UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A

Proxy Statement Pursuant to Section 14(a) of the Securities
Exchange Act of 1934 (Amendment No.  )

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	Soliciting Material Pursuant to §240.14a-12

BRUNSWICK CORPORATION

(Name of Registrant as Specified In Its Charter)
(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

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CONTENTS

	05	PROXY SUMMARY
	11	OVERVIEW
	14	PROPOSAL 1
		Election of Directors named in the attached Proxy Statement
	20	CORPORATE GOVERNANCE
	27	GOVERNANCE POLICIES & PRACTICES
	29	DIRECTOR COMPENSATION
	33	EXECUTIVE COMPENSATION
	56	PROPOSAL 2
		Advisory vote to approve the compensation of our Named Executive Officers
	57	EQUITY COMPENSATION PLAN
	58	AUDIT-RELATED MATTERS
	60	PROPOSAL 3
		Ratification of the appointment of independent registered public accounting firm for the Fiscal Year ending December 31, 2021
	61	SUBMISSION OF SHAREHOLDER PROPOSALS FOR THE 2022 ANNUAL MEETING
	62	APPENDIX

March 19, 2021

DEAR FELLOW SHAREHOLDERS:

Thank you for your investment in Brunswick. Over the past year, we have all been impacted in many ways by the COVID-19 global pandemic which has had severe consequences for many individuals and businesses. In addition, we continue to navigate through a dynamic social and political environment. On behalf of your Board of Directors and management team, we thank you for your commitment to our Company during this time and we hope that you and your families are safe and healthy.

Despite the many headwinds from this unprecedented time, in 2020 Brunswick delivered outstanding financial and operating performance while prioritizing the health, safety, and security of our employees. Thousands of office employees around the world were transitioned into remote working arrangements and we implemented stringent health and safety measures to safeguard employees working at our plants and distribution centers, while also expanding benefits for employees personally impacted by the pandemic with programs such as a wage continuation fund and waived medical premiums during furlough periods.

The high demand for recreational activities compatible with social-distancing that emerged in the second quarter of the year generated a surge of retail demand for boats and saw a record number of first-time boat buyers enter the market and engage with our brands. Wholesale demand followed rapidly causing us to ramp up our production facilities quickly and safely following a number of weeks when production was halted in March and April. Our operational performance coupled with strong demand allowed us to set several sales records across our businesses.

Despite the operational challenges we continued to move forward with our strategic priorities and invest in our businesses. 2020 highlights included:

2020 saw Brunswick deliver an 11th consecutive year of adjusted EPS growth, with GAAP EPS of $4.70 and adjusted EPS of $5.07, up 17 percent over 2019. Our consolidated net sales of $4.3B represented an increase of six percent over prior year and we generated record free cash flow of $629M, while deploying $182 million of capital in our businesses for product development and capacity expansion, executing share repurchases, retiring debt, increasing our dividend by 12.5 percent (the eighth consecutive year of dividend increases), and maintaining our investment grade credit rating.

Throughout the year, we reinforced our commitment to Sustainability and to Diversity, Equity, and Inclusion (DEI). Our recently created DEI Council enables us to continue to prioritize and communicate our efforts to enhance opportunities for all Brunswick employees to succeed and thrive within our Company.

For our ongoing efforts and commitment to DEI, Forbes named Brunswick to its lists of Best Employers for Diversity, Best Employers for Women, and Best Employers for Veterans. In addition, Newsweek included Brunswick on its list of America’s Most Responsible Companies.

In early 2021, Brunswick was listed by Forbes in the top ten of America’s Best Large Employers, amongst and ahead of some of the largest and most well-known companies in America, and Brunswick was ranked number one in the Manufacturing and Engineering category, a testament to our culture and the extraordinary commitment of our employees in these challenging times.

2020 also saw changes to our Board and our senior leadership team. Our longtime director and non-executive Board Chair, Manny Fernandez, retired, and the Board elected Nancy Cooper as the new Board Chair, the first woman to hold this position in Brunswick’s 175-year history. We also enhanced our executive team in 2020 with exceptional new talent, adding Aine Denari to lead the Brunswick Boat Group, Dr. John Reid as Vice President of Enterprise Technologies, and Brett Dibkey to head our Advanced Systems Group.

Your Board remains committed to delivering long-term, sustainable shareholder value as our communities recover throughout 2021. With strong retail demand and record low levels of field inventory, wholesale demand is expected to remain extremely strong throughout the year and we believe our Company is uniquely positioned to capitalize on these market conditions. We thank our more than 14,000 global employees for their continuing dedication to meeting and exceeding the needs of our global customers and we enter 2021 with strong momentum and tremendous excitement about the long-term future of our Company and the marine industry.

We invite you to join us for our annual meeting of shareholders, which will be conducted via live audio webcast on May 5, 2021. You may attend the virtual meeting of shareholders online and submit your questions during the meeting by visiting www.virtualshareholdermeeting.com/BC2021. We believe the virtual format of the meeting, which we introduced last year in the midst of the COVID-19 pandemic, made it easy for shareholders across the world to attend the meeting and communicate with us. We look forward to your attendance and participation again this year.

Your vote is very important. Whether or not you plan to attend the meeting, please vote via the Internet, by telephone, or by signing and returning a proxy card.

Your Board and Brunswick’s management team remain committed to delivering long-term value to our investors. Thank you for your continued support.

Nancy E. Cooper		David M. Foulkes
Non-Executive Board Chair Brunswick Corporation		Chief Executive Officer Brunswick Corporation

PROXY SUMMARY

This summary highlights information contained elsewhere in this Proxy Statement. You should read the entire Proxy Statement carefully before voting. This summary does not contain all the information you should consider.

HIGHLIGHTS

	COVID-19 RESPONSE   Protected employees and their families by developing and sustaining effective COVID-19 protocols while channeling resources to support our global communities			FOCUS ON OPERATIONS AND QUALITY   Tightened focus on operations and quality through creation of Business Acceleration and Advanced Systems Group operating divisions
	TALENT   Developed and hired senior talent to strengthen innovation, technology, and operations			CES AWARD WINNER   Named 2020 Best of Consumer Electronics Show (CES) award winner (by EXHIBITOR magazine)
	DIGITAL TECHNOLOGY   Continued development of digital-first initiatives and innovative consumer-focused technology			GOVERNANCE REFRESHMENT   Board leadership and composition changes, including election of first female Board Chair and appointment of new Director

For more detail, please see our Annual Report on Form 10-K filed with the Securities and Exchange Commission (SEC) on February 16, 2021.

2021 PROXY STATEMENT  |  5

CORPORATE SOCIAL RESPONSIBILITY

Brunswick understands the impact our business has on the world and our opportunity to lead with Environmental, Social, and Governance initiatives.

Four foundational pillars support our enterprise approach to sustainability. Some of our goals and strategies are outlined below, and we invite you to read our full 2020 Sustainability Report at www.brunswick.com/corporate-responsibility/sustainability.

	ENERGY   •  Source 50% of electricity needs from renewable sources by 2030 •  Reduce amount and cost of energy used		SOCIAL RESPONSIBILITY SUCCESS STORIES—2020   • Fort Wayne Operations achieved zero waste-to-landfill status   • Invested $18 million in expanded employee benefits during COVID-19 pandemic   • Created Diversity, Equity and Inclusion enterprise-wide initiative   • Mercury Marine’s global headquarters in Fond du Lac, Wisconsin completed installation of an array of photovoltaic solar panels, making this the second Mercury facility using solar energy   • Forbes named Brunswick one of America’s Best Employers for Diversity, for Veterans, and for Women   •  Mercury Marine named a winner of the 2020 Energy Efficiency Excellence Award by Wisconsin’s Focus on Energy program • Wisconsin Sustainable Business Council awarded Mercury Marine a “Green Masters” designation for the tenth consecutive year under a program that measures energy and water conservation, waste management, community outreach, and education   • Implemented use of Kerdyn product made of recycled plastic in fiberglass boat manufacturing. The move will absorb 4.7 million bottles per year and save thousands of trees   • Brunswick named to Newsweek’s Most Responsible Companies 2021, highlighting our commitment to our environmental, social, and governance priorities
	ENVIRONMENT   •  Reduce the environmental footprint of our business operations •  Work toward zero waste-to-landfill status at all appropriate facilities •  Reduce use of Volatile Organic Compounds •  Reuse and recycle water used in manufacturing processes
	PRODUCTS   •  Minimize the effect of our products on water, land, and air •  Create new products that maximize fuel efficiency •  Increase use of recycled materials and minimize packaging •  Enhance electrification of products
	PEOPLE   •  Help people lead happier, healthier, safer and more fulfilling lives •  Zero fatal or serious employee injuries •  Promote volunteerism in communities where we live and work •  Focus on education, marine conservation and water access philanthropies •  World-class customer safety programs

RECOGNIZED FOR MAKING WAVES

2021 PROXY STATEMENT  |  6

PROPOSAL 1: ELECTION OF DIRECTORS NAMED IN THE ATTACHED PROXY STATEMENT

All Brunswick Directors are elected annually.

	NANCY E. COOPER Executive Vice President and Chief Financial Officer of CA Technologies, Inc. (Retired)     Director Since: 2013 Age: 67     Committees: Human Resources and Compensation Nominating and Corporate Governance Executive   Non-Executive Board Chair Independent Director				LAUREN P. FLAHERTY Executive Vice President and Chief Marketing Officer of CA Technologies, Inc. (Retired)     Director Since: 2018 Age: 63     Committees: Human Resources and Compensation Nominating and Corporate Governance   Independent Director
	DAVID C. EVERITT President, Agricultural and Turf Division of Deere & Company (Retired)     Director Since: 2012 Age: 68     Committees: Human Resources and Compensation (Chair) Nominating and Corporate Governance Executive   Independent Director				DAVID M. FOULKES CEO of Brunswick Corporation     Director Since: 2019 Age: 59     Committees: Executive
	REGINALD FILS-AIMÉ President and Chief Operating Officer of Nintendo of America, Inc. (Retired)     Director Since: 2021 Age: 60     Committees: Audit and Finance   Independent Director				JOSEPH W. McCLANATHAN   President and CEO, Household Products Division of Energizer Holdings, Inc. (Retired)     Director Since: 2018 Age: 68     Committees: Audit and Finance   Independent Director

2021 PROXY STATEMENT  |  7

PROPOSAL 1: ELECTION OF DIRECTORS NAMED IN THE ATTACHED PROXY STATEMENT

All Brunswick Directors are elected annually.

	DAVID V. SINGER CEO of Snyder’s-Lance, Inc. (Retired)     Director Since: 2013 Age: 65     Committees: Audit and Finance (Chair) Executive   Independent Director				J. STEVEN WHISLER Chairman & CEO of Phelps Dodge Corporation (Retired)     Director Since: 2007 Age: 66     Committees: Human Resources and Compensation Nominating and Corporate Governance (Chair) Executive   Independent Director
	JANE L. WARNER Executive Vice President of Decorative Surfaces and Finishing Systems of Illinois Tool Works Inc. (Retired)     Director Since: 2015 Age: 74     Committees: Audit and Finance   Independent Director				ROGER J. WOOD Co-CEO of Tenneco, Inc. (Retired)     Director Since: 2012 Age: 58     Committees: Audit and Finance   Independent Director

2021 PROXY STATEMENT  |  8

PROPOSAL 2: ADVISORY VOTE TO APPROVE THE COMPENSATION OF OUR NAMED EXECUTIVE OFFICERS

EXECUTIVE COMPENSATION

For more information, visit page 33

 

Compensation Element	Metric(s)	Role	How It’s Designed and Determined
BASE SALARY	n/a	Provides a fixed element of compensation sufficient to avoid competitive disadvantage and reward day-to-day contributions to the Company.	Reviewed annually, targeting median of market. We consider external competitiveness, individual performance, and internal equity when determining executives’ base salaries.
ANNUAL INCENTIVE PLAN	Earnings Per Share (EPS)   Free Cash Flow (FCF)   Divisional Earnings Before Interest and Taxes (EBIT) (Applies to Division NEOs)	Primary element used to reward accomplishments against established business and individual goals within a given year.	Target funding based on planned performance for the year, as approved by the Board of Directors, with actual funding tied to annual performance against target goals and limited to no more than 200 percent of target funding.
PERFORMANCE SHARES	Cash Flow Return On Investment (CFROI)   Operating Margin   Relative Total Shareholder Return (TSR)   Absolute TSR	Focus management team on achieving 3-year target performance, creating and sustaining value for shareholders.	Annual Performance Share grants for Named Executive Officers (NEOs) represent 50 percent of targeted equity value. Three-year performance plan with shares earned based on achievement of CFROI and Operating Margin targets, potentially modified by Brunswick’s TSR performance relative to the TSR of an established peer group (as measured over a three-year period).
RESTRICTED STOCK UNITS (RSUs)	Absolute TSR	Reinforce retention and reward sustained TSR.	Annual RSU grants for NEOs represent 50 percent of targeted equity value. RSUs cliff vest at the end of a three-year period.

	WHAT WE DO
•  Base a high percentage of executive pay on performance through annual and long-term incentives
•  Require executives to achieve performance-based goals tied to shareholder return
•  Target median compensation levels and benchmark market data of our peer group when making executive compensation decisions
•  Apply strict share ownership requirements to officers and Directors
•  Require vested shares from our equity compensation programs to be held until share ownership requirements are met
•  Disclose metrics, weightings, and outcomes of annual and long-term incentives for executives
•  Evaluate and manage risk in our compensation programs
•  Use an independent compensation consultant
•  Have an established clawback policy
•  Maintain double-trigger equity award vesting acceleration upon involuntary termination following a Change in Control (CIC)
•  Engage in a rigorous and thoughtful executive succession planning process with the Board
	WHAT WE DON’T DO
•  No excise tax gross-ups   •  No modified single-trigger or single-trigger CIC severance agreements (we only use double-trigger CIC severance provisions)   •  Expressly forbid option repricing not in accordance with plans already approved by shareholders   •  Expressly forbid exchanges of underwater options for cash in all of our active equity plans   •  No hedging of shares by our Directors or employees   •  No pledging of shares by our Directors or employees   •  No dividends or dividend equivalents on unearned Performance Shares

2021 PROXY STATEMENT  |  9

2020 EXECUTIVE TOTAL TARGETED COMPENSATION MIX

For more information, visit page 36

2020 EXECUTIVE COMPENSATION SUMMARY

For more information, visit page 45

PROPOSAL 3: RATIFICATION OF THE APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR THE FISCAL YEAR ENDING DECEMBER 31, 2021

For more information, visit page 60

2021 PROXY STATEMENT  |  10

OVERVIEW

PROXY STATEMENT

The Board of Directors of Brunswick Corporation (the Board) is soliciting proxies from Brunswick’s shareholders on behalf of the Company for our virtual annual meeting to be conducted via live audio webcast at www.virtualshareholdermeeting.com/BC2021, on Wednesday, May 5, 2021, at 9:00 a.m. CDT (the Annual Meeting). As required by Securities and Exchange Commission (SEC) rules, we are making this Proxy Statement and our Annual Report on Form 10-K available to our shareholders electronically via the Internet. In addition, we are using the SEC’s Notice and Access Rules to provide shareholders with more options for receipt of these materials. Accordingly, on March 19, 2021, we will begin mailing a Notice of Internet Availability of Proxy Materials (the Notice) to our shareholders containing instructions about how to access this Proxy Statement and Brunswick’s Annual Report via the Internet, how to vote online, by telephone, or by mail, and how to receive paper copies of the documents and a proxy card.

FREQUENTLY ASKED QUESTIONS ABOUT THE ANNUAL MEETING

WHAT IS THE PURPOSE OF THE ANNUAL MEETING?

At the Annual Meeting, shareholders will act upon matters described in the Notice, including:

HOW CAN I ATTEND THE ANNUAL MEETING?

Brunswick will host our virtual Annual Meeting on Wednesday, May 5, 2021 beginning promptly at 9:00 a.m. CDT. There will be no physical location for shareholders to attend. A live audio webcast will be available to shareholders and the general public at www.virtualshareholdermeeting.com/BC2021. We encourage you to access the Annual Meeting prior to the start time. Online access will be available beginning at 8:30 a.m. CDT.

We will have technicians ready to assist you with any technical difficulties you may have accessing the virtual meeting. If you encounter any difficulties accessing the virtual meeting during check-in or the meeting, please call the technical support number that will be posted on the virtual meeting platform log-in page.

WHO MAY VOTE AT THE ANNUAL MEETING?

Only holders of one or more of the 77,971,976 shares of Brunswick common stock, par value $.75 per share (Common Stock), issued and outstanding as of the close of business on March 10, 2021 (the Record Date) will be entitled to vote at the Annual Meeting. Each holder as of the Record Date is entitled to one vote for each share of Brunswick Common Stock held.

WHO CAN PARTICIPATE IN THE ANNUAL MEETING?

Only shareholders who owned Common Stock as of the Record Date, or their duly appointed proxies, are entitled to participate in the Annual Meeting. Even if you plan to participate in the Annual Meeting, we recommend that you vote by proxy prior to the Annual Meeting so that your vote will be counted if you later decide not to participate.

HOW CAN I PARTICIPATE IN THE ANNUAL MEETING?

To participate in the Annual Meeting, including to vote your shares electronically and submit questions, you will need the 16-digit control number included on your proxy card or on your Notice. If you do not have your control number at the time of the meeting, you will still be able to attend virtually, but you will not be able to vote or ask questions. During the 30 minutes prior to the meeting start time and throughout the meeting, you will be able to vote and submit questions to management through the virtual meeting website. Management will try to respond to questions from shareholders in the same way as it would if we held an in-person meeting. We do not place restrictions on the type or form of questions that may be asked; however, we reserve the right to edit or reject redundant questions or questions that we deem inappropriate. We will generally answer questions as they come in and address those asked in advance as time permits. Shareholders will be limited to one question each, unless time otherwise permits.

WHO WILL COUNT THE VOTES?

Brunswick’s tabulator, Broadridge Financial Solutions, Inc., will count the votes. Representatives of Brunswick’s Law and Finance Departments will act as inspectors of election.

2021 PROXY STATEMENT  |  11

FREQUENTLY ASKED QUESTIONS ABOUT THE MEETING

HOW DO I VOTE?

	BY INTERNET proxyvote.com By 11:59 p.m. EDT on May 4, 2021		BY PHONE 1-800-690-6903 By 11:59 p.m. EDT on May 4, 2021
	BY MAIL Completing, signing, and returning your proxy or voting instruction card To arrive by May 4, 2021		ANNUAL MEETING virtualshareholdermeeting.com/BC2021 May 5, 2021 beginning at 8:30 a.m. CDT

If you hold your shares through a broker, bank, or other nominee, that institution will instruct you as to how your shares may be voted by proxy, including whether telephone or Internet voting options are available.

If you hold any shares in the Brunswick Retirement Savings Plan or the Brunswick Rewards Plan, you must direct the trustee of these plans how to vote these shares by following the instructions on your Notice for voting by telephone at 1-800-690-6903 or via the Internet at www.proxyvote.com, or by signing, dating, and mailing in a proxy card. The deadline for voting shares held in the Brunswick Retirement Savings Plan or the Brunswick Rewards Plan is 11:59 p.m. EDT on April 30, 2021. The trustee will vote these shares as you direct. The trustee will vote allocated shares of Common Stock for which proxies are not received in direct proportion to voting by allocated shares for which proxies are received.

CAN I CHANGE MY VOTE AFTER I HAVE VOTED?

You may revoke your proxy and change your vote at any time before the final vote at the Annual Meeting, including voting via the Internet or by telephone (only your latest Internet or telephone proxy that is timely submitted prior to the meeting will be counted), by signing and returning a new proxy card with a later date, or by participating in and voting at the Annual Meeting. However, your attendance at the Annual Meeting will not automatically revoke your proxy unless you vote again at the meeting or specifically request in writing that your prior proxy be revoked.

HOW WILL MY SHARES BE VOTED IF I SIGN, DATE, AND RETURN A PROXY CARD?

If you sign, date, and return a proxy card and indicate how you would like your shares to be voted, your shares will be voted as you have instructed. If you sign, date, and return a proxy card but do not indicate how you would like your shares to be voted, your proxy will be voted in accordance with the Board’s recommendations. With respect to any other matter that is properly brought before the meeting, the proxy holders will vote the proxies held by them in accordance with their best judgment.

WHAT ARE THE BOARD’S RECOMMENDATIONS?
PROPOSAL 1: Election of Directors Named in the Attached Proxy Statement	FOR each nominee
PROPOSAL 2: Advisory Vote to Approve the Compensation of our Named Executive Officers	FOR
PROPOSAL 3: Ratification of the Appointment of Independent Registered Public Accounting Firm for the Fiscal Year Ending December 31, 2021	FOR

WHAT VOTE IS REQUIRED TO APPROVE EACH MATTER TO BE CONSIDERED AT THE ANNUAL MEETING?

ELECTION OF DIRECTORS.

Brunswick has adopted a majority voting standard for the uncontested election of Directors and, therefore, the Director nominees shall be elected to the Board of Directors if they each receive a majority of the votes cast via the Internet or by proxy at the Annual Meeting. Under Brunswick’s majority voting standard for uncontested elections, if the number of votes cast “For” a Director nominee’s election does not exceed the number of votes cast “Against” election, then the Director nominee must tender his or her resignation from the Board promptly after certification of the shareholders’ vote. The Board will decide within 120 days of that certification, through a process managed by the Nominating and Corporate Governance Committee and excluding the Director nominee in question, whether to accept the resignation. Because Brunswick has adopted a majority voting standard for the uncontested election of Directors, abstentions will have no effect on the election of Director nominees. If any one or more of the Director nominees is unable to serve, votes will be cast, pursuant to authority granted by the enclosed proxy, for the alternate individual or individuals the Board designates.

ADVISORY VOTE TO APPROVE THE COMPENSATION OF OUR NAMED EXECUTIVE OFFICERS.

The affirmative vote of the holders of a majority of the shares having voting power and represented at the Annual Meeting will be required for the approval of the non-binding resolution relating to the compensation of our Named Executive Officers (NEOs). Because approval of this resolution requires a majority of the shares having voting power and represented at the Annual Meeting, abstentions will have the same effect as votes against approval.

RATIFICATION OF THE APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM.

The affirmative vote of the holders of a majority of the shares having voting power and represented at the Annual Meeting will be required for the ratification of the Audit and Finance Committee’s appointment of Deloitte as Brunswick’s independent registered

2021 PROXY STATEMENT  |  12

FREQUENTLY ASKED QUESTIONS ABOUT THE MEETING

public accounting firm for the fiscal year ending December 31, 2021. Because the ratification of the independent registered public accounting firm requires a majority of the shares having voting power and represented at the Annual Meeting, abstentions will have the same effect as votes against ratification.

WHAT CONSTITUTES A QUORUM?

The Annual Meeting will be held only if a quorum is present. A quorum will be present if a majority of the shares of Common Stock issued and outstanding on the Record Date are represented, via the Internet or by proxy, at the Annual Meeting. Shares represented by properly completed proxy cards or ballots marked “Abstain” or returned without voting instructions are counted as present for the purpose of determining whether a quorum is present.

HOW WILL BROKER NON-VOTES BE TREATED?

Broker non-votes occur when a broker lacks discretionary authority to vote on a proposal and the beneficial owner has not provided instructions about how to vote. Brunswick will treat broker non-votes as present to determine whether or not there is a quorum at the Annual Meeting, but they will not be treated as having voting power on the proposals, if any, for which the broker indicates it does not have discretionary authority. This means that broker non-votes will not have any effect on whether a proposal passes.

We expect that brokers will have discretionary authority with respect to the proposal to ratify the appointment of our independent registered public accounting firm but will lack discretionary authority with respect to the election of Directors and the advisory vote to approve the compensation of our Named Executive Officers. Accordingly, broker non-votes may occur as to these two proposals.

WILL MY VOTE BE KEPT CONFIDENTIAL?

Yes. As a matter of policy, shareholder proxies, ballots, and tabulations that identify individual shareholders are kept confidential and are available only to our tabulator and inspectors of election, who are obligated to keep your vote confidential.

WHAT IF OTHER MATTERS COME UP DURING THE ANNUAL MEETING?

If any matters other than those referred to in the Notice properly come before the meeting, the individuals named in the accompanying form of proxy will vote the proxies held by them in accordance with their best judgment. We are not aware of any business other than the items referred to in the Notice that may be considered at the meeting.

WHO PAYS TO PREPARE, MAIL, AND SOLICIT THE PROXIES?

Brunswick pays all of the costs of preparing, mailing, and soliciting proxies. We ask brokers, banks, voting trustees, and other nominees and fiduciaries to forward notices and, when requested, proxy materials to the beneficial owners and to obtain authority to execute proxies. We reimburse the brokers, banks, voting trustees, and other nominees and fiduciaries upon request. In addition to solicitation by mail, telephone, facsimile, Internet, or personal contact by our designated officers and employees (who will not receive additional compensation for their solicitation efforts), we have retained the services of Georgeson Inc. to solicit proxies for a fee of $11,000 plus expenses.

WHY DID I RECEIVE A ONE-PAGE NOTICE IN THE MAIL REGARDING THE INTERNET AVAILABILITY OF PROXY MATERIALS INSTEAD OF A FULL SET OF PRINTED PROXY MATERIALS?

Pursuant to SEC rules, we are providing access to our proxy materials via the Internet and have elected to use the SEC’s Notice and Access Rules for soliciting proxies. Accordingly, we are sending a Notice to all of our shareholders as of the Record Date. All shareholders may access our proxy materials on the website referred to in the Notice. You may also request to receive a printed set of the proxy materials. You can find instructions regarding how to access our proxy materials via the Internet and how to request a printed copy in the Notice. Additionally, by following the instructions in the Notice, you may request to receive proxy materials in printed form by mail or electronically by email on an ongoing basis. Choosing to receive your future proxy materials by email will save us the cost of printing and mailing documents to you and will reduce the impact of our Annual Meetings on the environment. If you choose to receive future proxy materials by email, you will receive an email next year with instructions containing a link to those materials and a link to the proxy voting site. Your election to receive proxy materials by email will remain in effect until you terminate it.

MULTIPLE INDIVIDUALS RESIDING IN MY HOME ARE BENEFICIAL OWNERS OF SHARES OF COMMON STOCK. WHY DID WE RECEIVE ONLY ONE MAILING?

Brunswick is sending only one envelope with multiple Notices to you if you share a single address with another shareholder, unless we have received instructions to the contrary from you. This practice, known as “householding,” is designed to eliminate duplicate mailings, conserve natural resources, and reduce our printing and mailing costs. We will promptly deliver a separate Notice to you upon written or verbal request. If you wish to receive separate mailings in the future, you may contact Brunswick Shareholder Services by telephone at 847-735-4374, by mail at 26125 N. Riverwoods Blvd., Ste 500, Mettawa, Illinois 60045, or by email at services@brunswick.com. If you currently receive multiple Notices, you can request householding by contacting Shareholder Services as described above. If you own your shares through a broker, bank, or other nominee, you can request householding by contacting the holder of record.

2021 PROXY STATEMENT  |  13

PROPOSAL 1

ELECTION OF DIRECTORS

What am I voting on? Shareholders are being asked to elect ten individuals named in this Proxy Statement to serve on the Board of Directors.

The current Board of Directors has nominated the following for election as Directors:
	NANCY E. COOPER		DAVID C. EVERITT		REGINALD FILS-AIMÉ		LAUREN P. FLAHERTY
	DAVID M. FOULKES		JOSEPH W. McCLANATHAN		DAVID V. SINGER		JANE L. WARNER
	J. STEVEN WHISLER		ROGER J. WOOD

If elected by our shareholders, each nominee will serve for a one-year term expiring at our 2022 Annual Meeting of Shareholders. Each Director will hold office until his or her successor has been elected and qualified or until the Director’s earlier resignation or removal.

Biographical information follows for each Director nominee. Additional information is set forth below regarding the specific experience, qualifications, attributes, or skills of the Directors that led the Board to conclude that such individuals should serve on the Board in light of our business and leadership structure.

2021 PROXY STATEMENT  |  14

ELECTION OF DIRECTOR NOMINEES FOR TERMS EXPIRING AT THE 2022 ANNUAL MEETING

2021 PROXY STATEMENT  |  15

ELECTION OF DIRECTOR NOMINEES FOR TERMS EXPIRING AT THE 2022 ANNUAL MEETING

2021 PROXY STATEMENT  |  16

ELECTION OF DIRECTOR NOMINEES FOR TERMS EXPIRING AT THE 2022 ANNUAL MEETING

2021 PROXY STATEMENT  |  17

ELECTION OF DIRECTOR NOMINEES FOR TERMS EXPIRING AT THE 2022 ANNUAL MEETING

2021 PROXY STATEMENT  |  18

ELECTION OF DIRECTOR NOMINEES FOR TERMS EXPIRING AT THE 2022 ANNUAL MEETING

2021 PROXY STATEMENT  |  19

CORPORATE GOVERNANCE

The Board of Directors has adopted written Principles and Practices (the Principles) which are available on our website, www.brunswick.com/investors/corporate-governance/governance-documents, or in print upon any Brunswick shareholder’s request. The Principles set the framework for our governance structure. The Board believes that good corporate governance is a source of our competitive advantage. Good governance allows the skills, experience, and judgment of the Board to support our executive management team, enabling management to improve our performance and maximize shareholder value.

As set forth in the Principles, the Board’s responsibilities include overseeing and directing management in building long-term value for shareholders. The Chief Executive Officer (CEO) and the senior management team are responsible for managing day-to-day business operations and for presenting regular updates to the Board about our business. The Board offers the CEO and management constructive advice and counsel and may, in its sole discretion and at the Company’s expense, obtain advice and counsel from independent legal, financial, accounting, compensation, and other advisors.

The Board of Directors met seven times during 2020. Our Directors collectively attended more than 95 percent of the 2020 Board and committee meetings. The Principles provide that all members of the Board are requested to attend Brunswick’s Annual Meeting of Shareholders. All Directors then in office attended the 2020 Annual Meeting of Shareholders.

The independent Directors regularly meet in executive session without members of management present. Our Non-Executive Board Chair, Nancy Cooper, presides and acts as the Board’s leader. Additionally, the Board Chair serves as a liaison between management and the Board and is responsible for consulting with the CEO regarding Board and committee meeting agendas and Board governance matters.

BOARD COMPOSITION

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BOARD QUALIFICATIONS

Among other things, the Board expects each Director to understand our business and the markets in which we operate, monitor economic and business trends, and use his or her perspective, background, experience, and knowledge to provide management with insights and guidance. To that end, the Board is comprised of business savvy Directors with strategic mindsets and meaningful operational skills. The Board continually monitors its members’ skills and experience and considers its members’ expertise for succession planning and committee assignments.

As part of this evaluation process, the Board and its committees conduct annual self-evaluations and the Board Chair may also engage individual Board members regarding Board or committee performance. Approximately every three years, the Board engages an independent third party to interview Directors and facilitate the Board, committee, and Director review process. This third party reports on findings and provides feedback on Board performance relative to our peers.

DIVERSITY OF EXPERIENCE

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BOARD SELECTION AND REFRESHMENT

THE NOMINATING AND CORPORATE GOVERNANCE COMMITTEE CANDIDATE SELECTION PROCESS

DIRECTOR CANDIDATE CONSIDERATIONS

The Board and the Nominating and Corporate Governance Committee (Governance Committee) believe that a diverse Board of Directors is important. Therefore, additional consideration is given to achieving an overall diversity of perspectives, backgrounds, and experiences in Board membership. The Governance Committee may retain a third- party search firm to assist it with identifying or recruiting qualified candidates when vacancies arise. The Governance Committee retained a third-party search firm to conduct a director search in 2020. That search firm recommended Mr. Fils-Aimé as a candidate, and Mr. Fils-Aimé joined the Board in January 2021.

The Principles require a non-employee Director to retire from the Board at the first annual meeting of shareholders following his or her 75th birthday, and for an employee Director to resign when he or she ceases employment with Brunswick. In 2020, Manuel A. Fernandez retired in advance of his 75th birthday. Mr. Fernandez had served as Non-Executive Chairman of the Board and, previously, as Lead Independent Director and we thank him for his many years of service.

The Governance Committee will consider qualified Director candidates who shareholders suggest by written submissions to:

Brunswick Corporation

26125 N. Riverwoods Blvd., Suite 500

Mettawa, IL 60045

Attention: Corporate Secretary’s Office

email: corporate.secretary@brunswick.com

Any recommendation a shareholder submits must include the name of the candidate, a description of the candidate’s educational and professional background, contact information for the candidate, and a brief explanation of why the shareholder believes the candidate is suitable for election. The Governance Committee will apply the same standards in considering Director candidates recommended by shareholders as it applies to other candidates.

In addition to recommending Director candidates to the Governance Committee, shareholders may also, pursuant to procedures established in our Amended By-Laws, directly nominate one or more Director candidates to stand for election through our advance notice or proxy access procedures. In order for a shareholder nominee to be included in our Proxy Statement for an annual meeting, the nomination notice must be provided between 120 and 150 days before the anniversary date that we first mailed our Proxy Statement for the annual meeting of the previous year, and must comply with all applicable requirements in the Amended By-Laws. To nominate Director candidates to stand for election at an annual meeting of shareholders without including them in our proxy materials, a shareholder must deliver written notice of the nomination to Brunswick’s Secretary not less than 90 days nor more than 120 days prior to the anniversary date of the immediately preceding annual meeting of shareholders. For a special meeting of shareholders, a shareholder wishing to make such a nomination must deliver written notice of the nomination to Brunswick’s Secretary no later than the close of business on the tenth day following the date on which notice of the meeting is first given to shareholders. In any case, a notice of nomination submitted by a shareholder must include information concerning the nominating shareholder and the shareholder’s nominee(s) as required by our Amended By-Laws.

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BOARD LEADERSHIP

The Board remains committed to increasing shareholder value, in part through our continued commitment to diversity. In 2020, following Mr. Fernandez’s retirement, the Board elected Nancy Cooper as Non-Executive Board Chair. Ms. Cooper, who has served as Chair of the Audit Committee and member of the Finance Committee during her seven-year tenure on our Board, is Brunswick’s first female Board Chair in our 175-year history. Our Board believes the current leadership structure is effective, leveraging Ms. Cooper’s leadership experience and extensive financial experience and Mr. Foulkes’ significant experience with the Company and its operations.

Although the CEO is the Director most familiar with our business, industry, and day-to-day operations, the Board Chair and the independent Directors have invaluable experience and expertise from outside the Company, giving them different perspectives regarding our strategic goals and objectives. As a Director, Mr. Foulkes is well-positioned to bring Company- specific experience to help the Board focus on those issues of greatest importance to the Company and its shareholders.

DIRECTOR INDEPENDENCE

As noted in the Principles, the Board believes that independent Directors should constitute a substantial majority of the Board and that no more than two members of management may serve on the Board at the same time. The Principles provide that a Director shall be considered to be independent if he or she satisfies the general Director independence standards established by the NYSE. The NYSE standards provide that a Director will not be independent unless the Board affirmatively determines that the Director has no material relationship with Brunswick (either directly or as a partner, shareholder, or officer of an organization that has a relationship with Brunswick).

Applying the NYSE standards, and considering all relevant facts and circumstances, the Board has made an affirmative determination that none of the non-management Directors has a material relationship with Brunswick and that all non-management Directors, comprised of Ms. Cooper, Mr. Everitt, Mr. Fils-Aimé, Ms. Flaherty, Mr. McClanathan, Mr. Singer, Ms. Warner, Mr. Whisler, and Mr. Wood are independent. In addition, Mr. Fernandez, who served on the Board during 2020, was also determined to be independent. Mr. Foulkes is not independent due to his position as CEO of Brunswick.

RECENT FOCUS AREAS

Our Board is active and engaged, not only providing outstanding oversight and governance, but also refining procedures consistent with current best practices.

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SHAREHOLDER ENGAGEMENT

Our active investor relations efforts include regular and ongoing engagement with current and potential investors, financial analysts, and the media through conference calls, correspondence, conferences, in person investor meetings (when conferences and face-to-face meetings are safe), and other events. This ensures that management and the Board understand, consider, and address the issues that matter most to our shareholders. Since 2012, Brunswick has held an Investor Day at least every two years, most recently in February 2020.

These Investor Days allow investors access to our top managers to discuss and explain our businesses, update the audience on our progress against our current long-term plan, and outline our future plans, strategies, and commitments.

SHAREHOLDER COMMUNICATION

The Principles provide that our shareholders or other interested parties may, at any time, communicate in writing with the Board, the Board Chair, or the other Independent Directors as a group, by writing to:

Brunswick Corporation

26125 N. Riverwoods Blvd., Suite 500

Mettawa, IL 60045

Attention: Corporate Secretary’s Office
email: corporate.secretary@brunswick.com

The General Counsel will review and distribute to the Board, the Board Chair, or the other independent Directors as a group, as appropriate, copies of written communications received by any of these means, depending on the subject matter and facts and circumstances described in the communication. Communications that are not related to the duties and responsibilities of the Board, or are otherwise considered to be improper for submission to the intended recipient(s), will not be forwarded to the Board, the Board Chair, or the non-management Directors.

BOARD COMMITTEES

The Board of Directors has four committees, having consolidated the Audit and Finance Committees in November 2020. The current committees are: Audit and Finance, Nominating and Corporate Governance, Human Resources and Compensation, and Executive. Each committee is comprised solely of independent Directors, as that standard is determined by the Principles and the NYSE Listed Company Manual, with the exception of the Executive Committee, where Mr. Foulkes serves as a member. Each of the committees may, at its sole discretion and at Brunswick’s expense, obtain advice and assistance from outside legal, financial, accounting, or other experts and advisors.

The following table shows the current membership of these committees:

	AUDIT & FINANCE	NOMINATING & CORPORATE GOVERNANCE	HUMAN RESOURCES & COMPENSATION	EXECUTIVE
N. COOPER
D. EVERITT
R. FILS-AIMÉ
L. FLAHERTY
D. FOULKES
J. MCCLANATHAN
D. SINGER
J. WARNER
S. WHISLER
R. WOOD

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BOARD COMMITTEES

The principal responsibilities of each of these committees are described generally below and in detail in their respective committee charters, which are available at www.brunswick.com/investors/corporate-governance/board-committees, or in print upon request by any Brunswick shareholder.

In 2020, the Board decided to combine the separate Audit and Finance Committees into one Audit and Finance Committee.

The Audit and Finance Committee assists the Board in overseeing:

The Committee also reviews certain regulatory and compliance matters, policies regarding risk assessment and risk management, corporate tax strategy, cybersecurity, and our Information Security programs. The Audit and Finance Committee receives and investigates any reports made to it concerning possible material violations of law or breaches of fiduciary duty by the Company or any of its officers, directors, employees, or agents. The Committee maintains free and open communication, and meets separately at each regularly scheduled Board meeting with our independent registered public accounting firm, internal auditors, and management.

The Board has determined that Messrs. Fils-Aimé, McClanathan, Singer, and Wood are “audit committee financial experts” under SEC rules.

The Nominating and Corporate Governance Committee (the Governance Committee) assists the Board as follows:

Our Human Resources Department and outside consultants provide the Governance Committee with director compensation data as publicly reported, including data relating to peer group and other similarly-sized companies, as well as data from published surveys.

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BOARD COMMITTEES

The Human Resources and Compensation Committee (the Compensation Committee) assists the Board as follows:

The Compensation Committee continues to engage Frederic W. Cook & Co., Inc. (FW Cook) to provide advice on various aspects of Brunswick’s executive compensation programs. The Committee meets with FW Cook in executive session on a regular basis and FW Cook reports directly to the Compensation Committee. The Compensation Committee has assessed the independence of FW Cook pursuant to applicable SEC rules and NYSE listing standards and has concluded that FW Cook’s work for the Compensation Committee does not raise any conflict of interest.

In addition to its standing committees, the Board of Directors has an Executive Committee, comprised of the Chief Executive Officer, the Board Chair, and the Chairs of the Audit and Finance, Compensation, and Governance Committees. The Executive Committee meets from time to time at the request of the Board Chair.

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GOVERNANCE POLICIES & PRACTICES

BRUNSWICK ETHICS PROGRAM

Brunswick has adopted the Brunswick Code of Conduct (the Code), which applies to all employees, officers, directors, vendors, suppliers, and agents, and includes standards and procedures for reporting and addressing potential conflicts of interest, as well as a general code of conduct that provides guidelines regarding how to conduct business in an ethical manner. The Board has adopted an additional Code of Ethics for Senior Financial Officers and Managers (the Financial Officer Code of Ethics). The Financial Officer Code of Ethics applies to Brunswick’s Chief Executive Officer, Chief Financial Officer, Vice President—Treasurer, Vice President—Investor Relations, Vice President—Tax, Vice President—Internal Audit, Vice President and Controller, and other designated Brunswick employees, and sets forth standards to which these officers and employees are to adhere in areas such as conflicts of interest, disclosure of information, and compliance with laws, rules, and regulations. The Financial Officer Code of Ethics supplements the Code. The Governance Committee, Audit and Finance Committee, and our Ethics Office oversee and administer these policies. The Code and the Financial Officer Code of Ethics are available at www.brunswick.com or www.BCethics.com, and any Brunswick shareholder may obtain them in print upon request. If Brunswick grants a waiver of the policies set forth in the Code or the Financial Officer Code of Ethics, or materially amends either, we will, to the extent required by applicable law, regulation, or NYSE listing standard, disclose that waiver or amendment by making an appropriate statement on our website at www.brunswick.com.

TRANSACTIONS WITH RELATED PERSONS

Pursuant to its charter, the Governance Committee is tasked with the recommendation and review of corporate governance principles, policies, and programs designed to ensure our compliance with high ethical standards and with applicable legal and regulatory requirements, including those relating to conflicts of interest and other business practices that reflect upon our role as a responsible corporate citizen. The Governance Committee oversees the implementation of the Code, which contains our conflicts of interest policy. The Governance Committee reports on these compliance matters to the Board of Directors, which is ultimately responsible for overseeing the Company’s ethical and legal compliance, including transactions with “related persons.”

Our policy regarding related person transactions (the Related Person Transactions Policy) defines “related persons” to include all Directors and Executive Officers of the Company, all beneficial owners of more than 5 percent of any class of voting securities of the Company, and the immediate family members of any such persons. On a regular basis, we request Directors and Executive Officers to complete a questionnaire including questions designed to identify related persons and any potential related person transactions. Our General Counsel and Controller, or their delegates, review and update a listing of those individuals identified as related persons and provide a copy of this listing to our external auditors on at least an annual basis and more often as warranted. According to the Related Person Transactions Policy, a related person transaction includes certain transactions in which the Company is a participant and in which a related person has or will have a direct or indirect material interest, including any financial transaction, arrangement, or relationship, or any series of similar transactions, arrangements, or relationships. Certain transactions are excluded from the Related Person Transactions Policy.

If a related person transaction required to be disclosed pursuant to SEC rules is identified, the Related Person Transactions Policy requires that the General Counsel and Controller review the transaction and advise the Chair of the Governance Committee as well as the Chair of the Audit and Finance Committee, if appropriate. The Governance Committee may approve or ratify such transaction or, if it determines that the transaction should be considered by the Board of Directors, submit it for consideration by all disinterested members of the Board (the

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Reviewing Directors). In determining whether to approve or ratify a related person transaction, the Governance Committee and/or the Reviewing Directors will consider relevant factors, including:

Since January 1, 2020, no transaction has been identified as a related person transaction and, therefore, no transaction was referred to the Board or any Board committee for review in that time period.

RISK MANAGEMENT

The Board of Directors takes an active role in overseeing effective management of our risks and regularly reviews information regarding our credit, liquidity, cash flow, and business operations risks, such as cybersecurity, regulatory risks, and climate change. The Board conducts an annual, in-depth review of our business, including strategic, operational, financial, legal, competitive, compliance, and compensation risk areas. Each Board committee addresses relevant risk topics as part of its responsibilities as well, and periodically provides the full Board with updates.

To assess whether risks arising from our compensation programs or policies are reasonably likely to have a material adverse effect on the Company, senior management reviews our compensation programs and practices for all employees, the potential risk exposure presented by those programs and practices, and the factors, tools, and processes that mitigate those risks. In 2020, management determined, and the Compensation Committee agreed, that none of our compensation programs or policies creates risks that are reasonably likely to have a material adverse effect on the Company.

Management and the Compensation Committee identified the following risk mitigation tools:

(1) plans are capped at maximum payout levels that, while creating incentives for superior performance, are not so great as to entice undue risk-taking; (2) performance metrics to achieve above-target payouts under the plans are not unduly leveraged (that is, small increments of above-target performance do not result in disproportionate increases in calculated plan bonus amounts); and (3) annual incentive plans contain negative discretion provisions that can be (and have been) exercised to reduce or eliminate calculated payout results, placing final control of plan payouts with our Board of Directors. Other compensation risk mitigants in place include robust stock ownership requirements for Executives, an established clawback policy, and no hedging or pledging of shares by employees.

In addition to senior management, members of our Human Resources Department conduct an annual assessment of all executive and non-executive incentive plans to ensure that they are aligned with our strategic business objectives. In 2020, our Human Resources representatives conducted a full review of the potential risks associated with our incentive plans, including:

Our Human Resources representatives did not identify any provisions that might cause employees to act in a manner that would create risks that are reasonably likely to have a material adverse effect on the Company.

In addition, the Compensation Committee engages in a comprehensive annual review of the Brunswick Performance Plan (BPP), our primary annual incentive plan, and its performance measures. In 2020, the Compensation Committee determined that BPP plan design would effectively encourage employees to engage in appropriate and responsible behavior without unnecessary risk-taking that could have a negative impact on the Company.

The majority of our non-executive incentive plans adopt the BPP’s performance metrics, ensuring that the plans encourage and reward appropriate behavior throughout the organization. For those few incentive plans at the division level that do not mirror the BPP, Brunswick management performs a similar analysis of the plans on an annual basis.

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DIRECTOR

COMPENSATION

2020 DIRECTOR COMPENSATION TABLE

The table below summarizes the compensation that non-employee Directors earned for the fiscal year ended December 31, 2020.

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DIRECTOR COMPENSATION

The grant date fair values of awards in this column is as follows:

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NARRATIVE TO DIRECTOR COMPENSATION TABLE

ANNUAL FEES AND DEFERRED STOCK AWARDS

Non-employee Directors receive an annual retainer of $225,000, with $95,000 payable in cash and $130,000 payable in Common Stock. The Board Chair receives an additional annual retainer of $150,000 paid in Brunswick stock.

Chairs of committees and members of certain committees receive additional annual retainers paid in Brunswick stock, as follows:

Members of the former Finance Committee will receive an interim cash retainer of $6,000 for Mr. Singer (as former Finance Committee Chair) and $2,500 for each of Messrs. McClanathan and Wood and Ms. Warner, payable in 2021, due to the consolidation of the Committee into the Audit and Finance Committee. For the portion of each Director’s total annual fee paid in Common Stock, the number of shares is determined by the closing price of Common Stock on the date of the award and is reported in the “Stock Awards” column of the Director Compensation Table.

The receipt of these shares may be deferred until a Director retires from the Board. Each Director may elect to have the cash portion of the annual fee paid as follows:

For Directors who elect to receive the cash portion in deferred Common Stock, the number of shares to be received upon departure from the Board is determined by multiplying the cash amount by 1.2, then dividing that amount by the closing price of Common Stock on the date of the award.

SHARE OWNERSHIP REQUIREMENTS

As set forth in the Principles, within five years of appointment or initial election, a Director is required to own Common Stock and deferred stock units of the Company equal to five times the amount of the Director’s annual cash retainer. Once having met this threshold, if a Director falls below the threshold as a result of a decline in our stock price, the Director will have a two-year period within which to once again achieve the threshold. We calculate compliance with these guidelines annually, using the average Brunswick stock price for the prior calendar year. As of December 31, 2020, all Directors were in compliance with the share ownership requirements.

BRUNSWICK PRODUCT PROGRAM

Directors are encouraged to use Brunswick products to enhance their understanding and appreciation of Brunswick’s business. Directors receive an annual allowance of up to $30,000 which may be applied to purchase Brunswick products and/or fund expenses incurred relating to the ownership of such products. Brunswick reports actual and imputed income associated with the program and does not reimburse Directors for the associated tax liability.

Directors may purchase additional Brunswick products at their own expense, at discounted rates.

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STOCK HELD BY DIRECTORS, EXECUTIVE OFFICERS, AND PRINCIPAL

SHAREHOLDERS

Each Director, each Executive Officer listed in the 2020 Summary Compensation Table, and all Directors and Executive Officers as a group owned the number of shares of Common Stock set forth in the following table as of March 10, 2021, with sole voting and investment power except as otherwise noted:

These shareholders known to us to beneficially own more than 5 percent of our outstanding Common Stock as of March 10, 2021 are:

DELINQUENT SECTION 16(A) REPORTS

Section 16(a) of the Securities Exchange Act of 1934, as amended, requires our Directors, Executive Officers, and beneficial owners of more than 10 percent of Common Stock to file initial reports of ownership and reports of changes in ownership with the SEC. Based on a review of the copies of such forms furnished to the Company and written representations from the Company’s Directors and Executive Officers, the Company believes that all forms were filed in a timely manner with the exception of a late Form 3 reporting Mr. Fils-Aimé’s initial ownership upon becoming a Director.

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EXECUTIVE

COMPENSATION

COMPENSATION DISCUSSION AND ANALYSIS

This Compensation Discussion and Analysis describes our overall executive compensation policies and practices and specifically analyzes the total compensation for the Named Executive Officers (NEOs). The NEOs are:

DAVID M. FOULKES		RYAN M. GWILLIM		BRETT A. DIBKEY
Chief Executive Officer		Senior Vice President and		Vice President and President —
		Chief Financial Officer		Advanced Systems Group
CHRISTOPHER D. DREES		BRENNA D. PREISSER		WILLIAM L. METZGER
Vice President and President —		President — Business Acceleration		Former Senior Vice President and
Mercury Marine		and Chief People & Strategy Officer		Chief Financial Officer

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BUSINESS HIGHLIGHTS⁽¹⁾

Our 2020 results represent the eleventh consecutive year of adjusted EPS growth, resulting from strong operating performance during a year of challenges associated with a global pandemic.

DELIVER REVENUE GROWTH

GROW EARNINGS BEFORE INCOME TAX

GENERATE STRONG FREE CASH FLOW

(1) Please see the Appendix for a reconciliation of non-GAAP financial measures.

2020 SAY-ON-PAY EXECUTIVE COMPENSATION VOTE

At the 2020 Annual Meeting, shareholders overwhelmingly approved our “say on pay” proposal (shareholders cast 97.7 percent of votes for the proposal). We were pleased with this significant vote of confidence in our pay practices and did not make any direct changes to our compensation programs as a result of the vote. Nevertheless, we made changes to our compensation programs in 2020 to further reinforce our pay-for-performance philosophy and align management compensation with shareholder interests.

2020 KEY COMPENSATION DECISIONS

COMPENSATION RELATED COVID-19 RESPONSE

Despite the unprecedented economic impact associated with the COVID-19 pandemic, our compensation programs, design, and targets were largely unaffected. The two compensation actions related to the pandemic were the deferral of merit increases and deferred funding of our Retirement Profit Sharing contribution. Management decided to defer merit increases for the United States salaried employee population, including the NEOs, for four months. Base salary increases are generally effective in early April, however given the uncertain environment at the time, it was decided to delay merit increases until there was more clarity around the 2020 business landscape. Merit

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increases were effective at the end of July and were entered prospectively from this date. Management also decided to fund the Retirement Profit Sharing contribution under the 401(k) retirement plan in two equal sequenced payments – one in May and one in July. This contribution has been historically funded as one payment in late March/early April. However, given the impact of the pandemic on our operations at the time, the payout timing was adjusted to later in the year.

ANNUAL INCENTIVE PLAN

All currently active NEOs participated in the 2020 annual incentive plan called the Brunswick Performance Plan (BPP). The 2020 plan design for Corporate NEOs was consistent with the 2019 design. For Corporate NEOs (Messrs. Foulkes and Gwillim, and Ms. Preisser), a majority of the award was tied to overall Brunswick Earnings Per Share (EPS) with a link to Brunswick Free Cash Flow (FCF). For Division NEOs (Messrs. Dibkey and Drees) in 2020, a larger portion of their award was tied to overall EPS to reflect the importance of collaboration among our executive team and strengthen the link to shareholder interests. In addition, their plan design included a divisional EBIT component to reward division performance, and a portion of their award was tied to overall Brunswick FCF, similar to the Corporate NEOs. On an enterprise basis, actual performance in 2020 was above the performance targets set for the 2020 BPP, and we paid NEOs average awards under the plan at approximately 131 percent of target opportunity. For additional information on the annual incentive plan, see “Achievement of Targeted Results” on page 38.

LONG-TERM INCENTIVES

We grant performance-based equity in the form of Performance Shares to certain key senior executives, including each of the NEOs. Performance underlying the awards is measured based on Cash Flow Return on Investment (CFROI), Operating Margin and Brunswick’s total shareholder return performance relative to the total shareholder return (TSR) of an established peer group, as measured over a three-year performance period. We believe Performance Shares strengthen our pay-for-performance philosophy and align management’s long-term goals with our key strategic initiatives. Actual performance for the 2018 Performance Shares award exceeded the three-year targets, and awards paid under the plan were at 180.7 percent of target opportunity. For additional information, see page 40. In addition, the Company continues to provide Restricted Stock Units (RSUs) as part of equity compensation delivered to reinforce key retention initiatives and to align shareholder and NEO interests.

MANAGEMENT SUCCESSION ACTIVITIES

In January 2020, Brunswick hired Mr. Dibkey as Vice President and President – Advanced Systems Group. In consideration of this new hire offer, we provided Mr. Dibkey the following one-time compensation payments in addition to his annual compensation package: a sign-on RSU grant and cash bonus. His RSU grant represents the value of equity forfeited from his previous employer, and a portion of his cash sign-on bonus represents the foregone 2019 annual incentive payment from his previous employer. In addition, Brunswick agreed to a guaranteed bonus amount to be paid in February 2021 which would be offset by any 2020 BPP bonus award Mr. Dibkey earned. Mr. Dibkey’s earned BPP award exceeded this guaranteed amount. Future awards to Mr. Dibkey will coincide with the regular compensation award schedule, similar to the rest of the NEOs.

We promoted Mr. Gwillim to the role of Senior Vice President and Chief Financial Officer in June 2020. In consideration of this promotion, we increased Mr. Gwillim’s annual long-term incentive target, which was determined based on competitive practice for comparable roles and internal equity. As such, Mr. Gwillim received an additional equity grant in June 2020 to recognize his increased target which was determined based on proration of the new target for the balance of 2020.

Ms. Preisser’s responsibilities were expanded in September 2020 to include Strategy and Planning, Consumer Insights and the Communications and Public Affairs functions. These functions were in addition to Ms. Preisser’s existing responsibilities as President, Business Acceleration and Chief Human Resources Officer. A salary adjustment was provided in recognition of these additional responsibilities.

Mr. Metzger separated from the Company on July 10, 2020. See “Separation Arrangement with Mr. Metzger” on page 55 for further details.

OVERALL PHILOSOPHY OF OUR EXECUTIVE COMPENSATION PROGRAMS

The overall philosophy of our compensation programs for the NEOs and other senior executives is to encourage and reward the creation of sustainable, long-term shareholder value. Specifically, we identified the following objectives to help realize this goal:

	ALIGNMENT WITH SHAREHOLDERS’ INTERESTS Reward performance in a given year and achievements over a sustained period that are aligned with the interests of our shareholders.
	REMAIN COMPETITIVE Attract, retain, and motivate the talent required to ensure our continued success.
	MOTIVATE ACHIEVEMENT OF FINANCIAL AND STRATEGIC GOALS Ensure that compensation structure reinforces achievement of business objectives and execution of our overall strategy.
	REWARD SUPERIOR PERFORMANCE Reinforce our pay-for-performance culture.

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WHAT WE DO

 

•	Base a high percentage of executive pay on performance through annual and long-term incentives
•	Require executives to achieve performance-based goals tied to shareholder return
•	Target median compensation levels and benchmark market data of our peer group when making executive compensation decisions
•	Apply strict share ownership requirements to officers and Directors
•	Require vested shares from our equity compensation programs to be held until share ownership requirements are met
•	Disclose metrics, weightings, and outcomes of annual and long-term incentives for executives
•	Evaluate and manage risk in our compensation programs
•	Use an independent compensation consultant
•	Have an established clawback policy
•	Maintain double-trigger equity award vesting acceleration upon involuntary termination following a Change in Control (CIC)
•	Engage in a rigorous and thoughtful executive succession planning process with the Board

 

WHAT WE DON’T DO

 

•	No excise tax gross-ups
•	No modified single-trigger or single- trigger CIC severance agreements (we only use double-trigger CIC severance provisions)
•	Expressly forbid option repricing not in accordance with plans already approved by shareholders
•	Expressly forbid exchanges of underwater options for cash in all of our active equity plans
•	No hedging of shares by our Directors or employees
•	No pledging of shares by our Directors or employees
•	No dividends or dividend equivalents on unearned Performance Shares

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PROVIDE INCENTIVES FOR ACHIEVEMENT OF OUR GOALS

We charge our senior executives with the responsibility to achieve our strategic, financial, and operational goals which we believe are key drivers to long-term shareholder value creation. As a result, we link executive compensation to business performance by establishing business metrics against which we measure performance, and which the Board has determined are important to our key stakeholders.

We establish variable compensation targets (individual BPP targets and long-term incentive targets) for NEOs and other employees with reference to market median for each separate compensation component and evaluate overall competitiveness of Total Direct Compensation (TDC) (base salary plus annual bonus opportunity plus long-term incentives) for each individual as compared to the market TDC.

We base annual incentive metrics on overall enterprise metrics for corporate participants and a combination of division and overall enterprise results for division participants. Long-term incentives are based on our consolidated results and TSR.

COMPETITIVE COMPENSATION

We recognize that, in order to attract and retain the level of talent essential to achieving our established objectives, we must maintain a competitive executive compensation program. Each year, the Compensation Committee’s independent compensation consultant, FW Cook, provides a detailed peer analysis regarding proposed CEO compensation levels and other plan design elements. We are the largest domestic publicly traded company in the recreational marine industry, with total revenues significantly higher than other publicly traded U.S. recreational boat manufacturers, and as a result, there are no direct competitors in the compensation peer group. Criteria used to identify the peer group include:

FW Cook led an analysis to assess the appropriateness of the peer group during 2019, which resulted in changes to the peer group composition to better align with the Company’s transformation to a marine-focused enterprise. The result of these peer company changes took effect for 2020 compensation planning purposes. The next review of the peer group is scheduled for later this year.

For all NEOs other than the CEO, we assess the competitiveness of executive compensation every two years using manufacturing industry survey data purchased from Aon Hewitt. Each position is benchmarked based on scope of responsibilities, revenue size of the applicable business unit, and level within the organizational hierarchy. We design our target pay mix and total compensation opportunities to approximate the median of the market. In 2019, we completed a competitive benchmark assessment which confirmed that, on average, our target total direct compensation (base salary, annual bonus, and long-term incentives) for senior management positions, including the NEOs, approximates the median of competitive practice. We are scheduled to complete the analysis again this year.

The chart below summarizes the CEO’s target total direct compensation as compared to the median of the market data for his role as well as the average NEO target total direct compensation compared to the average applicable market data job matches for each of their respective roles. This chart reinforces that we are generally aligned with our market median pay philosophy.

AVERAGE NEO TARGET DIRECT COMPENSATION

VS. MARKET MEDIAN

INTERNAL EQUITY

We establish compensation ranges for positions with similar characteristics and scope of responsibility, including NEO positions. Balancing competitiveness with internal equity helps support management development and movement of talent throughout our worldwide operations. Differences in actual compensation between employees in similar positions result from individual performance, future potential, and division financial results. This approach also helps promote talented managers to positions with increased responsibilities and provides meaningful developmental opportunities for our employees.

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REWARD CORPORATE, DIVISION, AND INDIVIDUAL PERFORMANCE

Recognizing company and individual performance in compensation helps reinforce the importance of working together and furthers our pay-for-performance philosophy. For 2020, we funded incentives for all participants based on the achievement of company performance goals and allocated incentives based on individual contributions. For those NEOs with division responsibility, a portion of their BPP incentive is tied to the financial performance of their divisions, but a majority is tied to overall enterprise results.

WHAT IS REWARDED?

We design NEO compensation to reward achievement of budgeted financial results, namely Earnings Per Share (EPS), Free Cash Flow (FCF), Earnings Before Interest and Taxes (EBIT) – for business unit participants only, Cash Flow Return on Investment (CFROI), Operating Margin, Brunswick total shareholder return (both absolute and on a relative basis), and individual performance.

ACHIEVEMENT OF TARGETED RESULTS

We established the 2020 BPP annual incentive formula to recognize and reward outstanding performance by both the overall Company and our divisions. Specifically, the BPP for the NEOs provides that funding is based on the achievement of enterprise EPS and FCF, and division-specific EBIT as shown in the following chart.

Each NEO also participates in the Performance Share plan, which rewards performance based on the achievement of both CFROI and Operating Margin over a three-year period, subject to a potential modifier at the end of the performance period based on Brunswick’s three-year TSR performance against the TSR of certain companies in the Global Industry Classification Standard (GICS) “Leisure Products” sub-industry.

The Compensation Committee believes that EPS, FCF and division EBIT are appropriate measures to use in our annual incentive plan. Earnings figures, specifically EPS, are widely tracked and reported by analysts and used as a measure to evaluate our performance. FCF is a metric that is important to shareholders and key to business operations and capital strategy. Division EBIT is important for Division NEOs as it provides a line of sight and accountability for business unit performance and contributes to overall earnings performance. Both CFROI and Operating Margin are appropriate within the long-term performance share plan to measure how effectively we manage our cash and business to create long-term sustainable performance for our shareholders.

Our grants of Performance Shares and RSUs inherently reward absolute TSR because the ultimate earned value of each share will depend on our TSR during the performance/vesting period. In addition, the number of Performance Shares actually earned will depend on our relative TSR performance against other leisure products companies. We use absolute and relative TSR metrics because they align the earned compensation amounts with our market performance and our shareholders’ experience.

INDIVIDUAL PERFORMANCE

Individual performance affects base salary increases, annual incentives, and equity grant decision-making. As part of the compensation planning process, managers have the ability to adjust all elements of compensation based on the individual’s attainment of annual goals and performance against critical competencies.

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The Compensation Committee and the Governance Committee of the Board of Directors jointly assess the CEO’s performance with input from all members of the Board of Directors. The CEO assesses performance of other NEOs with review by the Compensation Committee.

COMPENSATION ELEMENTS

We structure our compensation to reflect our business objectives and compensation philosophy. The particular elements that comprise our compensation programs for senior executives are summarized below along with an explanation of why we selected each compensation element, how the amount and formula is determined, and how decisions regarding that compensation element fit into our overall compensation objectives and programs.

BASE SALARY

Base salary is fixed compensation for our NEOs. It is designed to provide a minimum level of pay that reflects each executive’s position and scope of responsibility, leadership skills, and individual performance, as demonstrated over time. When establishing an executive’s base salary, we also target the median pay level within the market for positions with similar responsibilities and business size. A competitive base salary is critical to attracting and retaining the executives needed to lead the business.

We review salaries on an annual basis to ensure they are externally competitive, reflect individual performance, and are internally equitable in relation to other Brunswick executives. We make salary adjustments on a periodic basis in response to market practices and to provide merit increases. Additionally, the base salary component serves as the foundation of executives’ total pay, as incentives and benefits are generally computed as a function of base salary, which allows us to link performance and pay. As illustrated by the following chart, the average merit increase, excluding promotional or market adjustments, of NEO salary (excluding Mr. Metzger) from 2018 to 2020 was 2.7 percent.

ANNUAL INCENTIVE PLAN

Our annual incentive plan, the BPP, is the primary compensation element used to reward accomplishments against established business goals within a given year.

We set the BPP target funding based on budgeted performance for the year, as approved by the Board of Directors. The BPP limits funding to no more than 200 percent of target funding, with the Compensation Committee approving enterprise and division plan metric amounts within a range from 0 percent to 200 percent based on its review of performance against pre-established targets. The threshold payout level for bonus awards is 25 percent of enterprise-wide performance achievement. Target funding is equal to salary paid in the year multiplied by the target BPP percentage for each participant. For 2020, the percentage of salary targets under the BPP for NEOs ranged from 65 percent to 125 percent.

We determine individual awards using: overall funding as approved by the Compensation Committee, the individual’s pro-rata portion of approved funding as adjusted for individual performance, and other factors deemed to be relevant. For 2020, the Compensation Committee approved NEO payouts ranging from 125 percent to 143 percent of target opportunity. The performance measures required to support funding for all NEOs in 2020 were:

In 2020, our BPP incentive plan target employed a range of performance to reward target performance (“flat-spot” for 100% payout with linear curves outside the flat spots). We made this change in our target setting methodology to address market uncertainty while rewarding continued exceptional operating performance. These targets were set and approved in February 2020. The midpoint of the target ranges for the enterprise metrics of EPS and FCF are $5.10 and $313M, respectively, which is higher than prior year targets.

The BPP plays an important role in our overall compensation structure, as it signals “what is important” and “what is expected” for the year from the standpoint of corporate, division, and/or individual results. Additionally, the BPP serves to focus executives on achieving current objectives, which are deemed necessary to attain long-term goals, and it establishes appropriate performance and annual incentives by rewarding divisions and individuals within those units for actual performance.

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The BPP terms and conditions include a provision to provide a pro-rata payment for those who meet the Rule of 70 or Age 62 (rule defined under the “Rule of 70 or Age 62” section on page 48) and retire during the second half of the plan year, subject to Committee approval for NEOs. Providing a pro-rata bonus payment (distributed at the same time as active employee bonus awards) provides flexibility for the timing of retirements and enables the Company to effectively transition key successors.

The design of the 2021 BPP award is similar to that of 2020.

LONG-TERM INCENTIVES

We continually monitor the appropriateness of our long-term incentive plans, taking into consideration both competitive practice and what would drive the most appropriate behavior of the participants. To reinforce the use of performance-based compensation, certain senior executives, including the NEOs, have 50 percent of their target long- term incentive opportunity granted in Performance Shares and the balance in RSUs. The use of Performance Shares and RSUs in our long-term incentive mix is designed to align our incentive program with competitive pay practices, reinforce pay for performance, and encourage retention due to the three-year cliff vesting schedule for RSUs.

We base the size of long-term incentive awards for NEOs on a fixed dollar target that is established every two years when competitive benchmark compensation information is updated. The market median for long-term incentives for each NEO’s position determines a reference point for the dollar value of the total equity grant target and is consistent with targeting median pay for consistently solid Company and individual performance. We determined the actual share award amounts for each NEO using a Monte Carlo valuation for Performance Shares and the Company’s stock price on the date of the grant for RSUs.

One enhancement to the equity award terms and conditions for 2020 was to the Rule of 70 / Age 62 retirement vesting provision (as defined on page 48). The Age 62 provision now requires three years of consecutive service from the latest hire date, thereby mitigating a new hire who may meet the age 62 threshold from becoming immediately vested. This does not change the terms and conditions granted prior to 2020 and will be included in subsequent terms and conditions.

PERFORMANCE SHARES

In 2020, we granted all NEOs Performance Share awards. The 2020 Performance Shares are earned over a three-year performance period based on achievement of two financial metrics, with payout between 0 percent and 200 percent of the target opportunity. 75 percent of the award will be earned based on three-year annual average CFROI achievement, and 25 percent will be earned based on three-year annual average Operating Margin attainment. The level of performance required for target payout is based on three-year strategic plan targets. The Compensation Committee believes these targets are challenging yet reasonably attainable. The final payout at the end of the three-year period may be increased or decreased by an additional 20 percent based on Brunswick’s three-year TSR performance against the TSR of certain companies in the GICS “Leisure Products” sub-industry. Performance in the bottom quartile against the GICS comparator group reduces the Performance Share award payout by 20 percent, and performance in the top quartile increases the Performance Share award payout by 20 percent, with a maximum payout of 200 percent of target. Performance between the 25th and 75th percentile of the GICS comparator group results in no modification of the award payout.

The GICS comparator group for the 2020 Performance Share award consists of the following companies:

Note: We determine the comparator group at the beginning of the award period and evaluate final performance at the end of the three-year period.

The design of the Performance Share award provides multiple benefits, including management focus on the success of key strategic initiatives and their impact on CFROI and Operating Margin metrics, as well as strengthening the alignment with long-term shareholder interests through use of the TSR modifier at the conclusion of the three-year performance period.

The design of the 2021 Performance Share award is similar to that of 2020.

COMPLETED 2018-2020 PERFORMANCE SHARE AWARD

NEOs earned the 2018 Performance Share award over a three year performance period which ended on December 31, 2020. The plan design of these awards is similar to that of the 2020 Performance Share award described above. The targets required to support funding for all NEOs for the 2018-2020 performance period were:

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We set targets based on forecast over the three-year plan period and reflect performance excluding Life Fitness (sold in 2019), which is consistent with the award terms and conditions. We set the CFROI target lower than the 2017 plan due to capital spending as a percentage of sales increasing over the plan period to support capacity and new product investments at our various businesses. We also acquired a business in late 2017, therefore the goodwill and intangible amortization for this acquisition lowered the forecasted CFROI.

Based on performance against these targets, the Compensation Committee approved an initial share determination of 180.7 percent of target opportunity. TSR performance against the established peer group for the performance period resulted in Company performance between the 25th and 75th percentile of the peer group. Therefore, this did not result in additional modification of +/- 20 percent of the award, and the final award payout was 180.7 percent.

RESTRICTED STOCK UNITS

In addition to Performance Shares, we currently grant RSUs to the NEOs. We believe that RSUs are an important component of our compensation structure because each award increases linkage to shareholder interests by rewarding stock price appreciation and tying wealth accumulation to performance. Additionally, RSUs help reinforce team performance, encourage senior executives to focus on long-term performance, and function as a retention incentive through the vesting period.

SHARE OWNERSHIP REQUIREMENTS

In order to ensure continual alignment with our shareholders, we maintain share ownership requirements for our officers. This share ownership policy calculates minimum required ownership levels as a multiple of each officer’s base salary.

The current NEO share ownership requirements for our actively serving NEOs are as follows:

Officers who do not meet the ownership requirements must retain shares having a value equal to 50 percent of the after-tax profit from the Common Stock acquired under our equity plans (Retention Ratio). For purposes of calculating compliance with the requirements, “shares owned” include shares directly owned, shares owned by immediate family members residing in the same household, shares held in trust, share equivalents held in our tax-qualified defined contribution plans and deferred compensation plans, and RSUs. Unexercised stock options and SARs and outstanding Performance Shares do not count as “shares owned.” For those officers approaching retirement, ownership requirements are reduced as follows: 80 percent of target for those age 63; 60 percent of target for those age 64; and 50 percent of target for those age 65 and older.

The Compensation Committee reviews compliance with these share ownership requirements on an annual basis effective as of December 31. Of the current NEOs, Mr. Foulkes and Ms. Preisser were in compliance with the stated requirements as of December 31. Messrs. Gwillim and Drees, who were both promoted within the last 24 months, and Mr. Dibkey, who was hired in 2020, are subject to the Retention Ratio until they achieve the required ownership level. Please see the Narrative to Director Compensation Table on page 31 for information regarding share ownership guidelines for Directors.

CLAWBACKS

The Compensation Committee can require the repayment of all or a portion of previous BPP awards as it deems appropriate in the event of certain misconduct, including misconduct that causes a restatement of financial results. In addition, for those who have entered into Terms and Conditions of Employment with Brunswick, including each of the NEOs, the Compensation Committee has expanded the types of payments the Company can recover in the event of a violation of the restrictive covenants set forth in the Terms and Conditions of Employment to include any severance payments received by the executive and any gain realized as a result of the exercise or vesting of equity awards beginning 12 months prior to termination.

ANTI-HEDGING AND ANTI-PLEDGING POLICY

No Director, NEO, or other employee may engage in hedging or monetization transactions or similar arrangements with respect to Common Stock, including the purchase or sale of puts, calls, or options on Common Stock (other than options granted by Brunswick), or the use of any other derivative instruments to hedge or offset any decrease in the market value of the Common Stock. In addition, no Director, NEO, or other employee may pledge Common Stock as collateral.

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POST-EMPLOYMENT COMPENSATION

Post-employment compensation elements that are not currently offered to salaried employees in general are summarized below.

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PERQUISITES AND OTHER BENEFITS

We extend certain benefits to NEOs that we do not offer to salaried employees in general. These programs help NEOs enhance their understanding of our products, protect their physical health, and maximize their productivity.

TERMS AND CONDITIONS OF EMPLOYMENT

All NEOs are parties to agreements setting forth their terms and conditions of employment (Agreements). The Agreements memorialize the “at will” nature of the employment relationship, and describe each Executive’s duties, compensation, benefits, and perquisites. Additionally, the Agreements consolidate the restrictive covenants that exist during and after employment (e.g., non-competition, confidentiality, non-solicitation). Finally, the Agreements establish and limit the compensation and benefits to which an executive is entitled in the event of termination.

We believe that offering Agreements to our executives helps to ensure the retention of executive experience, skills, knowledge, and background for the benefit of the Company, and the efficient achievement of our long-term goals and strategy. Additionally, the Agreements reinforce and encourage the Executives’ continued attention and dedication to duties without the distraction arising from the possibility of a Change in Control. The Agreements do not provide excise tax gross-ups.

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DETERMINING EXECUTIVE COMPENSATION

Decisions with respect to specific BPP awards, equity awards, and base salary increases for the current year are normally made at the first Compensation Committee and Board meeting of each year. At this meeting, the Compensation Committee and the Board of Directors also make decisions with respect to the prior year’s performance and BPP funding. Base salary increases are generally effective as of the first full pay period in April.

The Compensation Committee reviews and approves equity grant terms and conditions and grant size for NEOs and other senior executives at its first meeting of the year, which is generally held following our public disclosure of our financial results for the prior year.

HUMAN RESOURCES AND COMPENSATION COMMITTEE REPORT

The Compensation Committee reviewed and discussed this Compensation Discussion and Analysis with management.

Based on that review and discussion, the Compensation Committee recommended to the Board of Directors of Brunswick Corporation that the Compensation Discussion and Analysis be included in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2020, and the Company’s Proxy Statement to be filed in conjunction with the Company’s 2021 Annual Meeting.

DAVID C.	NANCY E.	LAUREN P.	J. STEVEN
EVERITT (C)	COOPER	FLAHERTY	WHISLER

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2020 SUMMARY COMPENSATION TABLE

The table below summarizes the total compensation earned by each of our NEOs for the years ended December 31, 2020 and to the extent required by the SEC’s executive compensation disclosure rules, 2019, and 2018.

Annual salaries as of December 31, 2020 were:

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2020 GRANTS OF PLAN-BASED AWARDS

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EQUITY COMPENSATION PLAN INFORMATION AND AWARDS

Brunswick granted Performance Shares and RSUs to all NEOs in 2020 pursuant to the Brunswick Corporation 2014 Stock Incentive Plan. Performance Shares are generally granted annually and, if earned, typically vest 100 percent at the end of a three-year performance period. Brunswick generally grants RSUs annually and they typically vest 100 percent on the third anniversary of the grant date. The terms of the awards reflect the use of the “Rule of 70 or Age 62” (as described below), along with the inclusion of an additional provision that would pro-rate the grant in the event of termination before December 31 in the year the grant is awarded, provided the participant had met the appropriate retirement definition in the terms and conditions of the award. Providing for a “prorated” grant serves to keep the decision about retirement timing independent of the vesting schedule of equity-based compensation. Of the NEOs, Messrs. Foulkes, Metzger and Drees meet the Rule of 70 or Age 62 provision.

Please see the “Potential Payments Upon Termination or Change in Control” section on page 53 for a description of the treatment of equity awards following an involuntary termination of employment or a Change in Control.

AWARD TREATMENT UPON TERMINATION

The terms and conditions of SARs, RSUs, and Performance Shares generally provide for forfeiture of the award if an executive terminates employment before the end of the vesting period, except if: the executive meets the Rule of 70 or Age 62, which is defined as either: (i) the sum of the individual’s age plus years of service is equal to or greater than 70 or (ii) the individual is age 62 or above with at least three years of consecutive service from latest hire date (the tenure requirement is new for 2020 as discussed on page 40); or if the executive is involuntarily terminated (not due to Cause) and does not meet the Rule of 70 or Age 62. Details on award treatment is described below.

RULE OF 70 OR AGE 62

Once an executive meets the Rule of 70 or Age 62, if employment is terminated (other than for cause or due to death or permanent disability), the applicable awards are treated as follows:

INVOLUNTARY SEPARATION (not due to Cause)

We enhanced the equity award terms and conditions for 2019 to provide for pro-rata vesting of outstanding equity awards earned by individuals who were involuntarily terminated (not due to Cause) by the organization and do not meet the retirement provision of Rule of 70 or Age 62. The pro-rata vesting calculation is based on the earned amount of the award determined by the length of service from the date of grant to separation date over the length of the three-year performance period and would be released at the normal release date (at the same time as active employees). This applies to both RSUs and Performance Share awards, with the earned Performance Share award released based on actual plan performance. We believe this is a fair and consistent way to treat individuals who may be separated as a result of an organization restructuring and is aligned with broader competitive practice. This does not change the terms and conditions of past awards (prior to 2019) and is included in equity award terms and conditions going forward.

Please see the “2020 Grants of Plan-Based Awards” section of this Proxy Statement for a detailed description of awards granted to the NEOs during 2020.

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2020 OUTSTANDING EQUITY AWARDS AT FISCAL YEAR-END

The table provides information regarding each NEO’s outstanding equity awards as of December 31, 2020. The equity awards in this table consist of Restricted Stock Units and Performance Shares.

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2020 OPTION EXERCISES AND STOCK VESTED

2020 PENSION BENEFITS

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NARRATIVE TO PENSION BENEFITS TABLE

Supplemental Pension Plan: Effective December 31, 2009, the Company froze the Supplemental Pension Plan and ceased all benefit accruals. Participation thereafter in any supplemental pension plan has been through the Brunswick Restoration Plan, a defined contribution plan.

The Supplemental Pension Plan is described on page 42.

The formula for determining benefits under the Supplemental Pension Plan is the same formula used for the qualified pension plans, specifically a formula based upon age, years of participation in the plan up to 30 years, and the average of the three highest consecutive years’ earnings (salaries, annual BPP, and commissions, but excluding payouts under the Strategic Incentive Plan, which has been eliminated).

2020 NON-QUALIFIED DEFERRED COMPENSATION

2005 AUTOMATIC DEFERRED COMPENSATION PLAN