaluatingthe directorsaswellaspotentialdirectorcandidates. Aspartofthisprocess,ourBoardreviewsadirectorskillset chartthatidentifiesexpertise,experienceandother characteristicsthattheBoardbelievescontributetoan effectiveandwell-functioningboardandthattheBoardasa wholeshouldpossess. AnthonyR.Chase YES DavidE.Constable YES H.PaulettEberhart YES ClaireS.Farley YES Peter J.Fluor YES JosephW.Gorder YES JohnR.Gordon YES SeanGourley YES MarkC.McKinley YES EricD.Mullins YES R.A.Walker NO 63 56 64 59 70 60 69 38 61 55 61 =nosignificantexperience 1 – =2ormoreotherBoards; =1otherBoard 2 – =2ormorecompanies; =1othercompany 3 – =eligibletobedesignatedanAuditCommi eeFinancialExpert at apublicly traded company; =significanteducationorexperience 4 – =significantbankingorfinancialexperience; =otherbankingorfinancialexperience 5 – =veryactive; =moderatelyactive 6 –Environmentalexperienceandsuccessfulentrepreneurialtrackrecord. 7 –Bigdataanalyticsandartificialintelligence. DirectorSkillSets 7 6 TheGovernanceandRiskCommitteeconsiderstheseand otherfactorsandtheextenttowhichsuchattributescanbe representedwhenevaluatingpotentialcandidatesforthe Board.Otherfactorsconsideredincludeboardrefreshment anddirectortenure.Together,thisbalanceofskillsets, experiencesandpersonalbackgroundsallowsourdirectors toprovidethediversityofthoughtthatiscriticaltothe Board’sdecision-makingandoversightprocess. Board Refreshment Since May 2012 8 6 Board of Directors JOINED EXITED 7.6 Years Average Tenure of Independent Directors ANADARKOPETROLEUMCORPORATION 2018PROXYSTATEMENT 19 PROXYSTATEMENTSUMMARY • Robust Director Evaluation Process. We conduct self-assessments of the Board and its Committees annually. The Board believes it is important to assess both its overall performance and the performance of its Committees, and to solicit and act uponfeedbackreceived,whereappropriate.AspartoftheBoard’sself-assessmentprocess,directorsconsidervarioustopics related to Board composition, structure, effectiveness and responsibilities, as well as the overall mix of director skills, experienceandbackgrounds. • Summary of Director Skills. Our directors bring to our Board a wide variety of skills, qualifications and viewpoints that strengthentheBoard’sabilitytocarryoutitsoversightroleonbehalfofourstockholders.Thetablebelowisasummaryofthe range of skills and experiences that each director brings to the Board, and which we find to be relevant to our business. Because it is a summary, it does not include all of the skills, experiences, and qualifications that each director offers, and the factthataparticularexperience,skill,orqualificationisnotlisteddoesnotmeanthatadirectordoesnotpossessit. Attributes,ExperienceandSkills JayL.Schottenstein SujathaChandrasekaran ThomasR.Ketteler CaryD.McMillan JaniceE.Page DavidM.Sable NoelJ.Spiegel LeadershipExperience ✓ ✓ ✓ ✓ ✓ ✓ ✓ RetailIndustryExperience ✓ ✓ ✓ ✓ ✓ ✓ ✓ FinancialLiteracy ✓ ✓ ✓ ✓ ✓ ✓ ✓ AuditCommitteeFinancialExpertise ✓ ✓ ✓ RiskManagementExperience ✓ ✓ ✓ ✓ ✓ ✓ ✓ InternationalExperience ✓ ✓ ✓ ✓ ✓ ✓ MarketingandConsumerInsight ✓ ✓ ✓ TechnologyandDigitalExpertise ✓ ✓ ✓ ✓ RealEstateExperience ✓ ✓ ✓ MergersandAcquisitionsExperience ✓ ✓ ✓ ✓ ✓ ✓ OtherPublicCompanyBoardService ✓ ✓ ✓ ✓ ✓ ✓ • MeaningfulStockOwnershipRequirements. Wemaintainstockownershipguidelinesthatareapplicabletoourdirectorsand executives. In the case of our non-employee directors, each of them is required, within five years of joining the Board, tohold Companystockworthatleastfivetimestheannualcashretainer.InthecaseofourCEO,thestockownershipguidelineissix timeshisbasesalaryand,inthecaseofourothernamedexecutives,threetimestheirrespectivebasesalaries. • Director Elections by Majority Vote with Resignation Policy. In an uncontested election, our directors are elected by a majority of votes cast and, if a director does not receive a majority of votes cast, he or she must promptly tender his or her resignationtotheBoard(withtheBoarddeterminingwhethertoacceptorrejectsuchresignation). • Prohibition on Hedging or Pledging Company Stock. We maintain “no hedging” and “no pledging” policies that generally prohibitdirectorsandemployeesfromengaginginhedgingorpledgingtransactionswithourstock. 10 | Total of 02 pages in section

RkJQdWJsaXNoZXIy NTIzNDI0