| ☐ |
Preliminary proxy statement
|
| ☐ |
Confidential, for use of the Commission only (as permitted by Rule 14a-6(e)(2))
|
| ☑ |
Definitive proxy statement
|
| ☐ |
Definitive additional materials
|
| ☐ |
Soliciting material under Rule 14a-12
|
|
COMMUNITY WEST BANCSHARES
|
|
(Name of the Registrant as Specified In Its Charter)
|
|
(Name of Person(s) Filing Proxy Statement, if other than the Registrant)
|
| ☑ |
No fee required.
|
| ☐ |
Fee paid previously with preliminary materials.
|
| ☐ |
Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11.
|
![]() |
445 Pine Avenue
Goleta, CA 93117-3709
(805) 692-5821
www.communitywest.com
|
|
Very truly yours,
|
|
![]() |
|
|
William R. Peeples
Chairman of the Board of Directors
|
|
Martin P. Alwin
|
Shereef Moharram
|
|
Robert H. Bartlein
|
William R. Peeples
|
|
Dana L. Boutain
|
Martin E. Plourd
|
|
Suzanne M. Chadwick
|
Christopher R. Raffo
|
|
Tom L. Dobyns
|
Kirk B. Stovesand
|
|
John D. Illgen
|
Celina L. Zacarias
|
|
James W. Lokey
|
|
|
By Order of the Board of Directors,
|
| John D. Illgen, Secretary |
|
Martin P. Alwin
|
Shereef Moharram
|
|
Robert H. Bartlein
|
William R. Peeples
|
|
Dana L. Boutain
|
Martin E. Plourd
|
|
Suzanne M. Chadwick
|
Christopher R. Raffo
|
|
Tom L. Dobyns
|
Kirk B. Stovesand
|
|
John D. Illgen
|
Celina L. Zacarias
|
|
James W. Lokey
|
|
Proposal
|
Required Vote
|
Effect of “Withhold” Votes, Abstentions, Broker Non-Votes
|
||||||
|
Proposal 1 – Election of Directors
|
The candidates receiving the highest number of votes, up to the number of Directors to be elected, will be elected.
|
Broker non-votes will have no effect on the voting for the election of Directors.
|
||||||
|
Proposal 2 – Ratification of the Company’s Independent Auditors
|
Affirmative vote of a majority of the shares represented and voting at the Meeting on this proposal, with affirmative votes constituting at least a majority of the required quorum.
|
Abstentions and broker non-votes will have no effect unless there are insufficient votes in favor of the proposal, such that the affirmative votes constitute less than a majority of the required
quorum. In such case, abstentions will have the same effect as a vote against the proposal.
|
|
Name and Title
|
Number of
Shares of
Common
Stock
Beneficially
Owned (1)
|
Number of
Shares
Subject to Vested
Stock Options
(2)
|
Percent of Class
Beneficially
Owned
(1) (2)
|
|||||||||
|
Martin P. Alwin, Director
|
4,186
|
-
|
*
|
|||||||||
|
Robert H. Bartlein, Director, Chairman of the Board, CWB
|
538,450
|
-
|
6.09
|
%
|
||||||||
|
Dana L. Boutain, Director
|
3,501
|
11,000
|
*
|
|||||||||
|
Suzanne M. Chadwick, Director
|
1,750
|
-
|
*
|
|||||||||
|
Tom L. Dobyns, Director
|
4,500
|
11,000
|
*
|
|||||||||
|
12,411
|
42,000
|
0.61
|
%
|
|||||||||
|
John D. Illgen, Director
|
27,000
|
21,000
|
0.54
|
%
|
||||||||
|
Investors of America, Limited Partnership (3)
|
568,696
|
-
|
6.44
|
%
|
||||||||
|
James W. Lokey, Director
|
13,054
|
11,000
|
*
|
|||||||||
|
Shereef Moharram, Director
|
15,925
|
21,000
|
*
|
|||||||||
|
William R. Peeples, Director, Chairman of the Board, CWBC
|
807,526
|
-
|
9.14
|
%
|
||||||||
|
PL Capital Advisors, LLC, Richard J. Lashley, John W. Palmer and Martin P. Alwin (6)
|
632,075
|
-
|
7.15
|
%
|
||||||||
|
Richard Pimentel, Executive Vice President and Chief Financial Officer, CWBC and CWB
|
-
|
4,000
|
*
|
|||||||||
|
Martin E. Plourd, Director, President and Chief Executive Officer, CWBC and Chief Executive Officer, CWB
|
96,550
|
140,130
|
2.64
|
%
|
||||||||
|
Christopher R. Raffo, Director (5)
|
1,739
|
20,000
|
*
|
|||||||||
|
Kirk B. Stovesand, Director
|
84,296
|
8,000
|
1.04
|
%
|
||||||||
|
Timothy J. Stronks, Executive Vice President and Chief Operating Officer and Chief Risk Officer, CWB
|
2,500
|
26,700
|
*
|
|||||||||
|
Philip J. Timyan (4)
|
506,311
|
-
|
5.73
|
%
|
||||||||
|
Celina L. Zacarias, Director
|
1,000
|
-
|
-
|
|||||||||
|
All Directors and Executive Officers as a Group (16 in number)
|
1,614,388
|
315,830
|
21.09
|
%
|
||||||||
|
Martin P. Alwin
|
Shereef Moharram
|
|
Robert H. Bartlein
|
William R. Peeples
|
|
Dana L. Boutain
|
Martin E. Plourd
|
|
Suzanne M. Chadwick
|
Christopher R. Raffo
|
|
Tom L. Dobyns
|
Kirk B. Stovesand
|
|
John D. Illgen
|
Celina L. Zacarias
|
|
James W. Lokey
|
|
Board Diversity Matrix (As of March 28, 2023)
|
||||
|
Total Number of Directors
|
13
|
|||
|
Female
|
Male
|
Non-Binary
|
Did Not Disclose Gender
|
|
|
Directors
|
3
|
9
|
0
|
1
|
|
Number of Directors who identify in Any of the Categories Below:
|
||||
|
African American or Black
|
0
|
1
|
0
|
0
|
|
Alaskan Native or Native American
|
0
|
0
|
0
|
0
|
|
Asian
|
0
|
1
|
0
|
0
|
|
Hispanic or Latinx
|
1
|
0
|
0
|
0
|
|
Native Hawaiian or Pacific Islander
|
0
|
0
|
0
|
0
|
|
White
|
2
|
7
|
0
|
0
|
|
Two or More Races or Ethnicities
|
0
|
0
|
0
|
0
|
|
LGBTQ+
|
0
|
|||
|
Did not Disclose Demographic Background
|
1
|
|||
| • |
Reviewed and discussed with management the audited financial statements contained in the Company’s Annual Report on Form 10-K for fiscal 2022; and
|
| • |
Obtained from management their representation that the Company’s financial statements have been prepared in accordance with accounting principles generally accepted in the United States.
|
| • |
Discussed with RSM the matters required to be discussed by PCAOB Auditing Standards No. 1301, Communications with Audit Committees (AS 1301); and
|
| • |
Received and discussed with RSM the written disclosures and the letter from RSM required by applicable requirements of the PCAOB regarding RSM’s communications with the Audit Committee concerning independence and reviewed and
discussed with RSM whether the rendering of the non-audit services provided by them to the Company during fiscal 2022 was compatible with their independence.
|
|
THE AUDIT COMMITTEE
|
|
|
Kirk B. Stovesand, Chairman
|
|
|
Dana L. Boutain
|
|
|
John D. Illgen
|
|
|
James W. Lokey
|
| 1. |
Annually review and determine (i) the compensation, including salary, bonus, incentive and other compensation of the Chief Executive Officer, (ii) approve corporate goals and objectives relevant to compensation of the Chief
Executive Officer, and (iii) evaluate performance in light of these goals and objectives, approve compensation in accordance therewith and provide a report thereon to the Board.
|
| 2. |
Annually review the amounts and terms of base salary, incentive compensation and all other forms of compensation for the Company’s Executive Officers, and report the CC’s findings to the Board.
|
| 3. |
Assess bank compensation programs including bonus and incentive plans for risk that may materially affect the long‐term viability of the Bank. Risk management practices should include an assessment of the internal control
environment surrounding the compensation programs, ensure the review and approval process is evident and the documentation is adequate to support the results and contains appropriate clawback provisions.
|
| i. |
This annual risk assessment will be conducted by the Chief Risk Officer who will then provide documentation supporting his/her recommendations to the CC.
|
| 4. |
Review Executive Officer compensation in reference to Section 162(m) of the Internal Revenue Code, as it may be amended from time to time, and any other applicable laws, rules and regulations. This review may be conducted by
external compensation consultants as deemed appropriate by the CC.
|
| 5. |
Annually review and make recommendations to the Board with respect to incentive-based compensation plans and equity-based plans. Establish criteria for the terms of awards granted to participants under such plans. Grant
awards in accordance with such criteria and exercise all authority granted to the CC under such plans, or by the Board in connection with such plans.
|
| 6. |
Recommend to the Board the compensation for Directors (including retainer, CC and CC chair fees, stock options and other similar items, as appropriate).
|
| 7. |
Evaluate the need for or any modifications to employment agreements, severance arrangements and change in control agreements and provisions, as well as any special supplemental benefits.
|
| 8. |
Conduct an annual review of the CC’s performance and periodically assess the adequacy of its charter and recommend changes to the Board as needed.
|
| 9. |
Retain, at the expense of the Bank, compensation consultants, outside counsel and other advisors as the CC may deem appropriate in its sole discretion. The CC shall have authority to approve related fees and retention terms.
|
| 10. |
Perform any other activities consistent with this Charter, the Company’s By‐laws and governing law as the CC or the Board deem appropriate. Delegate responsibility to subcommittees of the CC as necessary or appropriate.
Regularly report to the Board on the CC’s activities.
|
|
Name and
Principal
Position
|
Year
|
Salary
|
Bonus
|
Option
Awards
(1)
|
Restricted
Stock Awards
(2)
|
Nonqualified
Deferred
Compensation
Earnings
|
All Other
Compensation
(3)
|
Total
|
|||||||||||||||||||||
|
Martin E. Plourd, President and Chief Executive Officer, CWBC and Chief Executive Officer, CWB
|
2022
|
$
|
525,000
|
$
|
250,000
|
$
|
41,200
|
$
|
88,320
|
$
|
900
|
$
|
77,627
|
$
|
983,047
|
||||||||||||||
|
2021
|
$
|
500,000
|
$
|
250,000
|
$
|
128,300
|
$
|
129,400
|
$
|
1,505
|
$
|
72,008
|
$
|
1,081,213
|
|||||||||||||||
|
William F. Filippin, President and Chief Credit Officer, CWB
|
2022
|
$
|
330,000
|
$
|
130,000
|
$
|
-
|
$
|
78,610
|
$
|
356
|
$
|
53,125
|
$
|
592,091
|
||||||||||||||
|
2021
|
$
|
305,000
|
$
|
130,000
|
$
|
90,200
|
$
|
-
|
$
|
622
|
$
|
48,427
|
$
|
574,429
|
|||||||||||||||
|
Timothy J. Stronks, Executive Vice President and Chief Operating Officer and Chief Risk Officer, CWB
|
2022
|
$
|
290,000
|
$
|
120,000
|
$
|
20,500
|
$
|
44,160
|
$
|
176
|
$
|
43,800
|
$
|
518,636
|
||||||||||||||
|
2021
|
$
|
275,000
|
$
|
120,000
|
$
|
25,400
|
$
|
-
|
$
|
226
|
$
|
41,356
|
$
|
461,982
|
|||||||||||||||
|
ALL OTHER COMPENSATION
|
|||||||||||||||||||||||||||
|
Name
|
Year
|
401k Match
|
Deferred Compensation
|
Life Insurance Premium
|
Company Car/Car Allowance
|
Club Membership
|
Relocation
|
||||||||||||||||||||
|
Martin E. Plourd
|
2022
2021
|
$
|
8,100
$8,100
|
$
|
62,750
$59,000
|
$
|
3,564
$3,564
|
$
|
1,913
$1,344
|
$
|
1,300
$-
|
$
|
-
$-
|
||||||||||||||
|
William F. Filippin
|
2022
2021
|
$
|
8,100
$8,100
|
$
|
39,600
$35,521
|
$
|
2,248
$2,012
|
$
|
3,177
$2,794
|
$
|
-
$-
|
$
|
-
$-
|
||||||||||||||
|
Timothy J. Stronks
|
2022
2021
|
$
|
8,100
$8,100
|
$
|
34,650
$32,355
|
$
|
1,050
$901
|
$
|
-
$-
|
$
|
-
$-
|
$
|
-
$-
|
||||||||||||||
|
Option Awards
|
Stock Awards
|
||||||||||||||||||||||||
|
Name
|
Number of
Securities
Underlying
Unexercised
Options
(#)
Exercisable
|
Number of
Securities
Underlying
Unexercised
Options
(#)
Unexercisable
(1)
|
Equity
Incentive Plan
Awards:
Number of
Securities
Underlying
Unexercised
Unearned
Options
(#)
|
Option
Exercise Price
($)
|
Option
Expiration
Date
|
Number of
Shares
That Have
Not Vested
(#)
|
Market
Value of
Shares
That Have
Not Vested
($)
|
||||||||||||||||||
|
William F. Filippin
|
15,800
|
-
|
-
|
$
|
6.590
|
6/25/25
|
|||||||||||||||||||
|
6,000
|
-
|
-
|
$
|
6.860
|
3/24/26
|
||||||||||||||||||||
|
4,000
|
1,000
|
-
|
$
|
11.200
|
2/22/28
|
||||||||||||||||||||
|
4,500
|
3,000
|
-
|
$
|
10.280
|
2/28/29
|
||||||||||||||||||||
|
800
|
1,200
|
-
|
$
|
6.710
|
4/29/30
|
||||||||||||||||||||
|
2,000
|
8,000
|
-
|
$
|
9.890
|
2/25/31
|
||||||||||||||||||||
|
4,000
|
16,000
|
-
|
$
|
12.940
|
11/18/31
|
||||||||||||||||||||
|
5,500
|
$
|
78,160
|
|||||||||||||||||||||||
|
Martin E. Plourd
|
20,000
|
-
|
-
|
$
|
7.310
|
1/30/24
|
|||||||||||||||||||
|
1,650
|
-
|
-
|
$
|
6.699
|
3/26/25
|
||||||||||||||||||||
|
20,000
|
-
|
-
|
$
|
6.699
|
3/26/25
|
||||||||||||||||||||
|
25,000
|
-
|
-
|
$
|
6.860
|
3/24/26
|
||||||||||||||||||||
|
20,000
|
-
|
-
|
$
|
10.300
|
2/22/27
|
||||||||||||||||||||
|
10,000
|
-
|
-
|
$
|
10.990
|
12/20/27
|
||||||||||||||||||||
|
16,000
|
4,000
|
-
|
$
|
10.560
|
11/15/28
|
||||||||||||||||||||
|
8,000
|
12,000
|
-
|
$
|
10.700
|
2/27/30
|
||||||||||||||||||||
|
720
|
2,280
|
-
|
$
|
6.710
|
4/29/30
|
||||||||||||||||||||
|
5,000
|
20,000
|
-
|
$
|
9.890
|
2/25/31
|
||||||||||||||||||||
|
4,000
|
16,000
|
-
|
$
|
12.940
|
11/18/31
|
||||||||||||||||||||
|
-
|
10,000
|
-
|
$
|
14.72
|
11/17/32
|
||||||||||||||||||||
|
14,000
|
$
|
191,840
|
|||||||||||||||||||||||
|
Timothy J. Stronks
|
16,000
|
4,000
|
-
|
$
|
12.680
|
7/26/28
|
|||||||||||||||||||
|
3,000
|
2,000
|
-
|
$
|
10.280
|
2/28/29
|
||||||||||||||||||||
|
800
|
1,200
|
-
|
$
|
6.710
|
4/29/30
|
||||||||||||||||||||
|
2,000
|
8,000
|
-
|
$
|
9.890
|
2/25/31
|
||||||||||||||||||||
|
-
|
7,500
|
-
|
$
|
13.600
|
2/24/2032
|
||||||||||||||||||||
|
3,000
|
$
|
44,160
|
|||||||||||||||||||||||
| (1) |
Each option grant generally vests 20% on each anniversary of the grant date. Each stock option expires 10 years after the date the stock option was granted.
|
|
Name (1)
|
Fees
Earned or
Paid in
Cash
($)
|
Stock
Awards
($)(4)
|
Option
Awards
($) (2)
|
Non-Equity
Incentive Plan
Compensation
($)
|
Nonqualified
Deferred
Compensation
Earnings
($)
|
All Other
Compensation
($)(3)
|
Total
($)
|
|||||||||||||||||||||
|
Martin P. Alwin
|
11,200
|
-
|
-
|
-
|
-
|
-
|
11,200
|
|||||||||||||||||||||
|
Robert H. Bartlein
|
43,900
|
-
|
-
|
-
|
-
|
-
|
43,900
|
|||||||||||||||||||||
|
Dana L. Boutain
|
22,600
|
-
|
-
|
-
|
-
|
-
|
22,600
|
|||||||||||||||||||||
|
Suzanne M. Chadwick
|
21,700
|
-
|
-
|
-
|
-
|
-
|
21,700
|
|||||||||||||||||||||
|
Tom L. Dobyns
|
21,700
|
-
|
-
|
-
|
-
|
36,563
|
58,263
|
|||||||||||||||||||||
|
John D. Illgen
|
27,500
|
-
|
-
|
-
|
-
|
-
|
27,500
|
|||||||||||||||||||||
|
James W. Lokey
|
41,100
|
-
|
-
|
-
|
-
|
-
|
41,100
|
|||||||||||||||||||||
|
Shereef Moharram
|
20,700
|
-
|
-
|
-
|
-
|
-
|
20,700
|
|||||||||||||||||||||
|
William R. Peeples
|
20,100
|
-
|
-
|
-
|
-
|
-
|
20,100
|
|||||||||||||||||||||
|
Christopher R. Raffo
|
19,200
|
-
|
-
|
-
|
-
|
-
|
19,200
|
|||||||||||||||||||||
|
Kirk B. Stovesand
|
42,400
|
-
|
-
|
-
|
-
|
-
|
42,400
|
|||||||||||||||||||||
|
Celina L. Zacarias
|
16,400
|
-
|
-
|
-
|
-
|
-
|
16,400
|
|||||||||||||||||||||
|
Year
|
Summary
Compensation
Table Total for
PEO ($)1
|
Compensation
Actually Paid to
PEO ($)2
|
Average
Summary
Compensation
Table Total for
Non-PEO NEOs
($)1
|
Average
Compensation
Actually Paid for
Non-PEO NEOs
($)2
|
Total
Shareholder
Return ($)3
|
Net Income ($)
|
||||||||||||||||||
|
2022
|
$
|
983,047
|
$
|
1,104,189
|
$
|
555,364
|
$
|
579,443
|
$
|
41.22
|
$
|
13,449,000
|
||||||||||||
|
2021
|
$
|
1,081,213
|
$
|
1,238,459
|
$
|
518,206
|
$
|
597,778
|
$
|
26.31
|
$
|
13,101,000
|
||||||||||||
| 1. |
For the disclosed time periods, the PEO (Principal Executive Officer) is Marty Plourd, President and CEO of the Company. The NEOs (Named Executive Officers) are William F. Filippin, the
Bank’s President and Chief Credit Officer, and Timothy J. Stronks, the Bank’s Chief Operating Officer and Chief Risk Officer.
|
| 2. |
The following table sets forth a reconciliation of summary compensation actually paid to the PEO and NEOs
|
| 3. |
Total shareholder return represents the cumulative change in the value of a $100 investment based on the value of common stock as measured at December 31, 2020, through and including the fiscal year-end for each reported period
and dividend reinvestment during the period.
|
|
2022
|
2021
|
|||||||||||||||
|
Adjustments
|
PEO ($)
|
Average of
Other NEOs ($)
|
PEO ($)
|
Average of
Other NEOs ($)
|
||||||||||||
|
Total Compensation from Summary Compensation Table
|
$
|
983,047
|
$
|
555,364
|
$
|
1,081,213
|
$
|
518,206
|
||||||||
|
Subtraction: Current year equity awards
|
129,520
|
71,635
|
257,700
|
57,800
|
||||||||||||
|
Year end value of equity awards granted in the year and unvested at year end
|
150,315
|
81,216
|
329,101
|
105,772
|
||||||||||||
|
Year over year change in fair value of outstanding and unvested equity awards
|
79,830
|
10,707
|
58,681
|
25,529
|
||||||||||||
|
Year over year change in fair value of equity awards granted in prior years and vested in the year
|
20,517
|
3,792
|
27,164
|
6,072
|
||||||||||||
|
Compensation actually paid (as calculated)
|
$
|
1,104,189
|
$
|
579,443
|
$
|
1,238,459
|
$
|
597,778
|
||||||||
|
COMMUNITY WEST BANCSHARES
|
|
|
William R. Peeples,
Chairman of the Board
|
| 1. |
Review and reassess the adequacy of this Charter annually and recommend any proposed changes to the Board for approval. The revised Charter will be included in the annual proxy statement no less frequently than every three
years.
|
| 2. |
Review the annual audited financial statements with management and the independent auditor, including disclosures made in management’s discussion and analysis, and recommend to the Board whether the audited financial statements
should be included in the Company’s Form 10-K.
|
| 3. |
Review with management and the independent auditor any significant financial reporting issues and judgments made in connection with the preparation of the Company’s financial statements, including any significant changes in the
Company’s selection or application of accounting principles, any major issues as to the adequacy of the Company’s internal controls and any special steps adopted in light of material control deficiencies.
|
| 4. |
Review with management and the independent auditor the company’s quarterly financial statements prior to the filing of its Form 10-Q, including the results of the independent auditors’ review of the quarterly financial
statements.
|
| 5. |
Review and discuss quarterly reports from the independent auditors on:
|
| a. |
All critical accounting policies and practices to be used.
|
| b. |
All alternative treatments of financial information within generally accepted accounting principles that have been discussed with management, ramifications of the use of such alternative treatments, and the treatment preferred
by the independent auditor.
|
| c. |
The matters required to be discussed by Statement on Auditing Standards Numbers 61 and 90, as they may be amended or supplemented, relating to the audit or the Company’s periodic reports.
|
| d. |
Other material written communications between the independent auditor and management, such as any management letters or schedule of unadjusted differences.
|
| 6. |
Meet quarterly with management to review the Company’s major financial risk exposures and the policies and procedures that management utilizes to monitor and control such exposures. Hold a monthly conference call between the
Chair of the Committee and the Chief Risk Officer to discuss any items that require attention and to discuss Committee agenda items. The Chair of the Committee can call extraordinary meetings any time she/he deems necessary.
|
| 7. |
Review with the independent auditor any problems or difficulties the auditor may have encountered and any management letter provided by the auditor and the Company’s response to that letter. Such reviews should include:
|
| a. |
Any difficulties encountered in the course of the audit work, including any restrictions on the scope of activities or access to required information.
|
| b. |
Any changes required in the planned scope of the audit.
|
| c. |
Any significant disagreements with management.
|
| 8. |
The Committee will generally discuss the earnings press releases as well as financial information provided to financial analysts and rating agencies, where applicable.
|
| 9. |
Review disclosures made to the AC by the Company’s CEO and CFO during their certification process for the Form 10-K and Form 10-Q about any significant deficiencies in the design or operation of internal controls or material
weaknesses therein and any fraud involving management or other employees who have a significant role in the Company’s internal controls. This includes management’s report relating to the Company’s review and documentation of
Sarbanes-Oxley compliance.
|
| 10. |
Review and evaluate the experience and qualifications of the lead members of each independent auditor’s team.
|
| 11. |
Evaluate the performance and independence of each independent auditor, including considering whether the auditor’s quality controls are adequate and the provision of permitted non-audit services is compatible with maintaining
the auditor’s independence. The opinions of management and the internal auditor will be taken into consideration as part of this review.
|
| 12. |
Receive and review a report from each independent auditor at least annually regarding the independent auditor’s independence and discuss such reports with the auditor. Ensure that each independent auditor submits a formal
written statement, as required by the Independence Standard
|
| 13. |
Obtain and review a report from each independent auditor at least annually regarding the independent auditor’s internal quality control procedures. The report should include any material issues raised by the most recent
internal quality control review or peer review of the firm, or by any inquiry or investigation by governmental or professional authorities within the preceding five years regarding one or more independent audits carried out by the
firm, and any steps taken to deal with any such issues.
|
| 14. |
Meet with each independent auditor prior to the audit to review the planning and staffing of the audit.
|
|
15.
|
The Audit Committee will present its conclusions regarding each independent auditor to the Board.
|
| 16. |
Review the appointment and replacement of the staffing for the internal audit and compliance function.
|
| 17. |
Review the reports to management prepared by the internal audit and/or compliance function and management’s responses.
|
| 18. |
Discuss with each independent auditor and management the internal audit function responsibilities, budget and staffing and any recommended changes in the planned scope of the internal audits.
|
| 19. |
Obtain from each independent auditor assurance that Section 10A of the Securities Exchange Act has not been implicated.
|
| 20. |
Obtain reports from management, the Company’s internal auditor (if applicable) and each independent auditor that the Company’s subsidiary affiliated entity is in conformity with applicable regulatory and legal requirements and
the Company’s code of ethics.
|
| 21. |
Advise the Board with respect to the Company’s policies and procedures regarding compliance with applicable laws and regulations and with the Company’s code of ethics.
|
| 22. |
Establish procedures for the receipt, retention and treatment of complaints received by the Company regarding accounting, internal accounting controls or auditing matters, and the confidential, anonymous submission by employees
of concerns regarding questionable accounting or auditing matters.
|
| 23. |
Discuss with management and each independent auditor any correspondence with regulators or governmental agencies and any published reports that raise material issues regarding the Company’s financial statements or accounting
policies.
|
| 24. |
Review with appropriate members of management or appropriate legal counsel legal matters that may have a material impact on the financial statements, the Company’s compliance policies and any material reports or inquiries
received from regulators or governmental agencies.
|
| 25. |
Meet at least annually with the internal audit function representative or other members of management, if needed, in separate executive sessions.
|
| 1. |
Develop principles of corporate governance including, but not limited to, the establishment of a corporate Code of Ethics and conduct for all directors, officers and employees of the company and its affiliates (Code of
Conduct), designed to promote honest and ethical conduct, including the ethical handling of conflicts of interest; full, fair, accurate, timely and understandable disclosure in the company’s periodic reports; and compliance with
applicable governmental rules and regulations. The Code of Conduct will be submitted by the committee to the Board and the Boards of the company’s affiliates for their approval.
|
| 2. |
Review and assess the adequacy of the Code of Conduct approved by the board periodically, but at least annually. The Committee will recommend any modifications to the Code of Conduct to the Board for approval. If so approved,
the Company will submit the revised Code of Conduct to the Boards of its affiliates for their approval.
|
| 3. |
Direct members of the Company’s senior management to report any violations of or non‐compliance with the Code of Conduct to the committee.
|
| 4. |
Be available to members of the Company’s senior management team to consult with and to resolve reported violations or instances of non‐compliance with the Code of Conduct.
|
| 5. |
Determine an appropriate response to material violations of or non‐compliance with the Code of Conduct including, at the discretion of the committee, reporting any material violations of or non‐ compliance with the Code of
Conduct to the appropriate Regulatory Body.
|
| 6. |
Review and assess the adequacy of this Charter periodically as conditions dictate, but at least annually and recommend any modifications to the charter if and when appropriate to the Board for its approval.
|
| 7. |
Review and assess the adequacy of the charters of any committee of the Board (Governing Documents) periodically to ensure compliance with any principles of corporate governance developed by the committee and recommend to the
Board any necessary modifications to the Governing Documents.
|
| 1. |
Evaluate the current composition and organization of the Board and its committees in light of requirements established by any Regulatory Body or any other applicable statute, rule, or regulations which the Committee deems
relevant and make recommendations regarding the foregoing to the Board for approval.
|
| 2. |
Review the composition and size of the Board to ensure that the Board is comprised of members reflecting the proper expertise, skills, attributes, and personal and professional backgrounds for service as a director of the
Company. The mandatory retirement age of Board members, with the exception of Founding Directors, will be 80 years.
|
| 3. |
Determine the criteria for selection of the Chairman of the Board, Board members and Board committee members.
|
| 4. |
Evaluate the performance of current Board members proposed for reelection and make recommendations to the Board regarding the appropriateness of members of the Board standing for reelection.
|
| 5. |
Evaluate and, if deemed necessary, recommend the termination of Board membership of any director in accordance with the Code of Conduct or any corporate governance principles adopted by the Board, for cause or for other
appropriate reason.
|
| 6. |
Review and recommend to the Board an appropriate course of action upon the resignation of current Board members or any planned expansion of the Board.
|
| 7. |
Evaluate and recommend to the Board the appointment of Board members to committees of the Board.
|
| 8. |
Evaluate and approve a slate of nominees for election to the Board and review the qualification, experience, and fitness for service on the Board of any potential members of the Board.
|
| 9. |
Review all stockholder proposals submitted to the Company (including any proposal relating to the nomination of a member of the Board) and the timeliness of the submission thereof and recommend to the Board appropriate action
on each such proposal.
|
| 10. |
Evaluation to independence of the members of the Audit Committee.
|
| 1. |
Directors chosen with a view to bringing to the Board a variety of experiences and backgrounds.
|
| 2. |
Directors who have high level managerial experience or are accustomed to dealing with complex problems.
|
| 3. |
Directors who will represent the balance, best interests of the shareholders as a whole rather than special interest groups or constituencies, while also taking into consideration the overall composition and needs of the Board.
|
| 4. |
A majority of the Board’s Directors will be independent directors under the criteria for independence required by the SEC and NASDAQ.
|
| 5. |
In considering possible candidates for election as an outside director, the Nominating Committee and other directors should be guided by the foregoing general guidelines and by the following criteria:
|
| 6. |
Each Director should be an individual of the highest character and integrity, have experience at or demonstrated understanding of strategy/policy‐setting and a reputation for working constructively with others.
|
| 7. |
Each Director should have sufficient time available to devote to the affairs of the Company to carry out the responsibilities of a Director.
|
| 8. |
Each Director should be free of any conflict of interest which would interfere with the proper performance of the responsibilities of a Director.
|
| 9. |
The Chief Executive Officer is expected to be a Director. Other members of senior management may be considered, but Board membership is not necessary or a prerequisite to a higher management position.
|
| 1. |
Resolve actual and potential conflicts of interest a Board member may have and issue to any Board member having an actual or potential conflict of interest instructions on how to conduct him or herself in matters before the
Board which may pertain to the conflict.
|
| 2. |
To the extent deemed necessary by the committee, engage outside counsel and/or independent consultants to review any matter under its responsibility.
|
| 3. |
Take such other actions regarding the Company’s corporate governance that are in the best interest of the Company and its shareholders as the Committee will deem appropriate or as will otherwise be required by any Regulatory
Body.
|
| 1. |
Annually review and determine (i) the compensation, including salary, bonus, incentive, and other compensation of the Chief Executive Officer (ii) approve corporate goals and objectives relevant to compensation of the Chief
Executive Officer, and (iii) evaluate performance in light of these goals and objectives, approve compensation in accordance therewith, and provide a report thereon to the Board.
|
| 2. |
Annually review the amounts and terms of base salary, incentive compensation and all other forms of compensation for the Company’s Executive Officers and report the Committee’s findings to the Board.
|
| 3. |
Assess bank compensation programs including bonus and incentive plans as well as the Compensation Committee Charter for risk that may materially affect the long‐term viability of the Bank. Risk management practices should
include an assessment of the internal control environment surrounding the compensation programs, ensure the review and approval process is evident, and the documentation is adequate to support the results and contains appropriate
claw-back provisions.
|
| i. |
This annual risk assessment will be conducted by the Chief Risk Officer who will then provide documentation supporting his/her recommendations to the Committee.
|
| 4. |
Review Executive Officer compensation in reference to Section 162(m) of the Internal Revenue Code, as it may be amended from time to time, and any other applicable laws, rules and regulations. This review may be conducted by
external compensation consultants as deemed appropriate by the committee.
|
| 5. |
Annually review and make recommendations to the Board with respect to incentive-based compensation plans and equity-based plans. Establish criteria for the terms of awards granted to participants under such plans. Grant awards
in accordance with such criteria and exercise all authority granted to the Committee under such plans, or by the Board in connection with such plans.
|
| 6. |
Recommend to the Board the compensation for Directors (including retainer, committee and committee chair fees, stock options, and other similar items, as appropriate).
|
| 7. |
Evaluate the need for or any modifications to employment agreements, severance arrangements or change in control agreements and provisions, as well as any special supplemental benefits.
|
| 8. |
Conduct an annual review of the Compensation Committee’s performance, and periodically assess the adequacy of its Charter and recommend changes to the Board as needed.
|
| 9. |
Retain, at the expense of the Bank, compensation consultants, outside counsel and other advisors as the Committee may deem appropriate in its sole discretion. The Committee shall have authority to approve related fees and
retention terms.
|
| 10. |
Perform any other activities consistent with this Charter, the Company’s By‐laws, and governing law as the Committee or the Board deem appropriate. Delegate responsibility to subcommittees of the Committee as necessary or
appropriate. Regularly report to the Board on the Committee’s activities.
|
| • |
Maintain a compensation program that is equitable in a competitive marketplace.
|
| • |
Provide opportunities that integrate pay with the Bank's annual and long‐term performance.
|
| • |
Encourage achievement of strategic objectives and creation of shareholder value.
|
| • |
Recognize and reward individual initiative and achievements.
|
| • |
Maintain an appropriate balance between base salary and incentive compensation.
|
| • |
Allow the Bank to attract, retain, and motivate talented executives.
|
| • |
Annual Incentives: Executive officers are eligible to participate in a cash‐based annual incentive plan as approved by the Board.
The annual incentive plan will provide competitive cash incentives at the 50th percentile of market when target performance goals are achieved. When target performance goals are exceeded, the plan will provide
additional payout levels that move total cash compensation to the 75th percentile of market.
|
| • |
Long‐Term Incentives: Executive officers are eligible to participate in long‐term incentive plans as approved by the Board. The
long‐term incentive plans will utilize incentive stock options or restricted stock to reward executives for the long‐term performance of the Bank. The value of any long‐term incentive grants is designed to move total
compensation for the Executive officers to the 50th percentile of market when performance expectations are met and to the 75th percentile of market when performance expectations are exceeded.
|
| • |
Executive Benefits: Executive officers are eligible to participate in all welfare and benefit programs offered to employees. In
addition, executives are eligible for non‐qualified deferred compensation and may be eligible for a bank provided automobile or automobile reimbursement, club memberships and any other executive perquisite as approved by the
Board.
|