DEF 14A 1 d276329ddef14a.htm DEF 14A

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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. )

Filed by the Registrant ☒ Filed by a Party other than the Registrant ☐

Check the appropriate box:

☐ |  | Preliminary Proxy Statement
☐ |  | Confidential, for Use of the Commission Only (as Permitted by Rule 14a-6(e)(2))
☒ |  | Definitive Proxy Statement
☐ |  | Definitive Additional Materials
☐ |  | Soliciting Material under §240.14a-12

WABASH NATIONAL CORPORATION

(Name of Registrant as Specified in Its Charter)

(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

Payment of Filing Fee (Check all boxes that apply):

☒ |  | No fee required.
☐ |  | Fee paid previously with preliminary materials.
☐ |  | Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11.

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Letter from the President and Chief Executive Officer

Dear Fellow Stockholders,

I write this letter during a period of historic transformation at Wabash.

For 36 years, our company has delivered engineered solutions that have achieved new innovation frontiers within the commercial transportation industry. From a humble beginning with 20 employees at one facility in Lafayette, Indiana, to more than 6,000 employees throughout North America, our growth story is a tale of progress and a steadfast conviction that we are never done innovating.

As Wabash celebrates its 37th anniversary on April 15, 2022, the next chapter of our transformation comes to life at a pivotal moment in the transportation, logistics and distribution landscape.

There is a momentous transition happening in our industry as it adapts to a compilation of disruptive forces. Never before has our industry experienced such rapid change, driven by exponential technological advancements and major shifts in consumer behavior.

At Wabash, we work every day with our sights on the future: where supply chains are increasingly interconnected and indispensable to our economy; where our customers buy first to final mile solutions seamlessly from one source; and where advancements in material and digital technologies expand what’s possible.

In 2021, we completed the realignment of our organization in order to operate in lockstep with our customers’ ever-changing needs. As we have improved ease of doing business with Wabash, a strategic shift in our brand strategy—merging Wabash National and our portfolio of brands under one, powerful Wabash brand—is the final piece of the puzzle to uniting our strategy, organization, products and our customers as “One Wabash.”

As One Wabash we’re applying new technologies to deliver breakthrough value for customers, and our teams are dedicated to planning and designing to incorporate emerging technologies and a sustainable future. To further those efforts, we are partnering with some of the largest and most innovative e-commerce and retail companies to reimagine how goods are transported and delivered, and an expanded partnership with Purdue University enhances our speed in the market, with special attention on advanced engineering, material sciences, and electrification to bring solutions to market faster in the transportation, logistics and distribution industries.

Wabash has always led the industry in product design, and in recent years we set our focus on environmental impact, which has gained customers’ attention as they work toward meeting carbon reduction goals. Our products will continue to extend benefits like weight savings and thermal efficiency as competitive differentiators in an operating environment that increasingly prioritizes environmental, social and governance (ESG) initiatives.

Our cross-functional corporate responsibility team has made significant progress in enhancing our public disclosures on ESG initiatives, and I encourage you to review our latest corporate responsibility report to learn more about how we are embracing these initiatives as core to our strategy. After two years of publicly disclosing our ESG initiatives, Wabash was already recognized as one of America’s Most Responsible Companies by Newsweek (2022)—an independent evaluation of all U.S. public companies that identifies the top 500 companies that take ESG matters more seriously than others.

With a refined strategy, a redesigned organizational structure, a powerful brand, and an acceleration of innovation and product development activities shaped by the changing transportation landscape and intensified focus on sustainability, we are well positioned to keep moving the industry forward.

Wabash is a different kind of company that is Changing How the World Reaches You™.

As always, I am ever grateful for the hard work and dedication of our people; the strategic oversight of our board of directors; the trust and support of our customers and suppliers; and the confidence of you, our stockholders, in Wabash and our long-term success.

With appreciation,

Brent L. Yeagy

President and Chief Executive Officer

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WABASH NATIONAL CORPORATION

3900 McCarty Lane

Lafayette, Indiana 47905

Notice of Annual Meeting of Stockholders

When: Wednesday, May 11, 2022, at 10:00 a.m. Eastern time |  | Items of Business: 3 proposals as listed below Date of Mailing: The date of mailing of this Proxy Statement or Notice of Internet Availability is on or about March 29, 2022. |  | Who Can Vote: Stockholders of each share of common stock at the close of business on March 14, 2022. |  | Attending the Meeting: As a result of the ongoing public health and travel concerns related to coronavirus or COVID-19, the 2022 Annual Meeting of Stockholders will be held in a virtual meeting (via live audio webcast) format only. You will not be able to attend the 2022 Annual Meeting of Stockholders physically. You or your proxyholder may participate, vote, and examine our stockholder list at the 2022 Annual Meeting of Stockholders by visiting www.virtualshareholder meeting.com/WNC2022 and using your control number found on your proxy card.

Items of Business:

1. | To elect seven members of the Board of Directors from the nominees named in the accompanying proxy statement;

2. | To approve, on an advisory basis, the compensation of our named executive officers;

3. | To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered public accounting firm for the year ending December 31, 2022; and

To consider any other matters that properly come before the Annual Meeting or any adjournment or postponement thereof. Management is currently not aware of any other business to come before the Annual Meeting.

Each outstanding share of Wabash National Corporation (NYSE: WNC) Common Stock entitles the holder of record at the close of business on March 14, 2022 to receive notice of, and to vote at, the Annual Meeting or any adjournment or postponement of the Annual Meeting. Shares of our Common Stock can be voted at the Annual Meeting only if the holder is present by virtual presence online or by valid proxy. Management cordially invites you to attend the Annual Meeting by virtual presence online.

IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE STOCKHOLDERS MEETING TO BE HELD ON MAY 11, 2022:

The Proxy Statement, Annual Report and the means to vote by internet are available at http://www.proxyvote.com.

By Order of the Board of Directors,

M. Kristin Glazner

Senior Vice President and General Counsel,

Corporate Secretary, Chief Human Resources Officer

March 29, 2022

Whether or not you expect to attend by virtual presence online, we urge you to vote your shares at your earliest convenience. This will ensure the presence of a quorum at the Annual Meeting. Promptly voting your shares by signing, dating and returning the proxy card mailed with your notice, or by voting via the internet or by telephone, will save us the expense and extra work of additional solicitation. An addressed envelope for which no postage is required if mailed in the United States is enclosed with your proxy card. Submitting your proxy now will not prevent you from voting your shares at the meeting by virtual presence online if you desire to do so, as your proxy is revocable at your option. Your vote is important, so please act today.

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2022 Annual Meeting of Stockholders on May 11, 2022

Proxy Statement

Table of Contents

Proxy Statement Summary |  |  | 1 |
Information About the Annual Meeting, Proxy Materials and Voting |  |  | 13 |
Proposal 1 – Election of Directors |  |  | 17 |
Information on Directors Standing for Election |  |  | 17 |
Corporate Governance |  |  | 24 |
Governance Guidelines & Code of Business Conduct & Ethics |  |  | 24 |
Board Structure and its Role in Risk Oversight |  |  | 24 |
Director Independence |  |  | 24 |
Independent Chairman |  |  | 24 |
Director Refreshment |  |  | 25 |
Director Attendance |  |  | 25 |
Board’s Role in Risk Oversight |  |  | 26 |
Committees of the Board |  |  | 27 |
Nominating, Corporate Governance and Sustainability Committee |  |  | 27 |
Compensation Committee |  |  | 28 |
Audit Committee |  |  | 28 |
Finance Committee |  |  | 29 |
Related Persons Transactions Policy |  |  | 29 |
Nomination of Director Candidates |  |  | 30 |
Qualifications of Director Candidates |  |  | 30 |
Director Nomination Process |  |  | 30 |
Director Compensation |  |  | 31 |
Compensation Discussion and Analysis |  |  | 34 |
Compensation Highlights |  |  | 34 |
Compensation Best Practices |  |  | 34 |
Summary of Compensation Elements |  |  | 35 |
Our 2021 Say-on-Pay Vote |  |  | 35 |
Compensation Objectives and Philosophy |  |  | 36 |
Compensation Methodology and Process |  |  | 37 |
The Role of Independent Compensation Consultant |  |  | 37 |
Peer Group Analysis and Market Compensation Data |  |  | 38 |
Compensation Program Elements |  |  | 39 |
Base Salary |  |  | 39 |
Short-Term Incentive Plan |  |  | 39 |
Long-Term Incentive Plan |  |  | 41 |
Perquisites |  |  | 45 |
Retirement and Deferred Compensation Benefits |  |  | 45 |
Severance and Change in Control Benefits |  |  | 46 |

Changes to Compensation Program for 2022 |  |  | 47 |
Executive Stock Ownership Guidelines |  |  | 47 |
Insider Trading Policy and Anti-Hedging Rules |  |  | 47 |
Compensation Risk Assessment |  |  | 48 |
Compensation Committee Report |  |  | 49 |
Executive Compensation Tables |  |  | 50 |
Summary Compensation Table for the Year Ended December 31, 2021 |  |  | 50 |
Grants of Plan-Based Awards for the Year Ended December 31, 2021 |  |  | 52 |
Outstanding Equity Awards as of December 31, 2021 |  |  | 53 |
Option Exercises and Stock Vested During 2021 |  |  | 55 |
Non-Qualified Deferred Compensation |  |  | 55 |
Potential Payments on Termination or Change in Control |  |  | 56 |
Potential Payments on Termination or Change in Control – Payment and Benefit Estimates |  |  | 59 |
Pay Ratio Disclosure |  |  | 60 |
Equity Compensation Plan Information |  |  | 62 |
Proposal 2 – Advisory Vote on the Compensation of Our Named Executive Officers |  |  | 63 |
Proposal 3 – Ratification of Appointment of Independent Registered Public Accounting Firm |  |  | 64 |
Independent Registered Public Accounting Firm |  |  | 64 |
Principal Accounting Fees and Services |  |  | 64 |
Pre-Approval Policy for Audit and Non-Audit Fees |  |  | 65 |
Audit Committee Report |  |  | 65 |
Beneficial Ownership Information |  |  | 66 |
Beneficial Ownership of Common Stock |  |  | 66 |
Delinquent Section 16(a) Reports |  |  | 67 |
General Information |  |  | 68 |
Availability of Certain Documents |  |  | 68 |
Communications with the Board of Directors |  |  | 68 |
Stockholder Proposals and Nominations |  |  | 68 |
Householding of Proxy Materials |  |  | 69 |

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|  | WABASH NATIONAL CORPORATION 3900 McCarty Lane Lafayette, Indiana 47905 Proxy Statement Summary

To assist you in reviewing the proposals that may be acted upon at our 2022 Annual Meeting, the summary below highlights certain information that is contained elsewhere in this Proxy Statement. This summary does not contain all of the information that you should consider, and you should read the entire Proxy Statement carefully before voting. Page references are supplied to help you find further information in this Proxy Statement.

Annual Meeting of Stockholders

Date and Time: |  | 10:00 a.m. Eastern time on Wednesday, May 11, 2022
Virtual Meeting Site: |  | www.virtualshareholdermeeting.com/WNC2022
Record Date: |  | March 14, 2022
Voting: |  | Stockholders as of the record date are entitled to vote. Each share of Common Stock is entitled to one vote for each director nominee and one vote for each of the other proposals to be voted on.

Company Overview

Wabash National Corporation, which we refer to herein as “Wabash,” the “Company,” “us,” “we,” or “our,” is Changing How the World Reaches YouTM. Wabash was founded in 1985 and incorporated as a corporation in Delaware in 1991, with its principal executive offices in Lafayette, Indiana, as a dry van trailer manufacturer. Today we are an innovation leader of connected solutions for the transportation, logistics, and distribution industries.

To that end, we design and manufacture a diverse range of products, including dry freight and refrigerated trailers, platform trailers, tank trailers, dry and refrigerated truck bodies, structural composite panels and products, transportation, logistics, and distribution industry parts and services, and specialty food grade equipment. We have achieved this diversification through acquisitions, organic growth, and product innovation.

We believe our position as a leader in our key industries is the result of longstanding relationships with our core customers, our demonstrated ability to attract new customers, our broad and innovative product lines, our engineering leadership, and our extensive distribution and service network. More importantly, we believe our leadership position is indicative of the Values and Leadership Principles that guide our actions.

At Wabash, it’s our focus on people, purpose, and performance that drives us to do better. Our Purpose is to change how the world reaches you; our Vision is to be the innovation leader of connected solutions for the transportation, logistics, and distribution industries; and our Mission is to enable our customers to succeed with breakthrough ideas and solutions that help them move everything from first to final mile.

Our Values are the qualities that govern our critical leadership behaviors and accelerate our progress.

• |  | Be Curious: We will make bold choices and encourage creativity, collaboration and risk-taking to turn breakthrough ideas into reality.

• |  | Have a Growth Mindset: We will be resilient and capable of the change required to succeed in a world that does not stand still.

• |  | Create Remarkable Teams: We will create a workplace culture that allows individuals to be their best in order to retain and attract talent from diverse industries, geographies and backgrounds.

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Our Leadership Principles are the behaviors that provide definition to our actions and bring our values to life.

• |  | Embrace Diversity and Inclusion: We solicit and respect the input of others, celebrate our differences and strive for transparency and inclusiveness.

• |  | Seek to Listen: We listen to our customers, partners, and each other to reach the best solutions and make the strongest decisions.

• |  | Always Learn: To model a growth mindset, we continue learning through every stage of our careers. We do not quit and we are not satisfied with the status quo.

• |  | Be Authentic: Employees who thrive at Wabash are honest, have incredible energy and demonstrate grit in everything they do.

• |  | Win Together: We collaborate, seek alignment and excel at cross-group communication to succeed as one team and One Wabash.

Corporate Responsibility and Governance Highlights

At Wabash, it’s our focus on people, purpose and performance that drives us to do better so we can continue Changing How the World Reaches You™. We believe that our leadership principles, as set forth above, create a workplace culture in which our colleagues can share their talents and perspectives and are empowered to make a difference for our customers, for each other, for our communities and for our environment. Wabash is committed to growing its business in a sustainable and socially responsible manner. We support the passions and interests of our employees and empower them to be a positive influence in the world. We are proud to provide many opportunities to be good neighbors by volunteering time and talent to support the causes that matter most to our employees. We publicly disclosed substantial information about our business in our Corporate Responsibility Report, available on the Governance/Corporate Responsibility page of the Investor Relations section of our website at ir.onewabash.com, which details our commitments, programs and progress on a variety of topics including our products and supply chain, sustainability and environmental impact, diversity and inclusion, workplace safety, ethics and compliance, risk management and governance. We have mapped our disclosures on environmental, social and governance topics to metrics outlined by the Sustainability Accounting Standards Board (SASB) and the Task Force on Climate-Related Financial Disclosures (TCFD) in our SASB and TCFD Indices, included in our Corporate Responsibility Report. The Corporate Responsibility Report is not incorporated herein by reference or otherwise. Below are some of the highlights of our focus and commitment:

Board Nominee Diversity |  | Executive Team Diversity

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Proxy Statement Summary

Diversity and Inclusion. We actively pursue and embrace diversity and inclusion throughout our entire organization. |  | •Our Nominating, Corporate Governance and Sustainability Committee actively prioritizes diversity in searches for new director candidates. •We have a diverse Board: 2 out of 7 of our director nominees are female and 1 is African-American. •We focus on preventing pay imbalances among genders, including proactive adjustments to pay, titles and/or benefits to prevent gender pay gaps. •We work to promote diversity through our supply chain. Before we add any significant vendor to our supply chain, we complete a thorough pre-screen, including an assessment form that ensures that the vendor’s actions and activities around environmental practices, human rights and general ethics align with our cultural and values.
Community Involvement. We succeed as one team and One Wabash, including through our devotion to philanthropy, volunteerism, charitable giving and community involvement. |  | •Wabash’s charitable giving program combines volunteer work with financial support to make a meaningful, lasting impact on our communities. We actively partner with nonprofit groups and projects to donate time, needed materials and financial resources to support the communities where we live and work. We place special emphasis on serving children, people with disabilities and the military community. •We believe that enriching the lives of those around us is a powerful investment in the future, including through our partnerships with, among many others, United Way, Junior Achievement, Purdue Foundation, YWCA, YMCA, local schools and more. •In 2021, we donated more than $550,000 through corporate gifts and employee donations. •As a way to support charitable giving, we have also established a Day of Giving Program, which allows all full-time hourly and salaried employees with the opportunity to volunteer one scheduled workday each calendar year in that employee’s chosen volunteer program. •In 2021, employees reported more than 1,600 Day of Giving service hours to support local homeless shelters, veteran services agencies, local agriculture organizations, food pantries, local schools’ leadership and career readiness programs, Junior Achievement, Salvation Army, Wreaths Across America, and youth athletics and art programs.
Environmental Sustainability. We are resilient and capable of the change required to succeed in a world that does not stand still, including with respect to environmental sustainability and climate change. |  | •We measure and compare our energy management metrics, including greenhouse gas emissions and overall energy use, on a yearly basis. Our current metrics and comparisons are disclosed in our Corporate Responsibility Report. •We were the first semi-trailer manufacturer in North America to earn an ISO 14001 certification, which demonstrates our focus on minimizing our environmental footprint and promoting responsible manufacturing. Our environmental stewardship registrations and certifications include: •ISO 14001:2015 Registrations for Environmental Management •Cadiz, KY (since 2015) •Harrison, AR (since 2017)

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|  | •Lafayette, IN (since 2005) •San José Iturbide, Guanajuato, Mexico (since 2015) •Federal Clean Industry Certification (2017, San José Iturbide, Guanajuato, Mexico) •Our products are designed to be fuel efficient and reduce emissions by reducing weight, improving aerodynamics, and improving thermal efficiency. •In 2019, we introduced our DuraPlate® Cell Core technology, which delivers a 300-pound-lighter weight trailer compared to traditional designs, without compromising durability. •Our innovative and award-winning EcoNex™ Technology is a molded structural composite that improves thermal efficiency by up to 30% and reduces weight by up to 20% compared to traditional designs. Compared to a conventional refrigerated trailer, a trailer with EcoNex™ Technology saves 81.1 tons of eCO2 per year. The California Air Resources Board has approved a refrigerated trailer with EcoNex™ Technology. •We configure and install telematics systems, providing real-time monitoring and analysis of performance and environmental data and allowing drivers to increase performance, reduce maintenance and prolong equipment life. •We have a product line that reduces aluminum content, which ultimately reduces water needed to produce the aluminum. •We have reduced air emissions from our painting operations by reformulating and reducing the volatile organic compound content in our coatings. •We have produced a solar-powered, zero-emissions refrigerated trailer, which was first shown at the American Trucking Associations’ Technology and Maintenance Council annual meeting in February 2020. •By sourcing post-consumer resin to manufacture our DuraPlate® panels, we have diverted more than 1 billion plastic bottles from landfills. Furthermore, at the end of the product lifespan, DuraPlate® is 100% recyclable. •All Wabash facilities use energy-efficient lighting. •Our manufacturing operations use pulse welders, which produce the same high-quality result as traditional welders but require only 1/3rd of the energy to run. •In 2021, Wabash’s recycling program and use of recycled materials saved nearly 6.55 cubic yards of landfill airspace per new trailer shipped, 1,417.39 kilowatt-hours of electricity per new trailer shipped, 0.69 mature trees per new trailer shipped and 1.25 metric tons of greenhouse gas emissions per new trailer shipped. “New trailer shipped” does not include truck body shipments. •We help customers extend the useful life of their equipment with remanufacturing and repair services, limiting the amount of raw materials needed to produce new machinery. •We leverage partnerships with government entities and industry associations to develop efficient, effective and practical solutions to

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|  | problems facing the manufacturing and transportation segments. Affiliations include: •Government and Regulatory Bodies: •California Air Resource Board (CARB) •U.S. Department of Transportation (DOT) •Environmental Protection Agency (EPA) •National Highway Transportation Safety Administration (NHTSA) •Transport Canada •Transportation Associations: •American Trucking Associations (ATA) •ATA’s Technology and Maintenance Council (TMC) •Cargo Tank Risk Management Committee (CTRMC) •National Tank Truck Carriers (NTTC) •National Trailer Dealers Association (NTDA) •National Truck Equipment Association (NTEA) •Truck Trailer Manufacturers Association (TTMA) •Manufacturing Associations: •Indiana Manufacturers Association (IMA)
Education. To model a growth mindset, we continue learning through every stage of our careers, and we also believe in supporting the next generation of leaders who will continue to change how the world reaches you. |  | •Full-time Wabash employees can pursue various courses, undergraduate and graduate degree programs, or relevant certifications at an accredited college or university without added financial burden by using our Accelerator tuition reimbursement program. •We provide all employees a wide range of professional development experiences, both formal and informal, at all stages in their careers. •Wabash employees and dependents of employees are eligible for a variety of scholarships offered by Wabash and the industry associations to which we belong. •We support the youth in our communities through program funding, training programs, internships and co-ops. •We also sponsor youth clubs in our communities, including robotics clubs, STEM programs and the Purdue University’s Women in Engineering Program. •We have developed an annual scholarship program whereby we award scholarships to certain dependents of Wabash employees to help them pursue their academic goals. In 2021, we awarded 10 high school graduates with Wabash scholarships totaling $50,000.
Ethics and Compliance. Employees who thrive at Wabash are honest, have incredible energy, and demonstrate grit in everything they do. We also work to hold our entire supply chain accountable. |  | •We maintain a Code of Business Conduct and Ethics that lays the foundation for our ethics and compliance program and defines our overall management approach to human rights, anti-corruption, the environment, governance and social matters. •Our Employee Handbook is founded on and incorporates the values, policies and rules set forth in our Code of Business Conduct and Ethics. All employees and directors are expected to take the values, policies, and rules set forth and apply them to all situations that arise in the course and scope of employment.

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Proxy Statement Summary

|  | •We maintain an AlertLine whereby employees are able to report violations of Wabash’s Code of Business Conduct and Ethics. •Our Code of Business Conduct and Ethics also provides key directions to our suppliers, vendors, dealers and agents to abide by the same ethical and legal standards applicable to Wabash employees, including: •Labor and human rights, including child labor and human trafficking •Restrictions against corruption, bribery and extortion •Health and safety activities •Environmental accountability •We require all facilities to practice equal opportunity employment and have zero tolerance for harassment, racism or bigotry of any kind. Employees, contract workers, visitors and other non-employees are encouraged to immediately report harassment or any ethics or compliance violations committed by anyone. •Our Conflict Minerals Policy is in place to prevent the use of minerals that directly or indirectly finance or benefit armed groups in the Democratic Republic of the Congo or in neighboring countries. •We ask our suppliers to demonstrate that they source “conflict minerals” from outside the conflict region and/or can certify that conflict minerals sourced from within the conflict region are “conflict free.”
Awards and Recognition. Our efforts to make bold choices and encourage creativity, collaboration, and risk-taking to turn breakthrough ideas into reality have been recognized throughout the years. |  | •Safety and Environmental Awards: •2017 Kentucky Governor’s Safety and Health Award (Cadiz, KY) •Truck Trailer Manufacturers Association Plant Safety Awards: •2020: Fond du Lac, WI and San José Iturbide, Guanajuato, Mexico •2019: New Lisbon, WI •2018: San José Iturbide, Guanajuato, Mexico •2016: New Lisbon, WI, and San José Iturbide, Guanajuato, Mexico •2015: New Lisbon, WI •2013: San José Iturbide, Guanajuato, Mexico •Product Awards: •Heavy Duty Trucking Top 20 Products (EcoNex™ Refrigerated Trailer Powered by eNow Solar Energy, 2021) •SSAB Swedish Steel Prize Finalist (RIG-16 Rear Impact Guard, 2017) •IIHS Toughguard Award (RIG-16 Rear Impact Guard, 2017) •Heavy Duty Trucking Top 20 Products (Cold Chain and Final Mile equipment, 2016) •Corporate Awards: •Newsweek’s America’s Most Responsible Companies (2022) •Indiana Manufacturer’s Association Innovation Excellence Award (2021) •IndustryWeek 50 Best U.S. Manufacturers (2018, 2017, 2016, 2015, 2013, 2006) •INVESTIndiana Equity Conference Top 5 Indiana Public Company (2016)

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|  | •Supplier Diversity Development Coalition of Greater Lafayette Golden Handshake Award for Diversity and Excellence (2016) •Forbes 100 Most Trustworthy Companies in America (2015) •Indiana Employer Support of the Guard and Reserve Above and Beyond Award (2014)
Environmental, Health and Safety |  | •Reflected in our corporate Environmental, Health and Safety Policy, we maintain high standards for manufacturing safety. We commit to meet or exceed all applicable environmental, health, and safety standards, regulations and other requirements. •The Operations Management at each of our facilities is directly responsible for implementing this policy and ensuring full compliance with all environmental, health, and safety laws, internal standards and requirements applicable within their respective organizations. •We commit to manage all of our business activities in a responsible manner with respect for the environment through pollution prevention and with our highest priority being the health and safety of our employees. •We continually focus on reducing the severity and frequency of workplace injuries to create a safe environment for our employees. •We believe that all injuries and occupational illnesses, as well as environmental incidents, are preventable. In support of this, all employees are expected to perform their work in such a manner as to not jeopardize the environment or the safety and health of themselves and their fellow workers. •We work to ensure that our products, processes, services, and facilities minimize the generation of waste, pollution and adverse impact on the environment. •We work on innovations to protect the people who operate our equipment and partner with others to promote higher standards in transportation and manufacturing by sharing best practices and ideas. •We also demonstrate a commitment to highway safety in our products. Our Upper ID/Aux Stoplights enhance collision avoidance by making trailer braking more visible to motorists and our Rear Underride Guard System—RIG-16 surpasses U.S. and Canadian standards and prevents underride in multiple offset impact scenarios.
Director Independence |  | •6 out of 7 director nominees are independent. •3 fully independent Board committees: Nominating, Corporate Governance and Sustainability Committee, Compensation Committee and Audit Committee.
Board Accountability |  | •All directors are elected annually via majority voting standard. •Stockholders may amend our bylaws. •Our Nominating, Corporate Governance and Sustainability Committee is evolving its oversight of ESG, including the areas of energy consumption,

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|  | climate change, greenhouse gas and other criteria relevant to our business practices.
Board Leadership |  | •We review board leadership, committee structure and committee membership annually and conduct an annual assessment of board effectiveness. •We have an independent Chairperson who has a strong role and significant governance duties, including presiding over all executive sessions of independent directors.
Stockholder Engagement |  | •We routinely meet with stockholders for conversations focused on a variety of topics, including governance, Company strategy, growth, risk management and ESG issues. •During 2021, we held multiple discussions with stockholders.
Board Evaluation and Effectiveness |  | •Annual Board and Committee self-assessments. •Annual two-way feedback and evaluation sessions with each director. •Annual independent director evaluation of the Chairperson and CEO.
Board Risk Oversight |  | •The Board and its Committees exercise robust oversight of the Company’s enterprise risk management system.
Board Refreshment and Diversity |  | •During 2019, we added 2 new directors, and we appointed a new independent Chairperson following the 2020 Annual Meeting. •Board members represent diverse perspectives, including 2 female director nominees and 1 African-American director nominee. •We have a specified director retirement age.
Director Engagement |  | •All of our directors attended 75% or more of the aggregate number of meetings of our Board and the Committees on which they served. •We have limits on director/CEO membership on other public company boards.
Succession Planning |  | •CEO and leadership succession planning is one of our Board’s most important responsibilities. At least once a year, our Board dedicates itself to examining the succession plans for our complete leadership team and the board.

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Our Management Approach

Our Wabash Management System (“WMS”) is a set of principles and standardized business processes for the purpose of achieving our strategic objectives. These principles are centered around lean thinking and state that lean application must extend across and throughout our entire enterprise, not only our manufacturing processes. By codifying what makes our Company great, the WMS drives focus on the interconnected processes that are critical for success across our business. WMS is based on forward planning and continuous capability evaluation as we simultaneously drive execution and breakthrough performance. WMS requires everyone to be an active contributor to our enterprise-wide lean efforts and enables growth through innovation and industry leading customer satisfaction and alliances.

Our WMS principles underpin an ongoing improvement cycle that includes Strategic Planning and Deployment, Kaizen and Daily Management. Through the WMS, we create scalable and sustainable processes that:

• |  | Drive organic growth within existing and new businesses

• |  | Provide a means to acquire/obtain and integrate new businesses and capabilities

• |  | Create and exploit new markets

• |  | Allow for breakthrough improvement within key areas of the business

• |  | While delivering the daily execution of our established businesses

It is through this set of standards and thinking that we create a “One Wabash” approach to our customers, add new business capabilities, and enable profitable growth.

The One Wabash Strategic Approach to Serving Customers

Our One Wabash organizational transformation began during the first quarter of 2020 with the introduction of value streams. Our One Wabash organizational structure enables long-term growth for the Company with an intense focus on value streams, streamlined processes, product innovation, and a consistent, superior experience for all customers who seek our solutions in the transportation, logistics and distribution markets. The value streams leverage the power of our processes to close the cycle of customer needs and customer fulfillment.

We believe our One Wabash approach coupled with our Wabash Management System is uniquely designed to achieve breakthrough customer value. Our value streams align resources and processes on serving the customer, and our strategy is centered around our ability to scale core competencies by growing in and around core markets with known customers.

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Proxy Statement Summary

Voting Matters and Vote Recommendation (page 15)

The following table summarizes the proposals to be considered at the Annual Meeting and the Board’s voting recommendation with respect to each proposal.

PROPOSALS |  | BOARD VOTE RECOMMENDATION |  | PAGE
Election of Directors |  | FOR EACH NOMINEE |  | 17
Advisory Vote on the Compensation of Our Named Executive Officers (“Say-on-Pay”) |  | FOR |  | 63
Ratification of Appointment of Independent Registered Public Accounting Firm |  | FOR |  | 64

Board Nominees (page 17)

The following table provides summary information about each director nominee, as of the Record Date.

NAME |  | AGE |  | DIRECTOR SINCE |  | OCCUPATION |  | INDEPENDENT |  | OTHER PUBLIC BOARDS
Therese M. Bassett |  | 58 |  | November 2019 |  | Managing Director, NuVentures LLC |  | Yes |  | No
John G. Boss |  | 62 |  | December 2017 |  | Former President and Chief Executive Officer, Momentive Performance Materials Inc. |  | Yes |  | No
Larry J. Magee |  | 67 |  | January 2005 |  | President, Magee Ventures Group |  | Yes |  | No
Ann D. Murtlow |  | 61 |  | February 2013 |  | President and Chief Executive Officer, United Way of Central Indiana |  | Yes |  | Yes
Scott K. Sorensen |  | 60 |  | May 2005 |  | President, Chief Financial Officer, Thatcher Company, Inc. |  | Yes |  | No
Stuart A. Taylor II |  | 61 |  | August 2019 |  | Chief Executive Officer, The Taylor Group LLC |  | Yes |  | Yes
Brent L. Yeagy |  | 51 |  | October 2016 |  | President and Chief Executive Officer, Wabash National Corporation |  | No |  | No

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Proxy Statement Summary

The table below summarizes key qualifications, skills and attributes most relevant to the decision to nominate the candidates to serve on our Board. A mark indicates a specific area of focus or experience on which the Board relies most. The lack of a mark does not mean the director nominee does not possess that qualification or skill. Each director nominee biography in this proxy statement describes each nominee’s qualifications and relevant experience in more detail.

DIRECTORS |  | Therese M. Bassett |  | John G. (“Jack”) Boss |  | Larry J. Magee |  | Ann D. Murtlow |  | Scott K. Sorensen |  | Stuart A. Taylor II |  | Brent L. Yeagy
Independent |  | ● |  | ● |  | ● |  | ● |  | ● |  | ● |  |
Diversity |  | ● |  |  |  |  |  | ● |  |  |  | ● |  |
Logistics, Transportation and/or First to Final Mile |  |  |  |  |  |  |  |  |  |  |  |  |  | ●
Diverse Manufacturing |  |  |  | ● |  |  |  |  |  | ● |  |  |  | ●
Risk Management (Including Supply Chain/Commodities Management) |  | ● |  | ● |  |  |  |  |  |  |  |  |  | ●
Technology and Materials Innovation |  |  |  | ● |  |  |  |  |  |  |  |  |  | ●
Legislative/Regulatory |  |  |  |  |  |  |  | ● |  | ● |  |  |  |
Qualified Financial Expert/Finance/Treasury |  |  |  |  |  |  |  |  |  | ● |  | ● |  |
Accounting, Finance and Capital Markets |  |  |  |  |  |  |  |  |  | ● |  | ● |  |
M&A |  | ● |  | ● |  |  |  | ● |  | ● |  | ● |  | ●
Technology/Cybersecurity |  |  |  |  |  |  |  | ● |  | ● |  | ● |  |
Distribution and Digital Marketplace |  | ● |  |  |  | ● |  |  |  |  |  |  |  |
Competitive Pricing/Sales |  |  |  | ● |  | ● |  |  |  |  |  |  |  | ●
ESG |  | ● |  | ● |  | ● |  | ● |  |  |  |  |  | ●
Strategy |  | ● |  | ● |  | ● |  | ● |  | ● |  | ● |  | ●

Named Executive Officer Compensation (Say-on-Pay) (page 63)

We are asking stockholders to vote to approve, on an advisory (non-binding) basis, the compensation of our named executive officers. The primary objectives and philosophy of our compensation programs are to (i) drive executive behaviors that maximize long-term stockholder value creation, (ii) attract and retain talented executive officers with the skills necessary to successfully manage and grow our business, and (iii) align the interests of our executive officers with those of our stockholders by rewarding them for strong Company performance. In support of these objectives, in 2021, we:

• |  | Weighted a significant portion of our executives’ compensation toward variable and performance-based compensation. Specifically, in 2021, approximately 81.2% of our CEO’s target direct compensation (consisting of base salary, annual cash incentives and long-term equity incentives) and, on average, 67.5% of our other named executive officers’ target direct compensation, was delivered in stock-based and cash-based incentive compensation through our short-term and long-term incentive plans.

• |  | Engaged an independent compensation consultant to conduct a market review of our compensation package to ensure it was competitive with our peers.

• |  | Encouraged our executives to be long-term stockholders through rigorous stock ownership guidelines and providing a significant portion of our NEOs compensation through equity awards.

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Proxy Statement Summary

Independent Registered Public Accounting Firm (page 64)

We ask that our stockholders ratify the selection of Ernst & Young LLP as our independent registered public accountants for the year ending December 31, 2022.

Important Notice Regarding the Availability of Proxy Materials for the Stockholder Meeting to Be Held on May 11, 2022.

Our Annual Report and this Proxy Statement are available at www.proxyvote.com. To access our Annual Report and Proxy Statement, enter the control number referenced on your proxy card.

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|  | Information About the Annual Meeting, Proxy Materials and Voting

What is the Purpose of the Annual Meeting?

At the Annual Meeting, our management will report on our performance during 2021 and respond to questions from our stockholders. In addition, stockholders will act upon the matters outlined in the accompanying Notice of Annual Meeting of Stockholders, which include the following three proposals:

Proposal 1 |  | To elect seven members of the Board of Directors.
Proposal 2 |  | To hold an advisory vote on the compensation of our named executive officers.
Proposal 3 |  | To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered public accounting firm for the year ending December 31, 2022.

Stockholders will also consider any other matters that properly come before the Annual Meeting or any adjournment or postponement thereof. Management is currently not aware of any other business to come before the Annual Meeting.

Stockholders may act on the proposals by voting a proxy or voting by virtual presence online at the Annual Meeting.

What is the purpose of the proxy materials?

We are providing these proxy materials in connection with the solicitation by the Company of proxies to be voted at the Annual Meeting and at any adjournments or postponements thereof. The proxy materials (including the Notice of Annual Meeting, this Proxy Statement, and our Annual Report on Form 10-K) include information that we are required to provide to you under the rules of the Securities and Exchange Commission (the “SEC”) and are designed to assist you in voting on the matters presented at the Annual Meeting. We first mailed the proxy materials to stockholders on or about March 29, 2022.

What is a proxy?

A proxy is your legal designation of another person to vote on your behalf. By voting your proxy, you are giving the persons named on the proxy card the authority to vote your shares in the manner you indicate on your proxy card.

Who is Entitled to Vote?

Only stockholders of record at the close of business on March 14, 2022 (the “Record Date”) are entitled to receive notice of the Annual Meeting and to vote the shares of common stock of the Company (the “Common Stock”) that they held on the Record Date at the Annual Meeting, or any postponement or adjournment of the Annual Meeting. As of the Record Date, we had 49,032,640 shares of Common Stock outstanding and entitled to vote. Each share of Common Stock entitles its holder to cast one vote on each matter to be voted upon.

What is the difference between a stockholder of record and a beneficial owner?

If your shares are registered directly in your name with our transfer agent, Equiniti Trust Company, you are a “stockholder of record.” If your shares are held in a stock brokerage account or by a bank or other custodian or nominee, you are considered the beneficial owner of shares held in “street name.” As a beneficial owner, you have the right to direct your broker, bank or other custodian or nominee on how to vote your shares.

Who can Attend the Annual Meeting by virtual presence online?

All stockholders of record as of the close of business on the Record Date, or their duly appointed proxies, may attend the Annual Meeting by virtual presence online by visiting www.virtualshareholdermeeting.com/WNC2022 at 9:45 a.m. Eastern time through the conclusion of the meeting and providing the control number found on the

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Information About the Annual Meeting, Proxy Materials and Voting

proxy card. If your shares are held in “street name,” you must first obtain a proxy issued in your name from your bank or other custodian or nominee before attending the Annual Meeting by virtual presence online. You will need to provide the control number found on the proxy card provided by such bank or other custodian or nominee.

Technical support, including related technical support phone numbers, will be available at 9:45 a.m. Eastern time through the conclusion of the meeting.

The 2022 Annual Meeting of Stockholders will be accessible through the Internet. This is due to an abundance of caution related to the coronavirus (COVID-19) and the priority we place on the health and well-being of our stockholders, employees and other stakeholders. We have worked to offer the same participation opportunities as were provided at the in-person portion of our past meetings while further enhancing the online experience available to all stockholders regardless of their location. You are entitled to participate in the Annual Meeting if you were a stockholder as of the close of business on March 14, 2022. The Annual Meeting will begin promptly at 10:00 a.m. Eastern time, and you should allow ample time for the online check-in procedures.

Whether or not you participate in the Annual Meeting, it is important that your shares be part of the voting process. The other methods by which you may vote are described below.

This year’s stockholder question and answer session will provide our stockholders with the opportunities to ask questions regarding our business submitted live during the Annual Meeting. Questions may be submitted at the Annual Meeting through www.virtualshareholdermeeting.com/WNC2022. We will post questions and answers if applicable to our business on our Investor Relations website as soon as practicable after the meeting.

How do I Vote?

If you are a “stockholder of record,” you can vote on matters to come before the Annual Meeting in the following four ways:

• |  | Visit the website noted on your proxy card to vote via the internet;

• |  | Use the telephone number on your proxy card to vote by telephone;

• |  | Vote by mail by completing, dating and signing the proxy card mailed with your notice and returning it in the provided postage-paid envelope. If you do so, you will authorize the individuals named on the proxy card, referred to as the proxies, to vote your shares according to your instructions. If you provide no instructions, the proxies will vote your shares according to the recommendation of the Board of Directors or, if no recommendation is given, in their own discretion; or

• |  | Attend the Annual Meeting by virtual presence online and cast your vote.

If you hold your shares in “street name” through a broker, then you can vote by following the materials and instructions provided by your broker, or you can vote by virtual presence online at the Annual Meeting.

What if I vote and then change my mind?

If you are a “stockholder of record,” you may revoke your proxy at any time before it is exercised by:

• |  | Providing written notice of revocation to the Corporate Secretary, Wabash National Corporation, 3900 McCarty Lane, Lafayette, Indiana 47905;

• |  | Voting again, on a later date, via the internet or by telephone (only your latest internet or telephone proxy submitted prior to the Annual Meeting will be counted);

• |  | Submitting another duly executed proxy bearing a later date; or

• |  | Attending the Annual Meeting by virtual presence online and casting your vote.

Only your last vote will be the vote that is counted.

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Information About the Annual Meeting, Proxy Materials and Voting

If you hold your shares in “street name,” then you must contact the record holder of your shares to change your voting instructions.

What are the Board’s Recommendations?

The Board recommends that you vote FOR the election of each of the director nominees, FOR the approval, on an advisory basis, of the compensation of our named executive officers, and FOR ratification of the appointment of our auditors.

What Vote is Required for Each Proposal?

The following table summarizes the vote threshold required for approval of each proposal and the effect of abstentions, uninstructed shares held by brokers, and unmarked, signed proxy cards. On all proposals, if you sign and return a proxy or voting instruction card, but do not mark how your shares are to be voted, they will be voted as the Board recommends.

PROPOSAL NUMBER |  | ITEM |  | VOTE REQUIRED FOR APPROVAL OF EACH ITEM |  | ABSTENTIONS |  | UNINSTRUCTED SHARES |  | UNMARKED, SIGNED PROXY CARDS
1 |  | Election of Directors |  | Majority of votes cast |  | No effect |  | Not voted |  | Voted “for”
2 |  | Advisory vote on executive compensation |  | Majority of shares present and entitled to vote |  | Same effect as “against” |  | Not voted |  | Voted “for”
3 |  | Ratification of Appointment of Independent Auditor |  | Majority of shares present and entitled to vote |  | Same effect as “against” |  | Discretionary vote |  | Voted “for”

If you hold your shares in “street name” through a broker and you do not provide your broker with voting instructions, then, under New York Stock Exchange (“NYSE”) Rules, your broker may elect to exercise voting discretion with respect to “routine matters,” which includes the ratification of the appointment of our independent auditor (Proposal 3). However, on “non-routine” matters, which include the election of directors (Proposal 1) and the advisory vote on executive compensation (Proposal 2), your broker may not vote your shares unless you provide your broker with instructions. These so-called broker “non-votes” will be counted in determining whether there is a quorum.

What Constitutes a Quorum?

The presence at the Annual Meeting, by virtual presence online or by valid proxy, of the holders of a majority of the shares of our Common Stock outstanding on the Record Date will constitute a quorum, permitting us to conduct our business at the Annual Meeting. Proxies received but marked as abstentions and broker non-votes will be included in the calculation of the number of shares considered to be present at the Annual Meeting.

Who will Bear the Costs of this Proxy Solicitation?

We will bear the cost of solicitation of proxies. This includes the charges and expenses of brokerage firms and others for forwarding solicitation material to beneficial owners of our outstanding Common Stock. We may solicit proxies by mail, personal interview, telephone or via the Internet through our officers, directors and other management employees, who will receive no additional compensation for their services. In addition, we have retained Laurel Hill Advisory Group, LLC to assist with proxy solicitation. For their services, we will pay a fee of $7,000 plus out-of-pocket expenses.

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Information About the Annual Meeting, Proxy Materials and Voting

How will my shares be voted if other matters are presented at the Annual Meeting?

As of the date of this Proxy Statement, the Board of Directors does not intend to present at the Annual Meeting any matters other than those described in this Proxy Statement and does not know of any matters that will be presented by other parties. If any other matter is properly brought before the meeting for action by the stockholders, proxies will be voted in accordance with the recommendation of the Board of Directors or, in the absence of such a recommendation, in accordance with the judgment of the proxy holder.

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|  | Proposal 1 – Election of Directors

Our Bylaws provide that our Board of Directors, or the Board, shall be comprised of not less than three, nor more than twelve, directors with the exact number to be fixed by resolution of the Board. As of the date of this Proxy Statement, the Board is comprised of eight directors. John E. Kunz is not standing for re-election at the 2022 Annual Meeting. As a result, the Board has fixed the authorized number of directors at seven directors following the 2022 Annual Meeting. At the Annual Meeting, stockholders will be asked to elect each of the seven director nominees listed below, each of whom shall serve for a term of one year or until his or her successor is duly elected and qualified or until his or her earlier death, resignation or removal.

Below is information regarding each of the director nominees. Information regarding the Board’s process for nominating directors and director qualifications can be found below under the “Corporate Governance” section of this Proxy Statement.

Information on Directors Standing for Election

The biographies of each of the nominees below contains information regarding the experiences, qualifications, attributes or skills that caused the Nominating, Corporate Governance and Sustainability Committee and the Board to determine that the person should serve as a director of the Company. The name, age, business experience, and public company directorships of each nominee for director, during at least the last five years, are set forth in the table below.

Therese M. Bassett Age: 58 Director since: November 2019 |  | Ms. Bassett is the Managing Director of NuVentures LLC., a consulting firm focused on strategy, innovation and M&A pipeline development. Prior to NuVentures, she served as Chief Strategy, Innovation, and Mergers and Acquisitions Officer at Avnet, Inc., an electronic components and services company, where she was responsible for identifying growth opportunities to enhance the overall business portfolio, financial strength and global market value. During her 26-year career with Avnet, Ms. Bassett also held the positions of Senior Vice President, Global HR Solutions (2010- 2016), Vice President, Strategic Planning and Business Intelligence (1998-2010), Manager, Electronic Manufacturing Services Business Development (1995-1998), and International Export and Transportation Manager (1993-1995). She is a graduate of Temple University and received an MBA from the University of Phoenix.
| Qualifications: Ms. Bassett’s M&A, innovation and strategy expertise and her senior leadership experience reflected in her biography support the Board’s conclusion that she should again be nominated as a director.

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Proposal 1 – Election of Directors

John G. Boss Age: 62 Director since: December 2017 |  | Mr. Boss is the former President and Chief Executive Officer of Momentive Performance Materials Inc. (“MPM”). Mr. Boss served in this role from December 2014 to March 2020. MPM is a global producer of silicones, quartz and specialty ceramic materials. Mr. Boss served as a director of MPM Holdings Inc. from October 2014 to March 2020. Mr. Boss served as the President of the Silicones & Quartz Division at MPM since joining in March 2014 to December 2014 and served as its Executive Vice President from March 2014 to March 2020. In April 2014, shortly after Mr. Boss joined the company, MPM filed voluntary petitions for reorganization relief pursuant to Chapter 11 of the United States Bankruptcy Code. Mr. Boss’ career spans more than 30 years in the specialty chemicals and materials industry, including various executive leadership positions with Honeywell International, a producer of commercial and consumer products from 2003 through 2014. Mr. Boss served as Vice President and General Manager of Specialty Products, Vice President and General Manager of Specialty Chemicals and President of Honeywell Safety Products at Honeywell International. Prior to joining Honeywell, Mr. Boss held positions of increasing responsibility at Great Lakes Chemical Corporation and Ashland Corporation (formerly International Specialty Products). Since 2020, Mr. Boss has served as a Director for Cooper Standard Corporation and as a Director and Audit Committee Member for Libbey, Inc. Mr. Boss has a Master of Business Administration degree in Marketing and Finance from Rutgers Graduate School of Management in 1996 and a Bachelor’s Degree in Mechanical Engineering from West Virginia University in 1981.
| Qualifications: As reflected in his biography, Mr. Boss’ service in various leadership positions at other public companies, particularly, his recent service as a sitting chief executive officer at another public company and concomitant understanding of the day-to-day complexities and challenges of running such an organization, and his service on our Board, support the Board’s conclusion that he should again be nominated as a director.

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Proposal 1 – Election of Directors

Larry J. Magee Age: 67 Director since: January 2005 Chairman of the Board since: May 2020 |  | Mr. Magee has served as President of Magee Ventures Group, a consulting firm, since May 2018. Prior to his current position, he served as Interim CEO of Magnolia Group, LLC in Waco, Texas from April 2017 until May 2018. Mr. Magee was President and CEO of Heartland Automotive Services, Inc., the largest operator of quick lube retail service centers, operating over 540 Jiffy Lube locations in North America. He held this position from April 2015 until his retirement in October 2016. Prior to assuming the role of President and CEO of Heartland Automotive, Mr. Magee was the President, Consumer Tire U.S. & Canada, for Bridgestone Americas Tire Operations, LLC, a tire and rubber manufacturing company, a position he held from January 2011 until his retirement from Bridgestone in September 2013. He also served as Chairman of BFS Retail & Commercial Operations, LLC and Bridgestone of Canada, Inc. From December 2001 until January 2011, he served as Chairman, Chief Executive Officer and President of BFS Retail & Commercial Operations, LLC. Prior to December 2001, Mr. Magee served as President of Bridgestone/Firestone Retail Division, beginning in 1998. Mr. Magee has over 38 years combined experience in sales, marketing, and operational management, and held positions of increasing responsibility within the Bridgestone/Firestone family of companies during his 38-year tenure with Bridgestone/Firestone.
| Qualifications: The retail leadership expertise reflected in Mr. Magee’s biography, including his performance as the chief executive officer and as a board member for divisions of another company, as well as his participation on our Board, support the Board’s conclusion that he should again be nominated as a director.

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Proposal 1 – Election of Directors

Ann D. Murtlow Age: 61 Director since: February 2013 |  | Ms. Murtlow is the President and Chief Executive Officer of United Way of Central Indiana, an organization that fights for the education, financial stability, health and basic needs for Central Indiana through the development and support of programs and organizations that serve struggling families and move them to self-sufficiency, a position she has held since April 1, 2013 and will retire from effective June 30, 2022. Prior to assuming this role, Ms. Murtlow had a 30-year career in the global energy industry. Ms. Murtlow began her career as a design engineer with Bechtel Power Corporation, one of the world’s leading designers and constructors of electric utility infrastructure. Ms. Murtlow then joined AES Corporation (“AES”), where she developed a specialty in environmental permitting and became a leader in domestic and international power plant project development. She subsequently joined AES’s London office where she was named Vice President and Group Manager of AES’s development and operations in northern and central Europe. In 2002, Ms. Murtlow was named President and Chief Executive Officer at IPALCO Enterprises, Inc., and its subsidiary, Indianapolis Power & Light Company. Ms. Murtlow currently serves as a Director of Evergy, Inc., and its subsidiaries, Evergy Kansas Central, Inc. (Kansas corporation), Evergy Kansas South, Inc., Evergy Metro, Inc., and Evergy Missouri West, Inc. Ms. Murtlow served as a Director of First Internet Bancorp and its subsidiary, First Internet Bank, from 2013 until March 2020. Ms. Murtlow holds a Bachelor of Science degree in Chemical Engineering from Lehigh University and is a National Association of Corporate Directors Board Leadership Fellow.
| Qualifications: The financial and strategic leadership experience reflected in Ms. Murtlow’s biography, her service as the former chief executive officer of a regulated electric utility company, service on the boards of other public companies, her participation on our Board and her experience in corporate social responsibility, support the Board’s conclusion that she should again be nominated as a director.

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Proposal 1 – Election of Directors

Scott K. Sorensen Age: 60 Director since: May 2005 |  | Mr. Sorensen is currently the President, Chief Financial Officer and a member of the Board of Directors of Thatcher Company, Inc., a privately-held industrial chemical manufacturer. He has served in this role since January 2022. Previously, Mr. Sorensen served as Managing Director of Sorensen Capital, LLC from November 2019 until January 2022. From May 2018 through November 2019, Mr. Sorensen served as the President and Chief Operating Officer of Ivanti Software and member of its Board of Directors. Ivanti is a leading enterprise software provider of unified IT solutions for the security, endpoint management and service management requirements of customers. Prior to his role as President and Chief Operating Officer of Ivanti Software, Mr. Sorensen served as the President and Chief Executive Officer and was a member of the Board of Directors of Sorenson Holdings which is a leading provider of assistive communications products and services from 2016 – 2018. Mr. Sorensen also held the position of Chief Operating Officer from 2012 – 2016 and served as the Chief Financial Officer from 2007 – 2016. Previously, Mr. Sorensen served as the Chief Financial Officer of Headwaters Inc. from 2005 – 2007 which was a diversified energy and construction materials provider. Prior to joining Headwaters, Mr. Sorensen was the Vice President and Chief Financial Officer of Hillenbrand Industries, a manufacturer and provider of products and services for the health care and funeral services industries, from 2001 – 2005. Mr. Sorensen also served in various financial leadership roles at Westinghouse Electric and worked in the operations and aerospace practices with McKinsey & Company.
| Qualifications: Mr. Sorensen’s financial expertise and experience in corporate finance, combined with his experience in manufacturing, technology, strategy and mergers and acquisitions, as reflected in his biography, and his participation on our Board, support the Board’s conclusion that he should again be nominated as a director.

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Proposal 1 – Election of Directors

Stuart A. Taylor II Age: 61 Director since: August 2019 |  | Mr. Taylor is the Chief Executive Officer of The Taylor Group LLC, a private equity firm focused on creating and acquiring businesses. In this role, which he has held since 2001, Mr. Taylor oversees the firm’s sourcing and execution of investments and acquisition and disposition transactions. In addition, Mr. Taylor delivers deep financial and transactional expertise based on his Wall Street career along with significant experience as a director for publicly traded companies. He previously held positions as senior managing director at Bear, Stearns & Co. Inc. (1999-2001), and managing director of CIBC World Markets and head of its Global Automotive Group and Capital Goods Group (1996-1999). He also served as managing director of the Automotive Industry Group at Bankers Trust (1993-1996), following a 10-year position in corporate finance at Morgan Stanley & Co. Mr. Taylor was previously a member of the Board of Directors of Essendant Inc. formerly known as United Stationers Inc., a wholesale distributor of business products, from 2011 until its sale to Staples Inc. in January 2019. In addition, in October 2020, Mr. Taylor was appointed to the board of directors of Solenis LLC, a privately-held global producer of specialty chemicals for water-intensive industries, where he serves on the Compensation Committee. He also serves as a director for Hillenbrand Inc. and Ball Corporation. He is a graduate of Yale University and received an MBA from the Harvard Graduate School of Business.
| Qualifications: Mr. Taylor’s in-depth knowledge of strategic M&A and corporate development, financial expertise and service on other public company boards, as reflected in his biography, support our Board’s conclusion that he should again be nominated as a director.

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Proposal 1 – Election of Directors

Brent L. Yeagy Age: 51 Director since: October 2016 |  | Mr. Yeagy serves as President and Chief Executive Officer of Wabash National Corporation, a position he has held since June 2018. Prior to his current role, Mr. Yeagy was President and Chief Operating Officer of Wabash from October 2016 to June 2018. Mr. Yeagy joined Wabash in 2003 and held a number of positions with increasing responsibility, including Vice President of Manufacturing, Vice President and General Manager of Commercial Trailer Products, and Senior Vice President – Group President, Commercial Trailer Products. Prior to Wabash, from 1999 to 2003, Mr. Yeagy held various positions within human resources, environmental engineering and safety management for Delco Remy International. Mr. Yeagy served in various plant engineering roles at Rexnord Corporation from December 1995 through 1999. He also served in the United States Navy from 1991 to 1994. Mr. Yeagy holds a Bachelor of Science in Environmental Engineering Science and a Master of Science in Safety Engineering from Purdue University, and an MBA in Business Management from Anderson University. He has also attended executive programs at the University of Michigan’s Ross School of Business as well as Stanford’s Graduate School of Business. Mr. Yeagy is a graduate of the U.S. Navy’s Naval Nuclear Power Program and participated in the Navy’s Officer Candidate Program.
| Qualifications: Mr. Yeagy’s more than 25 years of experience in executive leadership, beginning with his career in the United States Navy, and his strong background in managing many facets of operations in a manufacturing company, as reflected in his biography, and his role as our President and Chief Executive Officer, support the Board’s conclusion that he should again be nominated as a director.

Board Recommendation

The Board of Directors UNANIMOUSLY recommends a vote “FOR” the election of each of the director nominees listed above.

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|  | Corporate Governance

Governance Guidelines & Code of Business Conduct & Ethics

The Board has adopted Corporate Governance Guidelines (the “Guidelines”) which set forth a framework within which the Board oversees and governs the affairs of Wabash. The Guidelines cover, among other things, the composition and functions of the Board, director independence, director stock ownership, management succession and review, Board committees, the selection of new directors, and director responsibilities and duties.

Our Board has also adopted a Code of Business Conduct and Ethics (which applies to all of our directors, officers, and employees) and an additional Code of Business Conduct and Ethics for the Chief Executive Officer and Senior Financial Officers (together, the “Codes”). The Codes cover, among other things, compliance with laws, rules and regulations (including insider trading), conflicts of interest, corporate opportunities, confidentiality, protection and use of Company assets, and the reporting process for any illegal or unethical conduct. Any amendment to, or waiver from, a provision of the Codes for a director or executive officer will be promptly disclosed and posted on our website as required by law or the listing standards of the NYSE.

The Guidelines and the Codes are available on the Governance/Governance Documents page of the Investor Relations section of our website at ir.onewabash.com and are available in print without charge by writing to: Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905.

Board Structure and its Role in Risk Oversight

Director Independence

In February 2022, our Board of Directors undertook its annual review of director independence to determine the independence of our directors in accordance with NYSE listing standards and the Guidelines. As a result of this review, the Board of Directors affirmatively determined that all of the directors nominated for election at the Annual Meeting and all currently serving directors are independent of Wabash and its management within the meaning of the rules of NYSE, with the exception of Brent L. Yeagy, our President and Chief Executive Officer.

Independent Chairman

The Board does not have a formal policy on whether the roles of Board Chairman and Chief Executive Officer should be separate or combined. Rather, the Guidelines provide that the independent members of the Board may select the Chairman of the Board and the Company’s Chief Executive Officer in the manner they consider in the best interests of the Company.

Currently, the Board believes that it is in the best interests of the Company for the Chairman and Chief Executive Officer positions to be held by separate persons, given the differences between the two roles in our current management structure. Our Chief Executive Officer, among other duties, is responsible for setting the strategic direction for the Company and the day-to-day leadership and performance of the Company, while the Chairman of the Board, among his other responsibilities, presides at the executive sessions of our independent and non-management directors (unless a lead independent director has been appointed) and facilitates communication between our independent directors and management. However, the Board reserves the right to combine the positions of the Chief Executive Officer and Chairman, should it determine that such a change is appropriate for our Company in the future.

In the event that our Board’s Chairman is not an independent director in accordance with NYSE listing standards and our Corporate Governance Guidelines, the independent directors shall appoint from among themselves a lead independent director. If appointed, such lead independent director shall preside at executive sessions. Our current Chairman is an independent director and we have no lead independent director at this time.

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Director Refreshment

Our Guidelines require that once any Board member reaches the age of 72, the Nominating, Corporate Governance and Sustainability Committee must annually consider the member’s continuation on the Board, and recommend to the Board whether, in light of all the circumstances, the Board should request that such member continue to serve on, or retire from, the Board. As of the date of the 2022 Annual Meeting, none of the director nominees will have reached the age of 72.

Director Attendance

During 2021, our Board held 4 meetings. In 2021, all of the directors attended 75% or more of the total meetings of the Board and of the committees on which they serve that were held during the period that the director served on the Board. Our Board strongly encourages all of our directors to attend our Annual Meeting, and in 2021, all of our then serving directors attended the Annual Meeting.

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Board’s Role in Risk Oversight

Board of Directors The Board believes that strong and effective internal controls and risk management processes are essential elements in achieving long-term stockholder value. The Board, directly and through its committees, is responsible for overseeing material risks potentially affecting the Company, while management is responsible for implementing processes and controls to mitigate the effects of identified risks on the Company and managing day-to-day risks. Management also provides the Board with regular reports regarding oversight of financial and systemic risks within the Company. The risk oversight by each of the Board committees is detailed below. Each committee reports to the Board of Directors quarterly regarding the committee’s risk management considerations and actions.
Audit Committee •Reviews audit and financial controls •Investigates any matters pertaining to the integrity of management, including conflicts of interest, compliance with our financial controls, and adherence to Company policies •Regularly meets with our General Counsel and members of management to discuss and assess potential enterprise risks, including potential cyber security risks and risk management related to information privacy •Regularly meets with our external auditors to discuss and assess potential risks •Reviews our risk management practices and risk-related policies (including the Codes) •Evaluates potential related person transactions |  |  |  | Nominating, Corporate Governance and Sustainability Committee •Reviews our Governance Guidelines and Code of Business Conduct and Ethics and recommends revisions as necessary •Evaluates director independence, board structure and committee membership •Oversees annual evaluation of the Board, Committees, Chairman of the Board and CEO •Reviews the Corporate Responsibility Report and recommends revisions as appropriate •Oversees Board succession and professional development |  |  |  | Compensation Committee •Monitors our executive compensation packages and our incentive compensation plans, which seek to encourage appropriate, and not excessive, risk-taking by our executives and other employees |  |  |  | Finance Committee •Assists the Board in its oversight of the Company’s capital structure, financing, investment and other financial matters of importance to the Company

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Committees of the Board

The Board has four standing committees: (1) the Nominating, Corporate Governance and Sustainability Committee, (2) the Compensation Committee, (3) the Audit Committee and (4) the Finance Committee. Each committee maintains a charter, which can be accessed electronically from the Governance/Governance Documents page of the Investor Relations section of our website at ir.onewabash.com or by writing to us at Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905.

The following table indicates each standing committee or committees on which our directors served in 2021:

NAME |  | NOMINATING, CORPORATE GOVERNANCE AND SUSTAINABILITY COMMITTEE |  | COMPENSATION COMMITTEE |  | AUDIT COMMITTEE |  | FINANCE COMMITTEE
Therese M. Bassett |  | Member |  |  |  |  |  | Member
John G. Boss |  | Member |  |  |  |  |  | Member
John E. Kunz |  |  |  |  |  | Chair |  | Member
Larry J. Magee |  | Member |  | Member |  |  |  |
Ann D. Murtlow |  | Chair |  | Member |  |  |  |
Scott K. Sorensen |  |  |  | Chair |  | Member |  |
Stuart A. Taylor II |  |  |  |  |  | Member |  | Chair
Brent L. Yeagy |  |  |  |  |  |  |  | Member

Nominating, Corporate Governance and Sustainability Committee

The Nominating, Corporate Governance and Sustainability Committee met 4 times during 2021. The Nominating, Corporate Governance and Sustainability Committee’s responsibilities include:

• |  | Assisting the Board by leading board member recruitment efforts, including identifying individuals or reviewing stockholder-nominated individuals qualified to become directors, recommending to the Board the director nominees for the next annual meeting of stockholders, and performing initial interviews of potential board member candidates;

• |  | Developing and recommending to the Board a set of corporate governance principles applicable to the Company;

• |  | Leading the Board in its annual review of the Board’s performance; and

• |  | Recommending to the Board director nominees for each Board committee.

As part of the Nominating, Corporate Governance and Sustainability Committee’s annual review of the Board’s performance, and its process for recommending director nominees for the next annual meeting of stockholders (which is described in more detail below under “Nomination of Director Candidates,”) it regularly considers each member’s attendance and overall contributions to the Board, the diversity of the Board’s composition (including diversity of expertise, geography, age, gender, race, and ethnicity), and the willingness of a member to represent and serve the long-term interests of our stockholders.

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Compensation Committee

The Compensation Committee met 5 times during 2021. The Compensation Committee’s responsibilities include:

• |  | Considering, recommending, and approving our incentive compensation plans and our equity-based plans for our executive officers;

• |  | Annually reviewing and recommending to the Board the forms and amounts of director compensation; and

• |  | Annually reviewing and approving the corporate goals and objectives relevant to the CEO’s and other executive officers’ compensation, evaluating their performance in light of those goals and objectives, and setting compensation levels based on the evaluations.

In 2021, as in past years, the Compensation Committee engaged an independent compensation consultant, Meridian Compensation Partners LLC (“Meridian”). The Compensation Committee requested that Meridian provide competitive market assessments regarding executive officer compensation, which were used by the Compensation Committee in determining the appropriate executive officer compensation levels for 2021 that are in line with the Company’s compensation plans, philosophies and goals. Meridian also provides market assessments regarding non-employee director compensation.

Additional information regarding the Compensation Committee’s process for determining executive officer compensation can be found below in the Compensation Discussion and Analysis section of this Proxy Statement under the heading “Compensation Methodology and Process.”

Audit Committee

The Board has established a separately designated standing Audit Committee in accordance with the requirements of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). The Audit Committee met 8 times during 2021. In addition to the Board’s determination that each member of the Audit Committee is “independent” within the meaning of the rules of the NYSE, the Board also determined that Messrs. Kunz, Sorensen and Taylor are “audit committee financial experts” as defined by the rules of the SEC, and that they have accounting and related financial management expertise within the meaning of the listing standards of the NYSE.

The Audit Committee’s responsibilities include:

• |  | Reviewing the independence of the independent auditors and making decisions regarding engaging and discharging independent auditors;

• |  | Reviewing with the independent auditors the plans and results of auditing engagements;

• |  | Reviewing and approving non-audit services provided by our independent auditors and the range of audit and non-audit fees;

• |  | Reviewing the scope and results of our internal audit procedures and the adequacy of the system of internal controls;

• |  | Overseeing special investigations, if any;

• |  | Reviewing our financial statements and reports filed with the SEC;

• |  | Overseeing our efforts to ensure that our business and operations are conducted in compliance with legal and regulatory standards applicable to us, as well as ethical business practices;

• |  | Overseeing the Company’s internal reporting system regarding compliance with federal, state and local laws;

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• |  | Establishing and implementing procedures for confidential communications for “whistleblowers” and others who have concerns with our accounting, internal accounting controls and audit matters; and

• |  | Reviewing our significant accounting policies.

Cybersecurity is a critical part of risk management for the Company. The Audit Committee appreciates the rapidly evolving nature of threats presented by cybersecurity incidents and is committed to the prevention, timely detection, and mitigation of the effects of any such incidents on the Company.

Finance Committee

The Finance Committee met 3 times during 2021. The Finance Committee’s responsibilities include evaluating and making recommendations to the Board with respect to:

• |  | Strategic transactions, including mergers, acquisitions, and divestitures, as well as joint ventures and other equity investments;

• |  | The Company’s capital structure, including potential issuances of debt and equity securities, credit agreements and material changes thereto, capital investment policy, leverage and liquidity levels, share repurchases, stock splits, and dividends;

• |  | Cash generation capability and cash forecasts;

• |  | The Company’s operational objectives and priorities for the deployment of capital to advance the corporate strategy;

• |  | The parameters of, and assumptions underlying, the Company’s annual operating plan, capital plan and long-term financial plan; and

• |  | The Company’s performance with respect to strategies, investments, and initiatives versus original projections.

Related Persons Transactions Policy

Our Board has adopted a written Related Persons Transactions Policy that sets forth our policy and procedures for review, approval and monitoring of transactions between the Company and “related persons.” Related persons include directors, nominees for director, executive officers, stockholders owning 5% or greater of our outstanding stock, and any immediate family members of the aforementioned. The Related Persons Transactions Policy is administered by a committee designated by the Board, which is currently the Audit Committee.

Pursuant to the policy, transactions involving amounts exceeding $120,000, in which a related person has a direct or indirect material interest, must be approved, rejected or referred to the Board by the Audit Committee. The policy provides that as a general rule all related person transactions should be on terms reasonably comparable to those that could be obtained by the Company in arm’s length dealings with an unrelated third party. However, the policy takes into account that in certain cases it may be impractical or unnecessary to make such a comparison. In such cases, the transaction may be approved in accordance with the provisions of the Delaware General Corporation Law. When evaluating potential related person transactions, the Audit Committee considers all reasonably available facts and circumstances and approves only the related person transactions determined in good faith to be in compliance with, or not inconsistent with, our Code of Business Conduct and Ethics, and the best interests of our stockholders.

The Related Persons Transaction Policy provides that management, or the affected director or officer will bring any potentially relevant transaction to the attention of the Audit Committee. Additionally, each year, our directors and executive officers complete questionnaires designed to elicit information about potential related person transactions, and the directors and officers must promptly advise the Corporate Secretary if there are any changes

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to the information previously provided. If a director is involved in the transaction, he or she will be recused from all discussions and decisions with regard to the transaction, to the extent practicable. The transaction must be approved in advance. All related person transactions will be disclosed to the full Board and will be included in the Company’s proxy statement and other appropriate filings as required by the rules and regulations of the SEC and the NYSE. During 2021, there were no required disclosures arising from such relationships.

Nomination of Director Candidates

Qualifications of Director Candidates

To be considered by the Nominating, Corporate Governance and Sustainability Committee, a director nominee must meet the following minimum criteria:

• |  | Has the highest personal and professional integrity;

• |  | Has a record of exceptional ability and judgment;

• |  | Possesses expertise, skills, experience and knowledge useful to our oversight;

• |  | Is able and willing to devote the required amount of time to our affairs, including attendance at Board and committee meetings; and

• |  | Has the interest, capacity and willingness, in conjunction with the other members of the Board, to serve the long-term interests of the Company and its stockholders.

In reviewing these and other relevant criteria, the Board may consider the diversity of director candidates, including diversity of expertise, geography, gender, race, and ethnicity. We seek independent directors who represent a mix of backgrounds and experiences that will enhance the quality of the Board’s deliberations and decisions. The goal in reviewing these characteristics and the professional skills and knowledge for individual director candidates is that they, when taken together with those of other Board members, will lead to a Board that is effective, collegial, and responsive to the needs of the Company and its stockholders.

Director Nomination Process

The Nominating, Corporate Governance and Sustainability Committee recommends to the Board nominees that best suit the Board’s needs at the time of the nomination. Nominees are selected by the committee with the assistance of, if desired by the committee, a retained search firm, after reviewing the candidates’ credentials, clearing potential conflicts, performing reference checks, and conducting interviews with the candidates to determine if they meet the qualifications described above.

The Nominating, Corporate Governance and Sustainability Committee will consider stockholder recommendations for director nominees sent to the Nominating, Corporate Governance and Sustainability Committee, Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905. Stockholder recommendations for director nominees should include:

• |  | The name and address of the stockholder recommending the person to be nominated;

• |  | A representation that the stockholder is a holder of record of our stock, including the number of shares held and the period of holding;

• |  | A description of all arrangements or understandings between the stockholder and the recommended nominee;

• |  | Such other information regarding the recommended nominee as would be required to be included in a proxy statement filed pursuant to Regulation 14A under the Exchange Act;

• |  | The consent of the recommended nominee to serve as a director if so elected; and

• |  | All other required information set forth in our Bylaws.

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Stockholders’ nominees that comply with the procedures for submitting a stockholder nomination will receive the same consideration as other candidates identified by or to the Nominating, Corporate Governance and Sustainability Committee. The procedures for submitting a stockholder nomination are set forth below under the heading “General Information – Stockholder Proposals and Nominations.” Upon receipt by the Corporate Secretary of a stockholder notice of a director nomination, the Corporate Secretary will notify the stockholder that the notice has been received and will be presented to the Nominating, Corporate Governance and Sustainability Committee for review.

Director Compensation

The Compensation Committee makes recommendations to the full Board regarding non-employee director compensation. Meridian reviewed our director compensation with the Compensation Committee during 2021. As a result of such review, at the February 2021 Board meeting and based upon the recommendation of our Compensation Committee, the Board approved an increase of $15,000 to the equity retainer and kept the cash retainer at the same level that was approved in 2020, and additionally approved a $50,000 increase for the Chairman of the Board, a $5,000 increase for the Audit Committee Chair, and a $3,000 increase for the Compensation Committee Chair. At the May 2021 Board meeting, in connection with the formation of the Finance Committee, the Board approved initial retainers of $8,000 and $15,000 for the Finance Committee members and the Finance Committee Chair, respectively, resulting in the following annual retainers for 2021 and 2022:

ANNUAL RETAINERS (1) |  | AMOUNT |
Board |  |  | $205,000 | (2)
Member: |  |  |  |
|  | Audit Committee |  |  | $ 10,000 |
|  | Compensation Committee |  |  | $ 8,000 |
|  | Nominating, Corporate Governance and Sustainability Committee |  |  | $ 8,000 |
|  | Finance Committee |  |  | $ 8,000 |
Chairman of the Board |  |  | $ 75,000 |
Audit Committee Chair |  |  | $ 20,000 |
Compensation Committee Chair |  |  | $ 15,000 |
Nominating, Corporate Governance and Sustainability Committee Chair |  |  | $ 10,000 |
Finance Committee Chair |  |  | $ 15,000 |

(1) | All annual cash retainers are paid in quarterly installments. Annual grants of restricted stock units, referenced in footnote 2 below, are granted as a single award following the election of directors at the annual meeting.

(2) | Consists of an $80,000 cash retainer and an award of restricted stock units of Company stock having an aggregate market value at the time of grant of $125,000. Restricted stock units vest in full on the first anniversary of the grant date.

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The following table summarizes the compensation paid to our directors during 2021, other than Mr. Yeagy, whose compensation is discussed below under Executive Compensation.

Director Compensation for the Year Ended December 31, 2021 |
NAME |  | (1) FEES EARNED OR PAID IN CASH ($) |  |  | (2) STOCK AWARDS ($) |  |  | (3) ALL OTHER COMPENSATION ($) |  |  | TOTAL ($) |
Larry J. Magee |  | $ | 171,000 |  |  | $ | 125,017 |  |  | $ | 6,840 |  |  | $ | 302,857 |
Therese M. Bassett |  | $ | 96,000 |  |  | $ | 125,017 |  |  | $ | — |  |  | $ | 221,017 |
John G. Boss |  | $ | 96,000 |  |  | $ | 125,017 |  |  | $ | 3,840 |  |  | $ | 224,857 |
John E. Kunz |  | $ | 108,000 |  |  | $ | 125,017 |  |  | $ | 4,320 |  |  | $ | 237,337 |
Ann D. Murtlow |  | $ | 98,000 |  |  | $ | 125,017 |  |  | $ | — |  |  | $ | 223,017 |
Scott K. Sorensen |  | $ | 105,000 |  |  | $ | 125,017 |  |  | $ | 4,200 |  |  | $ | 234,217 |
Stuart A. Taylor II |  | $ | 102,462 |  |  | $ | 125,017 |  |  | $ | — |  |  | $ | 227,479 |

(1) | Consists of cash fees earned in 2021 for annual retainers. This column includes any amounts a director elects to defer pursuant to the Non-Qualified Deferred Compensation Plan. The terms of this plan are discussed below.

(2) | For each director, consists of a grant of 7,504 restricted stock units on May 12, 2021, which vest on May 12, 2022. As of December 31, 2021, each of the non-employee directors held 7,504 unvested restricted stock units.

(3) | Consists of the Company’s match pursuant to our Non-Qualified Deferred Compensation Plan. The Company fully matches the first 3% of earnings deferred by a participant under the Non-Qualified Deferred Compensation Plan. In addition, the Company will contribute 1/2% for each additional percent of deferred earnings contributed by the participant, up to a maximum of 5% of the participant’s deferred earnings (thus resulting in a maximum of a 4% Company match on a participant’s deferral of 5% of his/her earnings).

Non-employee Director Stock Ownership Guidelines

The Board believes that it is important for each director to have a financial stake in the Company because it aligns the director’s interests with those of the Company’s stockholders. To meet this objective, the Board has established stock ownership guidelines, which require each non-employee director to hold 50% of all Company shares received from annual retainers (the “Director Holding Requirement”) until the non-employee director achieves a target ownership level equal to five (5) times the cash portion of the non-employee director’s Annual Board Retainer (provided, however, that the Director Holding Requirement shall never prohibit a director from withholding, selling, or tendering enough shares from an equity award to satisfy all applicable withholding taxes on such award). Once a non-employee director has achieved his/her stated target ownership level, s/he is no longer required to adhere to the Director Holding Requirement, unless and until his/her ownership level falls below the target.

For purposes of calculating target ownership levels, the following types of Company shares are counted: stock owned by the non-employee director and vested and unvested restricted stock and restricted stock units, including those deferred under the non-qualified deferred compensation plan.

Non-employee directors are required to comply with the Director Holding Requirement immediately upon their appointment as a director and are required to meet their target ownership level within five years of becoming a director. As of December 31, 2021, all non-employee directors had either met their target ownership level or had more time to do so, and all directors who had not yet met their target ownership level were in compliance with the Director Holding Requirement.

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Non-Qualified Deferred Compensation Plan

Directors may defer their cash retainer and their restricted stock unit awards under the Company’s non-qualified deferred compensation plan. The Company matches dollar-for-dollar the first 3% of cash retainers that a director defers into the plan and one-half of the next 2% the director contributes to the plan. The Company does not make matching contributions with respect to any deferred restricted stock unit awards. Deferrals of cash retainers may be invested into one or more investment funds available under the plan from time to time, and directors can elect to have the funds paid out in a lump sum or up to 10 annual installments following termination from the Board, as well as limited in-service distributions. Deferrals of restricted stock units are deemed invested in shares of the Company’s common stock and are paid out in shares at the time the director terminates from the Board. The deferred compensation plan is unfunded and subject to forfeiture in the event of bankruptcy.

Other

The Company reimburses all directors for travel and other reasonable, necessary business expenses incurred in the performance of their services for the Company and extends coverage to them under the Company’s travel accident and directors’ and officers’ liability insurance policies. In addition, the Company allocates to each director an allowance of $10,000 (every two years) to reimburse costs associated with attending continuing education courses related to Board of Directors service.

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|  | Compensation Discussion and Analysis

Compensation Highlights

Our compensation program is designed to motivate our executives and other salaried employees to execute our business strategies and strive for higher Company performance, while maintaining our core values, as described in our Proxy Statement Summary. Although Wabash’s compensation program applies to most salaried employees, the following compensation discussion and analysis (“CD&A”) focuses on our compensation program and policies’ applicability to our Named Executive Officers, whom we refer to as NEOs. Our NEOs for 2021 are as follows:

Brent L. Yeagy President and Chief Executive Officer
Michael N. Pettit Senior Vice President and Chief Financial Officer |  | Dustin T. Smith Senior Vice President, Chief Strategy Officer
Kevin J. Page Senior Vice President, Customer Value Creation |  | M. Kristin Glazner Senior Vice President and General Counsel, Corporate Secretary, and Chief Human Resources Officer

Compensation Best Practices

Highlighted below are certain executive compensation governance practices (that we employ and avoid) that support the needs of our business, drive performance and align with our stockholders’ long-term interests. These practices include:

PRACTICES WE EMPLOY

✔ | Pay for Performance

✔ | Market Competitive Executive Severance/Change in Control Policy

✔ | Annual Review of our Peer Group

✔ | Incentive Compensation Designed to Discourage Excessive Risk-Taking

✔ | Annual NEO Performance and Pay Review

✔ | Rigorous Stock Ownership Requirements for Executives and Non-Employee Directors

✔ | Engage Independent Compensation Consulting Firm

PRACTICES WE AVOID

× | Pledging, Hedging, and Short Sales of Our Stock

× | Repricing Underwater Stock Options or Stock Appreciation Rights Without Stockholder Approval

× | Employment Contracts

× | Executive Pension Plans

× | Substantial Perquisites

× | Having Non-Independent Directors on the Compensation Committee

× | Single Trigger Change in Control Benefits

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Compensation Discussion and Analysis

Summary of Compensation Elements

Each component of Wabash’s compensation program is summarized in the table below. A more detailed discussion of each element can be found below under the heading “Compensation Program Elements.”

COMPONENT |  | DESCRIPTION |  | WHERE REPORTED IN THE EXECUTIVE COMPENSATION TABLES
Base Salary |  | •Fixed cash compensation. •Takes into consideration executive’s level of responsibility, experience, knowledge and performance, internal equity considerations, and a competitive market assessment. |  | • Summary Compensation Table – “Salary” column
Short-Term Incentive Award |  | •Variable short-term incentive paid in cash based on annual performance against Company-wide financial goals. •Purpose is to promote the achievement of short-term financial goals aligned with fiscal year operational objectives and stockholder interests. |  | • Summary Compensation Table – “Non-Equity Incentive Plan Compensation” column • Grants of Plan-Based Awards Table – “Estimated Possible Payouts Under Non-Equity Incentive Plan Awards” column
Long-Term Incentive Award |  | •Variable compensation delivered through a combination of Performance Stock Units and Restricted Stock Units. •Objectives are to create alignment with stockholder interests and promote achievement of longer-term financial and strategic objectives, reward executives for long-term growth and performance of the Company and encourage executive retention. |  | • Summary Compensation Table – “Stock Awards” column • Grants of Plan-Based Awards Table – “Estimated Possible Payouts Under Equity Incentive Plan Awards” column •Outstanding Equity Awards at Fiscal Year-End table • Option Exercises and Stock Vested Table
Perquisites |  | •We provide limited perquisites to help us remain competitive with the market. |  | • Summary Compensation Table – “All Other Compensation” column
Retirement and Deferred Compensation Benefits |  | •The NEOs participate in our 401(k) plan, which includes a Company match, on the same terms as all other salaried employees. •A select group of employees, including the NEOs, can elect to defer their base salary and/or their annual cash bonus under our non- qualified deferred compensation plan. We partially match employee contributions when the performance of the Company allows. |  | • Summary Compensation Table – “All Other Compensation” column • Non-Qualified Deferred Compensation Table
Potential Payments Upon Change in Control and Certain Terminations of Employment |  | •Encourages executives to operate in the best interests of stockholders both before and after a Change in Control event. •Provides market competitive benefits in the event of certain terminations of employment. |  | •Potential Payments on Termination or Change in Control Payment and Benefits Estimate Table

Our 2021 Say-on-Pay Vote

The Compensation Committee carefully considered the results of the Company’s “Say-on-Pay Vote” taken by stockholders at its 2021 Annual Meeting, and the Committee plans to continue to carefully consider the results of this vote each year. At the 2021 Annual Meeting, over 97% of the stockholder votes cast on the proposal were cast in favor of the resolution stating that the stockholders “approve the compensation of Wabash’s executive officers.” The Compensation Committee believes that the level of support indicated by this vote reflects favorably on the Company’s executive compensation program, which emphasizes “pay for performance,” even in the highly cyclical industry in which Wabash operates.

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Compensation Discussion and Analysis

Compensation Objectives and Philosophy

The primary objectives and philosophy of our compensation programs are to (i) drive executive behaviors that maximize long-term stockholder value creation, (ii) attract and retain talented executive officers with the skills necessary to successfully manage and grow our business, and (iii) align the interests of our executive officers with those of our stockholders by rewarding them for strong Company performance. In support of these objectives, we:

• |  | Target NEO total compensation package competitive with peers – We regularly compare our NEOs’ total compensation levels, as well as the elements of our NEO pay, with companies of a similar industry, size and complexity;

• |  | Deliver a meaningful proportion of NEO compensation in share-based incentives – In 2021, approximately 62% of Mr. Yeagy’s total direct compensation (i.e., base salary, target short-term incentive and target long-term incentive), and on average 45% of the other NEOs’ total direct compensation, was targeted to be delivered in the form of restricted stock units and performance stock units, with a goal of driving sustainable stockholder value;

• |  | Encourage NEOs to be long-term stockholders – In addition to delivering a significant portion of each of our NEO’s compensation in share-based compensation, we also require that each of our NEOs hold shares of our stock equal to a multiple of his or her base salary; and

• |  | Weight a significant portion of NEO compensation toward variable and performance-based pay elements – In 2021, approximately 81% of Mr. Yeagy’s total direct compensation, and on average 68% of the other NEOs’ total direct compensation, was targeted to be delivered in variable short-term (annual) or long-term incentive compensation.

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Compensation Discussion and Analysis

Compensation Methodology and Process

The Compensation Committee, consisting of only independent members of the Board, is responsible for considering, recommending, and approving our incentive compensation plans and our equity-based plans for our executive officers. In connection with that work, the Compensation Committee annually reviews and approves the corporate goals and objectives relevant to the CEO’s and other executive officers’ compensation, evaluating their performance in light of those goals and objectives, and setting compensation levels based on the evaluations. In addition, the Compensation Committee annually reviews and recommends to the Board the forms and amounts of director compensation.

To assist it in setting executive compensation for 2021, the Compensation Committee engaged Meridian, an independent compensation consultant, to help ensure that our compensation packages remain competitive with the market. Additional details about Meridian’s role is discussed below under the heading “The Role of the Independent Compensation Consultant.” In addition to reviewing the market data provided by Meridian, the Compensation Committee also considered the following factors when making compensation decisions for each of our NEOs in 2021:

• |  | The CEO’s evaluation of each of the other NEOs’ performance, as well as his recommendations for changes to the NEOs’ base salaries (if any) and annual and long term incentive plan target award levels. Note that the Compensation Committee has the discretion to accept, reject or modify any of the CEO’s recommendations, and the NEOs are not present during these discussions;

• |  | Our Directors’ annual evaluation of the CEO’s performance, as obtained by the Nomination and Governance Committee, and delivered by the Compensation Committee;

• |  | The executive’s level of responsibility, experience, knowledge and performance during the prior year;

• |  | Internal pay equity;

• |  | The expected cost of the incentive plans to the Company and the present and future availability of shares under our equity plans; and

• |  | The results of our annual non-binding “say-on-pay” proposal, as discussed above under the heading “Our 2021 Say-On-Pay Vote.”

The Role of Independent Compensation Consultant

As noted above, for 2021, the Compensation Committee retained Meridian to provide compensation market data and generally review and advise the Committee regarding our compensation programs, policies and disclosures.

Specifically, Meridian’s engagement encompasses advisory services such as annual review of executive compensation philosophy, a competitive assessment of executive compensation levels and “pay-for-performance” linkage, executive cash and equity incentive program design, competitive assessment of non-employee director compensation, and other ad hoc support. Meridian works at the direction of, and reports directly to, the Compensation Committee. Meridian does not provide any other services to Wabash.

The Compensation Committee has evaluated Meridian as a compensation consultant, taking into consideration all relevant factors required under NYSE listing standards, and has determined, based on its analysis in light of all relevant factors, that the work of Meridian has not created any conflicts of interest, and that Meridian is independent pursuant to the independence standards set forth in the NYSE listing standards promulgated pursuant to Section 10C of the Exchange Act.

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Compensation Discussion and Analysis

Peer Group Analysis and Market Compensation Data

As referenced above, Meridian provides the Compensation Committee with market compensation data to help the Compensation Committee assess the competitiveness of total compensation for each NEO. However, the Committee does not use this data to specifically target a certain percentage or level of compensation for the NEOs compared to our peer groups. Rather, the Committee considers competitive peer group data as one significant factor in setting pay levels.

Meridian provides the Compensation Committee with market data from the following two sources: (i) published proxies of companies specifically selected as proxy peer companies (the “Proxy Peer Group”), and (ii) the proprietary Equilar database. In setting 2021 compensation, the Committee utilized data from the Proxy Peer Group as the primary data source to assess the competitive positioning for the CEO and CFO’s target compensation. Given the limited data available from proxies for other positions, the Committee utilized information from the Equilar database as the primary data source to assess market competitiveness of the other NEOs’ compensation. Data from the Equilar database was considered a secondary data source for the CEO and CFO positions.

The companies in the Proxy Peer Group and the Equilar Database are similar to Wabash in revenue, complexity, and market capitalization, as shown in the table below:

|  | REVENUE* |  | MARKET CAPITALIZATION**
Proxy Peer Group |  |  |  |
Range |  | $706 million – $2.812 billion |  | $167 million – $13.533 billion
Median |  | $2.163 billion |  | $1.947 billion
Equilar Survey Group |  |  |  |
Range |  | $825 million – $3.884 billion |  | $271 million – $13.533 billion
Median |  | $2.326 billion |  | $2.569 billion
Wabash National Corporation |  | $1.657 billion |  | $785 million

* | Revenues reflect those from the most recent four quarters reported as of 9/30/2020.

** | As of November 2, 2020.

With the help of Meridian, the Committee reviews annually the Proxy Peer Group to confirm that it continues to be an appropriate comparator group and makes adjustments as it deems appropriate. The companies that make up the Proxy Peer Group for 2021 are:

2021 PROXY PEER GROUP
A.O. Smith Corporation |  | EnPro Industries, Inc. |  | Meritor, Inc.
Allison Transmission Holdings, Inc. |  | Federal Signal Corporation |  | Modine Manufacturing Company
Barnes Group |  | Greenbrier Companies, Inc. |  | Nordson Corp.
Chart Industries, Inc. |  | Harsco Corporation |  | The Shyft Group, Inc.
Commercial Vehicle Group, Inc. |  | IDEX Corporation |  | Titan International, Inc.
Cooper-Standard Holdings Inc. |  | ITT, Inc. |  | Trinity Industries, Inc.
Donaldson Company, Inc. |  | LCI Industries |  | Woodward, Inc.

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##### Table of Contents

Compensation Discussion and Analysis

Compensation Program Elements

The following information describes, in detail, each element of our executive compensation program for 2021, including a discussion of performance metrics and compensation levels. It is intended that this information be read in conjunction with the information provided in the tables that follow this CD&A.

Base Salary

Base salaries are intended to provide a stable source of compensation for each of our NEOs. In determining salary levels for each of our NEOs, the Committee takes into consideration a competitive market assessment provided to it by Meridian, the NEO’s individual performance, level of responsibility, experience and knowledge, as well as each NEO’s current salary as compared to the other NEOs and officers of the Company. The following table shows the changes that the Committee made to the NEOs’ 2021 base salaries compared to their base salaries in effect at the end of 2020. All base salary increases were effective as of March 22, 2021.

NAME |  | 2021 ANNUAL BASE SALARY |  | % INCREASE FROM 2020
Mr. Yeagy |  | $950,000 |  | 5.6%
Mr. Pettit |  | $425,000 |  | 9.0%
Mr. Smith |  | $435,000 |  | 4.8%
Mr. Page |  | $390,000 |  | 11.4%
Ms. Glazner |  | $400,000 |  | 9.6%

As shown in the table above, the Committee approved increases for each of the NEOs, in each case in recognition of the NEO’s performance during the preceding year and to better align the NEO’s base salary with the competitive market data.

Short-Term Incentive Plan

Our short-term incentive plan, or MIP Plan, is designed to reward participants (which include each of the NEOs as well as other key executives and employees) with a cash bonus for meeting or exceeding financial and other performance goals during a calendar year. At the beginning of each year, we establish a target MIP rate for each participant, which is equal to the percentage of the participant’s base salary that he or she will receive as a cash bonus if the MIP goals are achieved at target. However, the actual bonus received may be higher or lower, depending on our financial performance against pre-established performance metrics, which are described in more detail below. We also have the ability, in our discretion, to decrease (or completely eliminate) a participant’s MIP bonus if he or she fails to meet his or her personal performance criteria reviewed during the Company’s employee performance review process.

MIP Target Rates

After review and consideration of peer group data and discussion with Meridian, the Committee approves target MIP rates for each of our NEOs, expressed as a percentage of base salary. The 2021 target MIP rates for each NEO were as follows:

|  | 2021 TARGET MIP RATE
Mr. Yeagy |  | 100%
Mr. Pettit |  | 70%
Mr. Smith |  | 70%
Mr. Page |  | 70%
Ms. Glazner |  | 70%

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Ms. Glazner received a target increase from 65% to 70% in 2021 to recognize that she took on the role of General Counsel in 2020 in addition to being the Chief Human Resources Officers.

Performance Metrics and Results for the 2021 MIP Plan

Payouts under our 2021 MIP Plan were based 70% on Operating Income and 30% on Net Working Capital. The Committee chose to continue to use Operating Income because it believes it is an important indicator of profitability, future growth and stock performance. For the 2021 MIP, the Committee replaced the Free Cash Flow metric with Net Working Capital as a Percentage of Sales (“NWC”). The Committee views NWC to be a better indicator of future long-term growth than Free Cash Flow, and previously used NWC as a metric for under our Long-Term Incentive Plan. However, because operational efficiency and cash flow drives NWC performance, the Committee determined NWC is better suited as an annual performance metric since those are items that management can impact over a shorter time-horizon. Therefore, the Committee moved NWC to our MIP and removed it from our Long-Term Incentive Plan for 2021. We defined Operating Income and NWC under the MIP as follows:

• |  | Operating Income means income from operations as reported in our financial statements.

• |  | Net Working Capital as a Percentage of Sales equals the quotient of (a) total accounts receivable plus inventory minus accounts payable minus customer deposits, divided by (b) net sales, as reported in our financial statements.

The level of achievement of Operating Income and Net Working Capital for 2021 under the MIP are determined after adjusting results to exclude any cumulative effects of: changes in GAAP during the year; the transaction costs (including legal, due diligence and investment banking expenses) of any merger, acquisition or divestiture consummated during the performance period that has a total purchase or sale price of more than $20 million; any asset write-down or goodwill impairment expense during the performance period that exceeds $3 million; and the effects of items that are either of an unusual nature or infrequently occurring, as described in Financial Accounting Standards Board Accounting Standards Update No. 2015-01. In addition, Operating Income will be adjusted to exclude the cumulative effect of changes in applicable tax laws resulting in a discrete item of tax expense or benefit to the Company during the year and expenses associated with judgements or the settlement of any claims during the year that exceed $3 million.

Both the Operating Income and the NWC performance metrics under the MIP Plan may be achieved at a threshold, target or maximum level. The threshold, target and maximum goals were based on various outcomes considered by the Compensation Committee, with the target amounts reflecting the Company’s operating budget approved by the Board.

Because annual targets for performance goals are set at levels based on our expected financial performance for the year, the Committee believes that paying at 200% of a performance metric’s target for superior performance (set at 125% of the Operating Income target goal and 115% of the NWC target goal under the Board-approved operating budget) provides appropriate incentive to achieve outcomes clearly exceeding target expectations. However, by capping the potential payout at 200% for such superior performance, the Committee believes this reduces the risk that executives might be motivated to pursue excessively high short-term goals to maximize short-term payouts, at the expense of the long-term performance of the Company.

The Committee further believes that threshold amounts, which are set at 75% of the Operating Income target goal and 85% of the NWC target goal under the Board-approved operating budget, represent sufficient performance to warrant incentive compensation, and that a potential payout equal to 35% of target is appropriate for such an achievement level. If the threshold level of performance for a particular goal is not achieved, the payout for that

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goal is zero. Actual MIP payouts are interpolated for performance between threshold and target or target and maximum.

The chart below details the goals necessary for the NEOs to achieve MIP payout in 2021:

|  | THRESHOLD (35%) |  | TARGET (100%) |  | MAXIMUM (200%) |  | ACTUAL |  | % ACHIEVED
Corporate Operating Income (“OI”) 70% of MIP Award |  | $60.0 million |  | $80.0 million |  | $100.0 million |  | $60 million* |  | 0%*
Net Working Capital as a Percentage of Sales (“NWC”) 30% of MIP Award |  | 11.5% |  | 10.0% |  | 8.5% or less |  | 11.4% |  | 37.8%

* | Results were at $60.0 million before any MIP payments, so achievement was set to 0% because paying MIP awards would have reduced OI below threshold.

Based on the results shown above, the NEOs each received an MIP payout for 2021 equal to 11.3% of target.

Long-Term Incentive Plan

Our long-term incentive plan, or LTI Plan, is designed to reward our executives, including the NEOs, for increasing stockholder value. It is also intended to be used as an attraction and retention tool in recruiting and promoting executive talent.

Consistent with past practice, the Compensation Committee made annual LTI grants to the NEOs in February 2021 after the release of 2020 year-end financial results in connection with a regularly scheduled meeting of the Compensation Committee. For 2021, the Compensation Committee granted a mix of Performance Share Units (PSUs) and Restricted Stock Units (RSUs) to each of the NEOs. The Compensation Committee decided to split each NEO’s target LTIP award value equally between RSUs and PSUs (whereas in previous years it had allocated 60% to PSUs and 40% to RSUs). This change was made due to the Company’s increased focused on executive retention given the current labor market and the challenge with setting multiple-year financial performance goals due to the lack of visibility given the ongoing COVID-19 pandemic. The Committee believes this mix is also appropriate to emphasize its goals of encouraging stock ownership in Wabash, focusing NEOs on long-term growth in stockholder value and setting compensation that is reflective of market practice.

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Compensation Discussion and Analysis

Determining LTI Award Values

In February 2021, the Compensation Committee established the target LTI grant value for each NEO. The Compensation Committee established the LTI grant value for each NEO based on the following factors: level of responsibility, individual performance, peer group data, and the number of shares available under the 2017 Omnibus Incentive Plan. The LTI rate and target grant value that the Compensation Committee established for each of the NEOs in February 2021 was as follows:

|  | 2021 LTI TARGET GRANT VALUE
Mr. Yeagy |  | $ | 3,250,000 |
Mr. Pettit |  | $ | 815,000 |
Mr. Smith |  | $ | 595,000 |
Mr. Page |  | $ | 500,000 |
Ms. Glazner |  | $ | 425,000 |

In addition to the above described annual grants, the Compensation Committee granted Ms. Glazner an additional 10,000 RSUs at the same time as the annual grants in recognition that she took on the additional role of General Counsel in 2020 without any increase in pay. Such RSUs are subject to the same terms and conditions as the annual grant of RSUs, which are described below.

Summary of Terms of PSUs and RSUs

The general terms for the PSUs and RSUs awarded to the NEOs in 2021 are listed below:

|  | PSUs |  | RSUs
Performance Metrics |  | •Relative Total Stockholder Return (“RTSR”) •Return on Invested Capital (“ROIC”) |  | None
Performance Period |  | •Three years (2021-2023) for RTSR •Two years (2022-2023) for ROIC |  | None
Vesting Period |  | Earned awards, if any, vest in full on third anniversary of the grant date |  | Award vests in full on third anniversary of the grant date
Forfeiture/Settlement |  | Earned only upon achievement of at least threshold performance level, and paid out in Wabash Common Stock upon vesting |  | Forfeitable until vesting date, at which time they are settled in Wabash Common Stock

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Compensation Discussion and Analysis

Performance Share Unit Performance Metrics

The Committee decided to make changes to the performance metrics used for the 2021 PSUs compared to the 2020 PSUs, as summarized in the table below:

PSUS GRANTED IN 2021 |  | PSUS GRANTED IN 2020 |
METRIC |  | WEIGHTING |  |  | METRIC |  | WEIGHTING |
Relative Total Stockholder Return (“RTSR”) |  |  | 75 | % |  | Relative Total Stockholder Return (“RTSR”) |  |  | 50 | %
Return on Invested Capital (“ROIC”) |  |  | 25 | % |  | Cumulative Operating EBITDA |  |  | 30 | %
|  |  |  |  |  | Net Working Capital (“NWC”) as a % of Revenue |  |  | 20 | %

For 2021, the Committee increased the weighting of RTSR from 50% to 75% both to emphasize the Company’s focus on long-term stockholder value creation and because RTSR did not require the Company to set a specific long-term performance goal, which was difficult due to the pandemic’s continuing impact on the economy as a whole, since it measures the Company’s performance against a group of comparator companies. As noted above, the Committee decided to eliminate Net Working Capital as a Percentage of Revenue from the LTI Plan since we used it in our 2021 MIP. Finally, the Committee decided to replace Cumulative Operating EBITDA with ROIC because our MIP already includes an earnings measure, and it wanted to balance that with a balance sheet measure.

RTSR and ROIC are measured independent of the other in calculating whether LTI Plan participants will earn the PSUs attributable to such metric. However, if the price of our common stock increases by more than a multiple of four between the grant date of the award and the settlement date, then the total number of shares issued in settlement of the PSUs will be reduced by taking the number of shares that would otherwise be issued absent any limitation and multiplying it by a fraction, the numerator of which is four times the fair market value of a share on the date of grant of the PSUs, and the denominator of which is the fair market value of a share on the date immediately before settlement of the award.

Relative Total Stockholder Return

RTSR measures our total stockholder return against the total stockholder return of our peers. For the 2021 grants, RTSR will be measured relative to a group of similarly cyclical companies over a three-year period, as the Committee believes this is the fairest way to track and reward Company performance with regard to stockholder return in a highly-cyclical industry. RTSR performance will be measured in relation to the following “Cyclical Peer Group”:

Blue Bird Corporation |  | LCI Industries |  | REV Group, Inc.
Commercial Vehicle Group |  | The Manitowoc Company, Inc. |  | The Shyft Group, Inc.
Douglas Dynamics, Inc. |  | Meritor, Inc. |  | Terex Corporation
EnPro Industries, Inc. |  | Modine Manufacturing Co. |  | The Timken Co.
Federal Signal Corp. |  | Oshkosh Corp. |  | Trinity Industries, Inc.
Flowserve Corporation |  | PACCAR Inc. |  | Winnebago Industries, Inc.
The Greenbrier Companies, Inc. |  |  |  |

The Cyclical Peer Group companies were approved by the Committee following a review of Meridian’s analysis, which includes assessment of industry relevance, operational and financial similarity, historical stock price correlation and stock price volatility among these companies as compared to that of Wabash. In the event any Cyclical Peer Group company ceases to be an independent, publicly traded company, or enters into a definitive

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agreement to be acquired by a non-publicly traded company during the performance period, then such company will be removed from the Cyclical Peer Group. A Cyclical Peer Group company that files for bankruptcy at any time during the performance period will remain in the Cyclical Peer Group but and will be deemed to have a total stockholder return of -100%.

The Company must achieve an RTSR that puts them at the 25th percentile or above within the Cyclical Peer Group by the end of the three-year performance period for the NEOs to earn at least 50% of the PSUs tied to the RTSR metric. The chart below details the potential RTSR award rates for various percentile ranking. Performance that is between the performance levels set forth below will be interpolated.

Wabash Ranking Against Cyclical Peer Group |  | % of PSUs Earned
80th or Greater Percentile |  | 200% (Maximum)
50th Percentile |  | 100% (Target)
25th Percentile |  | 50% (Threshold)

Return on Invested Capital

Return on Invested Capital for purposes of the 2021 PSUs will be measured as the two-year average of the trailing 24-month net operating profit after tax on December 31, 2023 divided by the average of month-end invested capital for each month beginning December 31, 2021 and ending December 31, 2023, but adjusted to exclude: any cumulative effects of changes in GAAP during the performance period; cumulative effect of changes in applicable tax laws resulting in a discrete item of tax expense or benefit to the Company during the performance period; the transaction costs (including legal, due diligence and investment banking expenses) of any merger, acquisition or divestiture consummated during the performance period that has a total purchase or sale price of more than $30 million; any asset write-down or goodwill impairment expense during the performance period that exceeds $3 million; expenses associated with judgments or the settlement of any claims during the performance period that exceed $3 million; and the effects of items that are either of an unusual nature or infrequently occurring, as described in Financial Accounting Standards Board Accounting Standards Update No. 2015-01.

The Committee decided to measure ROIC over 2022 and 2023 only and not 2021-2023 because of concerns about volatile performance in 2021 due to the ongoing COVID-19 pandemic.

The chart below shows the level of ROIC performance that is necessary for the NEOs to earn the PSUs tied to such metric:

ROIC |  | % OF PSUs EARNED
15% |  | 200% (Maximum)
13% |  | 100% (Target)
11% |  | 50% (Threshold)

Results below the threshold level will result in no portion of the ROIC PSUs being earned. If performance results are between the threshold and target, or target and maximum, performance levels set forth above, then the percent of PSUs earned will be interpolated.

Payout of PSUs for 2019 to 2021 Performance Cycle

The PSUs granted during 2019 were subject to a three-year performance period established by the Compensation Committee in the Company’s 2019 LTI Plan, which ended on December 31, 2021. Under the Company’s 2019 LTI Plan, the Committee established three performance metrics — RTSR, Cumulative Operating EBITDA, and Net Working Capital, weighted at 50%, 30% and 20%, respectively — for measurement over the three-year period.

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These metrics were independent of the others in calculating whether LTI Plan participants would earn the PSUs tied to such metric. The chart below details the performance goals and achievement levels of the goals for the PSUs issued under the 2019 LTI Plan:

METRIC |  | WEIGHT |  | ACTUAL RESULTS |  | PERFORMANCE LEVEL ACHIEVED |  | % PSUs TIED TO METRIC EARNED
RTSR |  | 50% |  | 7th Within Peer Group |  | Target |  | 100%
Cumulative Operating EBITDA |  | 30% |  | $385 million |  | Below Threshold of $525 million |  | 0%
Net Working Capital as a % of Revenue |  | 20% |  | 10.35% |  | Exceed Threshold of 12.5% but Below Target of 10% |  | 93%

As a result, each NEO earned 68.6% of the total targeted number of PSUs granted to them in February 2019. Each earned PSU vested on February 21, 2021 for the NEOs still employed by us on such date, which was three years from the original date of grant. Upon vesting, each NEO received one share of the Company’s Common Stock for each fully vested PSU.

Perquisites

We offer our NEOs various perquisites that the Committee believes, based on its annual compensation review, are reasonable to remain competitive. These perquisites constitute a small percentage of total compensation, and, for 2021, included only executive physicals and a gross up on such benefit. For more information on these perquisites and to whom they are provided, see footnote 3 to the Summary Compensation Table. In addition to the items reported in the Summary Compensation Table, NEOs, as well as other Company employees, are provided access to seats at a local sporting venue for personal use when not occupied for business purposes, in each case at no incremental cost to the Company.

Retirement and Deferred Compensation Benefits

Retirement Benefit Plan

The Company has adopted a Retirement Benefit Plan that is applicable to our NEOs. The purpose of the plan is to clearly define benefits that are to be provided to qualified employees who retire from the workforce after service to the Company. Additional information regarding this Plan, including definitions of key terms and a quantification of retirement benefits, is set forth below in the section entitled Potential Payments on Termination or Change in Control.

Tax-qualified Defined Contribution Plan

We maintain a tax-qualified defined contribution plan in the form of a traditional 401(k) plan with a Roth 401(k) option, either of which is available to a majority of the Company’s employees, including the NEOs. When the Company’s financial performance allows, the Company matches dollar-for- dollar the first 3% of compensation an employee places into these plans, and matches one-half of the next 2% contributed by the employee to the plan, up to federal limits. Any annual Company matches are reported under the “All Other Compensation” column, and related footnote 3 of the Summary Compensation Table.

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Compensation Discussion and Analysis

Deferred Compensation Benefits

We maintain a non-qualified deferred compensation plan that allows eligible highly-compensated employees, including the NEOs, to voluntarily elect to defer receipt of all or a part of their cash compensation (base salary and MIP Plan payouts). The Company matches dollar-for-dollar the first 3% of compensation an employee places into the non-qualified deferred compensation plan, and matches one-half of the next 2% the employee contributes to the plan, up to a maximum of 5% of the participant’s deferred earnings. Any annual Company matches are reported under the “All Other Compensation” column and related footnote 3 of the Summary Compensation Table.

Participants may elect to invest amounts deferred under this program into one or more investment funds available under the plan from time to time. We do not guarantee earnings on any investments or otherwise pay any above market earnings on participants’ accounts. Participants may elect to receive the funds in a lump sum or in up to 10 annual installments following retirement, as well as limited in-service distributions. The deferred compensation plan is unfunded and subject to forfeiture in the event of bankruptcy.

We make the non-qualified deferred compensation plan available to our highly-compensated employees as a means to attract, retain, and motivate employees by providing an additional method to save for retirement and a mechanism to defer taxation on a portion of compensation. Similar deferred benefits are commonly offered by companies with whom we compete for talent.

For additional information, see the Non-Qualified Deferred Compensation Table below.

Severance and Change in Control Benefits

Executive Severance Plan

We maintain the Wabash National Corporation Executive Severance Plan (the “ESP”), which provides severance protections to certain executives who are designated by the Compensation Committee as eligible to participate in the ESP, including all of the NEOs. The ESP is not intended to duplicate any benefits that may be provided under other Company compensation plans or arrangements, but rather to provide benefits to certain executives who agree to execute a release, non-compete, and non-solicitation agreement with the Company upon non-cause based terminations.

For additional information regarding the ESP, including definitions of key terms and benefits, see the section below entitled Potential Payments on Termination or Change in Control.

Change in Control Plan

We have adopted a Change in Control Plan applicable to NEOs as well as other executives of the Company who are specifically designated by our Board of Directors. We determined that this plan was appropriate based on the prevalence of similar plans within the market, as well as the dynamic nature of the business environment in which we operate. We also believe the Change in Control Plan is an appropriate tool to motivate executive officers to exhibit the proper behavior when considering potential business opportunities because defining compensation and benefits payable under various merger and acquisition scenarios enable the NEOs to set aside personal financial and career objectives and focus on maximizing stockholder value. Furthermore, the Change in Control Plan encourages continuity of the leadership team through the completion of the change in control because the plan does not provide any benefits as the result of an NEO’s voluntary termination of employment.

Additional information regarding the Change in Control Plan, including definitions of key terms and a quantification of benefits that would be received assuming a triggering event on December 31, 2021, is set forth below in the Potential Payments on Termination or Change in Control — Payment and Benefit Estimates table.

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Compensation Discussion and Analysis

Changes to Compensation Program for 2022

After consulting with Meridian about current executive compensation trends and best practices, the Compensation Committee approved the following changes to our compensation program for 2022:

• |  | Consistent with our focus on ESG, the Committee will be able to adjust annual award payments under our MIP upwards or downwards by up to 15%, in the Committee’s sole discretion, based on WNC’s performance with respect to environmental, human capital management, community and safety measures as presented by management and assessed by the Committee.

• |  | The PSUs granted in 2022 will continue to be based on relative total shareholder return and return on invested capital measures. However, we will measure ROIC over the full 3-year performance period rather than a 2-year performance period now that the we have better visibility with respect to the impact of the pandemic on our business.

Executive Stock Ownership Guidelines

Our stock ownership guidelines encourage our executive officers to maintain a certain equity stake in the Company, which aligns their interests with those of other stockholders. Our current stock ownership guidelines provide that each executive is required to hold 100% of the net number of Company shares received through the Company’s incentive compensation plans, meaning the total number of shares received less the number of shares that would need to be sold, withheld, or tendered to pay withholding taxes and, if applicable, the exercise price of stock options (the “Executive Holding Requirement”) until the executive achieves the target ownership levels set for his/her position. Once a Company executive has achieved his/her stated target ownership level, s/he is no longer required to adhere to the Executive Holding Requirement, unless and until his/her ownership level falls below the target. The target ownership levels are as follows:

CEO |  | Five (5) times base salary
CFO, COO |  | Three (3) times base salary
Other Executive Officers |  | Two-and-one-half (2 1/2) times base salary

For purposes of calculating target ownership levels, the following types of Company shares are counted: stock owned by the executive (including through retirement plans); vested and unvested restricted stock and restricted stock units; and performance stock units deemed earned, but not yet vested. Company executives are required to comply with the guidelines and the Executive Holding Requirement immediately upon hire or promotion and the Compensation Committee reviews compliance with the guidelines on a periodic basis. As of December 31, 2021, all our NEOs were in compliance with the guidelines, either because each NEO had met his or her target ownership level or because he or she was adhering to the Executive Holding Requirement.

Insider Trading Policy and Anti-Hedging Rules

We maintain an Insider Trading Policy that applies to all our employees, including our NEOs, and directors, which prohibits them from trading in our securities at times when they have material, non-public information about our Company’s affairs. Our Insider Trading Policy also includes anti-hedging rules, which prohibits certain executive officers, including our NEOs, and other employees from engaging in, directly or indirectly:

• |  | selling short our Common Stock;

• |  | pledging of Company securities and/or holding Company securities in margin accounts; and

• |  | transactions in derivative securities (including put and call options), zero-cost collars, equity swaps, exchange funds and forward sale contracts, or any other hedging and/or offsetting transactions regarding our Common Stock that allow the holder to limit or eliminate the risk of a decrease in the value of the Company’s securities.

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Compensation Discussion and Analysis

The following is a list of the specific employees that are covered by the anti-hedging rules in our Insider Trading Policy: (1) all directors and executive officers as defined under Section 16 of the Exchange Act, (2) all direct reports to our CEO, (3) all Directors of Finance for each of our business segments, (4) all Group Presidents and/or General Managers of our financial reporting segments, (5) all Financial Reporting Department employees, (6) all Tax and Treasury Department employees, (7) all employees regularly and routinely involved in corporate-wide business development and/or mergers and acquisitions activities and reviews, and (8) all executive assistants to the CEO, CFO, General Counsel and certain other senior officers and managers. In addition, the Company may deem additional persons to be temporarily subject to the anti-hedging rules based upon certain activities or circumstances in its discretion.

Compensation Risk Assessment

After reviewing the results of the study conducted by management of company-wide incentive programs, the Board of Directors has concluded that the Company’s compensation policies and practices are not reasonably likely to have a material adverse effect on the Company, due in part to the following reasons:

• |  | the performance metrics for determining short-term incentive awards are based on publicly reported metrics and, therefore, are not easily susceptible to manipulation;

• |  | the maximum payouts for short-term incentive awards are capped, thereby reducing the risk that executives might be motivated to pursue excessively high short-term goals to maximize short-term payouts;

• |  | the maximum number of long-term incentive awards that are performance-based are also capped, thereby reducing the risk that executives may be motivated to pursue excessively high performance targets (at the expense of long-term strategic growth) to maximize the number of performance-based awards received; and

• |  | the Company’s stock ownership guidelines incentivize our executives to focus on the Company’s long-term, sustainable growth.

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|  | Compensation Committee Report

The Compensation Committee reviewed and discussed with management the Compensation Discussion and Analysis set forth in this Proxy Statement. Based on the review and discussion, the Compensation Committee recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this Proxy Statement and in the Wabash National Corporation Annual Report on Form 10-K for the fiscal year ended December 31, 2021 (including through incorporation by reference to this Proxy Statement).

COMPENSATION COMMITTEE

Scott K. Sorensen, Chair

Larry J. Magee

Ann D. Murtlow

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|  | Executive Compensation Tables

In this section, we provide tabular and narrative information regarding the compensation of our NEOs for the fiscal year ended December 31, 2021.

Summary Compensation Table for the Year Ended December 31, 2021

The following table summarizes the compensation of the NEOs for the year ended December 31, 2021 and for the years ended December 31, 2020 and 2019.

NAME AND PRINCIPAL POSITION |  | YEAR |  | SALARY |  | BONUS |  | STOCK AWARDS (1) |  | NON-EQUITY INCENTIVE PLAN COMPENSATION (2) |  | ALL OTHER COMPENSATION (3) |  | TOTAL
Brent L. Yeagy President, Chief Executive Officer, Director |  |  |  | 2021 |  |  |  | $ | 938,461 |  |  |  | $ | — |  |  |  | $ | 3,500,453 |  |  |  | $ | 107,350 |  |  |  | $ | 59,716 |  |  |  | $ | 4,605,980 |
|  |  | 2020 |  |  |  | $ | 805,385 |  |  |  | $ | — |  |  |  | $ | 2,988,258 |  |  |  | $ | 540,000 |  |  |  | $ | 71,008 |  |  |  | $ | 4,404,651 |
|  |  | 2019 |  |  |  | $ | 840,000 |  |  |  | $ | — |  |  |  | $ | 2,655,572 |  |  |  | $ | 820,285 |  |  |  | $ | 78,709 |  |  |  | $ | 4,394,566 |
Michael N. Pettit Senior Vice President and Chief Financial Officer |  |  |  | 2021 |  |  |  | $ | 416,923 |  |  |  | $ | — |  |  |  | $ | 877,808 |  |  |  | $ | 33,618 |  |  |  | $ | 35,322 |  |  |  | $ | 1,363,671 |
|  |  | 2020 |  |  |  | $ | 359,500 |  |  |  | $ | — |  |  |  | $ | 854,535 |  |  |  | $ | 163,800 |  |  |  | $ | 37,414 |  |  |  | $ | 1,415,249 |
|  |  | 2019 |  |  |  | $ | 325,000 |  |  |  | $ | — |  |  |  | $ | 408,544 |  |  |  | $ | 206,292 |  |  |  | $ | 34,211 |  |  |  | $ | 974,047 |
Dustin T. Smith Senior Vice President, Chief Strategy Officer |  |  |  | 2021 |  |  |  | $ | 430,385 |  |  |  | $ | — |  |  |  | $ | 640,858 |  |  |  | $ | 34,409 |  |  |  | $ | 35,636 |  |  |  | $ | 1,141,288 |
|  |  | 2020 |  |  |  | $ | 388,154 |  |  |  | $ | — |  |  |  | $ | 613,373 |  |  |  | $ | 174,300 |  |  |  | $ | 39,398 |  |  |  | $ | 1,215,225 |
|  |  | 2019 |  |  |  | $ | 375,000 |  |  |  | $ | — |  |  |  | $ | 547,458 |  |  |  | $ | 256,339 |  |  |  | $ | 36,558 |  |  |  | $ | 1,215,355 |
Kevin J. Page Senior Vice President, Customer Value Creation |  |  |  | 2021 |  |  |  | $ | 380,769 |  |  |  | $ | — |  |  |  | $ | 538,538 |  |  |  | $ | 30,849 |  |  |  | $ | 33,434 |  |  |  | $ | 983,590 |
|  |  | 2020 |  |  |  | $ | 322,308 |  |  |  | $ | — |  |  |  | $ | 471,834 |  |  |  | $ | 147,000 |  |  |  | $ | 35,426 |  |  |  | $ | 976,568 |
|  |  | 2019 |  |  |  | $ | 290,000 |  |  |  | $ | — |  |  |  | $ | 398,336 |  |  |  | $ | 184,076 |  |  |  | $ | 33,063 |  |  |  | $ | 905,475 |
M. Kristin Glazner Senior Vice President, General Counsel, Corporate Secretary, and Chief Human Resources Officer |  |  |  | 2021 |  |  |  | $ | 391,923 |  |  |  | $ | — |  |  |  | $ | 625,165 |  |  |  | $ | 31,640 |  |  |  | $ | 34,002 |  |  |  | $ | 1,082,730 |
|  |  | 2020 |  |  |  | $ | 341,423 |  |  |  | $ | — |  |  |  | $ | 393,205 |  |  |  | $ | 142,350 |  |  |  | $ | 28,949 |  |  |  | $ | 905,927 |

(1) | Amounts represent the aggregate grant date fair value of grants of RSUs and PSUs made to each NEO during 2021 under the Company’s 2021 LTI Plan, as computed in accordance with FASB ASC Topic 718, which (1) excludes the effect of estimated forfeitures and (2) assumes that the PSUs are earned at Target. The amounts shown for the PSU awards at the “Target” performance levels are as follows: Mr. Yeagy – $1,875,451; Mr. Pettit – $470,306; Mr. Smith – 343,355; Mr. Page – $288,543; and Ms. Glazner – $245,267. If the Company achieves “Maximum” performance levels for both PSU performance metrics, then the value of the PSUs would be as follows: Mr. Yeagy – $3,350,004; Mr. Pettit – $815,004; Mr. Smith – $595,007; Mr. Page – $500,024; and Ms. Glazner – $425,029. Further information regarding the valuation of equity awards can be found in Note 15 to our Consolidated Financial Statements in our Annual Report on Form 10-K for the year ended December 31, 2021.

(2) | Represents amounts paid pursuant to our MIP Plan.

50 |  | 2022 Proxy Statement |  | WABASH NATIONAL CORPORATION

##### Table of Contents

Executive Compensation Tables

(3) | Amounts in this column consist of the following amounts:

NAME |  | COMPANY CONTRIBUTIONS TO DEFINED CONTRIBUTION PLANS (a) |  | EXECUTIVE PHYSICAL (b) |  | OTHER (c) |  | TOTAL ALL OTHER COMPENSATION
Brent L. Yeagy |  |  | $ | 53,433 |  |  |  | $ | 4,864 |  |  |  | $ | 1,420 |  |  |  | $ | 59,716 |
Michael N. Pettit |  |  | $ | 29,904 |  |  |  | $ | 4,855 |  |  |  | $ | 563 |  |  |  | $ | 35,322 |
Dustin T. Smith |  |  | $ | 30,192 |  |  |  | $ | 4,857 |  |  |  | $ | 587 |  |  |  | $ | 35,636 |
Kevin J. Page |  |  | $ | 28,065 |  |  |  | $ | 4,857 |  |  |  | $ | 512 |  |  |  | $ | 33,434 |
Kristin M. Glazner |  |  | $ | 28,542 |  |  |  | $ | 4,962 |  |  |  | $ | 498 |  |  |  | $ | 34,002 |

(a) | Includes Company matches of amounts deferred by an NEO into the Company’s 401(k) and non-qualified deferred compensation plans.

(b) | Includes a tax gross up on the reimbursement of the executive physical for the following amounts: Mr. Yeagy – $864; Mr. Pettit – $855; Mr. Smith – $857; Mr. Page – $857; Ms. Glazner – $962.

(c) | Due to a clerical error, the Company under-withheld taxes on the Company match under the nonqualified deferred compensation plan. Once found, the Company corrected the error by paying the additional tax on the executives’ behalf. The total amount in this column represents the additional tax that was paid by the Company for each of the executives.

WABASH NATIONAL CORPORATION |  | 2022 Proxy Statement |  | 51

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Executive Compensation Tables

Grants of Plan-Based Awards for the Year Ended December 31, 2021

The following table summarizes the awards we made under our MIP Plan and LTI Plan to our NEOs in 2021.

|  |  |  |  | ESTIMATED POSSIBLE PAYOUTS UNDER NON- EQUITY INCENTIVE PLAN AWARDS (1) |  |  |  |  |  | ESTIMATED FUTURE PAYOUTS UNDER EQUITY INCENTIVE PLAN AWARDS (2) |  |  | ALL OTHER STOCK AWARDS: NUMBER OF SHARES OF STOCK OR UNITS (3) (#) |  |  | GRANT DATE FAIR VALUE OF STOCK AND OPTION AWARDS (4) ($) |
NAME |  | GRANT DATE (1) |  |  | THRESHOLD ($) (35%) |  |  | TARGET ($) (100%) |  |  | MAXIMUM ($) (200%) |  |  |  |  |  | THRESHOLD (#) (50%) |  |  | TARGET (#) (100%) |  |  | MAXIMUM (#) (200%) |
Brent L. Yeagy |  |  |  |  |  | $ | 332,500 |  |  | $ | 950,000 |  |  | $ | 1,900,000 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 48,537 |  |  |  | 97,073 |  |  |  | 194,146 |  |  |  |  |  |  | $ | 1,875,451 |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 97,073 |  |  | $ | 1,625,002 |
Michael N. Pettit |  |  |  |  |  | $ | 104,125 |  |  | $ | 297,500 |  |  | $ | 595,000 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 12,172 |  |  |  | 24,343 |  |  |  | 48,686 |  |  |  |  |  |  | $ | 470,306 |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 24,343 |  |  | $ | 407,502 |
Dustin T. Smith |  |  |  |  |  | $ | 106,575 |  |  | $ | 304,500 |  |  | $ | 609,000 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 8,886 |  |  |  | 17,772 |  |  |  | 35,544 |  |  |  |  |  |  | $ | 343,355 |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 17,772 |  |  | $ | 297,503 |
Kevin J. Page |  |  |  |  |  | $ | 95,550 |  |  | $ | 273,000 |  |  | $ | 546,000 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 7,468 |  |  |  | 14,935 |  |  |  | 29,870 |  |  |  |  |  |  | $ | 288,543 |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 14,934 |  |  | $ | 249,995 |
M. Kristin Glazner |  |  |  |  |  | $ | 98,000 |  |  | $ | 280,000 |  |  | $ | 560,000 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 6,348 |  |  |  | 12,695 |  |  |  | 25,390 |  |  |  |  |  |  | $ | 245,267 |
|  |  | 2/18/2021 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 22,694 |  |  | $ | 379,898 |

(1) | These columns show potential cash payouts under our 2021 MIP Plan as described in the section titled “Short-Term Incentive Plan” in the CD&A. The amount shown as the “threshold” payout assumes both performance goals under the 2021 MIP were achieved at the threshold level, though actual payouts could be less.

(2) | Represents the potential payout range of PSUs granted in 2021 pursuant to the 2017 Omnibus Incentive Plan.

(3) | Represents the number of RSUs granted in 2021 pursuant to the 2017 Omnibus Incentive Plan. For Ms. Glazner, includes both her regular annual grant and the special one-time grant that is described above under the heading “Long Term Incentive Plan – Determining LTI Award Values” that she received to compensate her for taking on the additional role of General Counsel in 2020 without an increase in pay.

(4) | The amounts shown in this column represent the grant date fair market value of the PSUs and RSUs, as determined pursuant to FASB ASC Topic 718, excluding the effect of estimated forfeitures. The amount reported for the PSUs represents the grant date fair value assuming the target performance goals were met.

52 |  | 2022 Proxy Statement |  | WABASH NATIONAL CORPORATION

##### Table of Contents

Executive Compensation Tables

Outstanding Equity Awards as of December 31, 2021

The following table summarizes all equity awards that were granted in 2021 and prior years that remain outstanding as of December 31, 2021.

NAME |  | GRANT DATE |  |  | NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS EXERCISABLE (#) |  |  | NUMBER OF SECURITIES UNDERLYING UNEXERCISED OPTIONS UNEXERCISABLE (#) |  |  | OPTION EXERCISE PRICE |  |  | OPTION EXPIRATION DATE |  |  | NUMBER OF SHARES OR UNITS OF STOCK THAT HAVE NOT YET VESTED (#) (1) |  |  | MARKET VALUE OF SHARES OF STOCK THAT HAVE NOT VESTED ($) (2) |  |  | EQUITY INCENTIVE PLAN AWARDS: NUMBER OF UNEARNED SHARES, UNITS OR OTHER RIGHTS THAT HAVE NOT VESTED (#) (3) |  |  | EQUITY INCENTIVE PLAN AWARDS: MARKET OR PAYOUT VALUE OF UNEARNED SHARES, UNITS OR OTHER RIGHTS THAT HAVE NOT YET VESTED ($) (2) |
Brent L. Yeagy |  |  | 2/19/2014 |  |  |  | 6,343 |  |  |  | — |  |  | $ | 13.32 |  |  |  | 2/19/2024 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | 2/17/2015 |  |  |  | 8,835 |  |  |  | — |  |  | $ | 14.16 |  |  |  | 2/17/2025 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 331,077 |  |  | $ | 6,462,623 |  |  |  | 165,858 |  |  | $ | 3,237,548 |
Michael N. Pettit |  |  | 2/19/2014 |  |  |  | 510 |  |  |  | — |  |  | $ | 13.32 |  |  |  | 2/19/2024 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | 2/17/2015 |  |  |  | 1,500 |  |  |  | — |  |  | $ | 14.16 |  |  |  | 2/17/2025 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 72,461 |  |  | $ | 1,414,439 |  |  |  | 44,013 |  |  | $ | 859,134 |
Dustin T. Smith |  |  | 2/19/2014 |  |  |  | 767 |  |  |  | — |  |  | $ | 13.32 |  |  |  | 2/19/2024 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | 2/17/2015 |  |  |  | 1,500 |  |  |  | — |  |  | $ | 14.16 |  |  |  | 2/17/2025 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 65,931 |  |  | $ | 1,286,973 |  |  |  | 31,891 |  |  | $ | 622,512 |
Kevin J. Page |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 50,759 |  |  | $ | 990,816 |  |  |  | 25,796 |  |  | $ | 503,538 |
M. Kristin Glazner |  |  | 2/17/2015 |  |  |  | 750 |  |  |  | — |  |  | $ | 14.16 |  |  |  | 2/17/2025 |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |
|  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | — |  |  |  | 47,624 |  |  | $ | 929,620 |  |  |  | 21,746 |  |  | $ | 424,482 |

WABASH NATIONAL CORPORATION |  | 2022 Proxy Statement |  | 53

##### Table of Contents

Executive Compensation Tables

(1) | This column includes all outstanding RSUs. The vesting dates of these awards are as follows:

NAME |  | VESTING DATE |  | NUMBER OF UNITS
Brent L. Yeagy |  |  |  | 2/21/2022 |  |  |  |  | 142,290 | *
|  |  | 2/19/2023 |  |  |  |  | 91,714 |
|  |  | 2/18/2024 |  |  |  |  | 97,073 |
Michael N. Pettit |  |  |  | 2/21/2022 |  |  |  |  | 21,891 | *
|  |  | 2/19/2023 |  |  |  |  | 26,227 |
|  |  | 2/18/2024 |  |  |  |  | 24,343 |
Dustin T. Smith |  |  |  | 2/21/2022 |  |  |  |  | 29,334 | *
|  |  | 2/19/2023 |  |  |  |  | 18,825 |
|  |  | 2/18/2024 |  |  |  |  | 17,772 |
Kevin K. Page |  |  |  | 2/21/2022 |  |  |  |  | 21,344 | *
|  |  | 2/19/2023 |  |  |  |  | 14,481 |
|  |  | 2/18/2024 |  |  |  |  | 14,934 |
M. Kristin Glazner |  |  |  | 2/21/2022 |  |  |  |  | 12,862 | *
|  |  | 2/19/2023 |  |  |  |  | 12,068 |
|  |  | 2/18/2024 |  |  |  |  | 22,694 |

* | Combines the RSUs and earned PSUs that were granted on 2/21/2019

(2) | Market value is equal to the closing price of our common stock on December 31, 2021 (the last trading day of the year) as reported on the NYSE ($19.52 per share), times the number of unvested shares.

(3) | The number of PSUs shown in this column reflects the threshold performance level for the 2020 awards and the target performance level for the 2021 awards in accordance with SEC regulations requiring that the number of PSUs shown be based on achieving threshold performance goals or, if the previous fiscal year’s performance has exceeded the threshold, the next higher performance measure (target or maximum) that exceeds the previous fiscal year’s performance. The vesting dates for these awards are as follows:

NAME |  | VESTING DATE |  | NUMBER OF UNITS
Brent L. Yeagy |  |  |  | 2/19/2023 |  |  |  |  | 68,785 |
|  |  | 2/18/2024 |  |  |  |  | 97,073 |
Michael N. Pettit |  |  |  | 2/19/2023 |  |  |  |  | 19,670 |
|  |  | 2/18/2024 |  |  |  |  | 24,343 |
Dustin T. Smith |  |  |  | 2/19/2023 |  |  |  |  | 14,119 |
|  |  | 2/18/2024 |  |  |  |  | 17,772 |
Kevin K. Page |  |  |  | 2/19/2023 |  |  |  |  | 10,861 |
|  |  | 2/18/2024 |  |  |  |  | 14,935 |
M. Kristin Glazner |  |  |  | 2/19/2023 |  |  |  |  | 9,051 |
|  |  | 2/18/2024 |  |  |  |  | 12,695 |

54 |  | 2022 Proxy Statement |  | WABASH NATIONAL CORPORATION

##### Table of Contents

Executive Compensation Tables

Option Exercises and Stock Vested During 2021

The following table sets forth information concerning the exercise of options and the vesting of stock awards during 2021 by each of the NEOs:

|  | OPTION AWARDS |  |  |  |  |  | STOCK AWARDS |
NAME |  | NUMBER OF SHARES ACQUIRED ON EXERCISE (#) |  |  | VALUE REALIZED ON EXERCISE ($) (1) |  |  |  |  |  | NUMBER OF SHARES ACQUIRED ON VESTING (#) |  |  | VALUE REALIZED ON VESTING ($) (2) |
Brent L. Yeagy |  |  | 24,182 |  |  | $ | 185,349 |  |  |  |  |  |  |  | 33,689 |  |  | $ | 565,542 |
Michael N. Pettit |  |  | — |  |  |  | — |  |  |  |  |  |  |  | 13,856 |  |  | $ | 237,976 |
Dustin T. Smith |  |  | — |  |  |  | — |  |  |  |  |  |  |  | 8,821 |  |  | $ | 150,927 |
Kevin K. Page |  |  | — |  |  |  | — |  |  |  |  |  |  |  | 6,356 |  |  | $ | 108,751 |
M. Kristin Glazner |  |  | — |  |  |  | — |  |  |  |  |  |  |  | 8,403 |  |  | $ | 149,275 |

(1) | Calculated as the number of shares received on exercise multiplied by the difference between the market price of our stock at the time of exercise and the exercise price of the options.

(2) | Calculated as the number of shares vested multiplied by the market price of stock on the date of vesting.

Non-Qualified Deferred Compensation

The table below sets forth, for each NEO, information regarding participation in our non-qualified deferred compensation plan.

NAME |  | EXECUTIVE CONTRIBUTION (IN LAST FY) (1) |  |  | REGISTRANT CONTRIBUTION (IN LAST FY) (2) |  |  | AGGREGATE EARNINGS (IN LAST FY) (3) |  |  | AGGREGATE WITHDRAWALS/DISTRIBUTIONS |  |  | AGGREGATE BALANCE (AT LAST FYE) (4) |
Brent L. Yeagy |  | $ | 52,291 |  |  | $ | 41,833 |  |  | $ | 216,490 |  |  | $ | 97,708 |  |  | $ | 1,710,709 |
Michael N. Pettit |  | $ | 114,322 |  |  | $ | 18,304 |  |  | $ | 115,258 |  |  |  | — |  |  | $ | 655,803 |
Dustin T. Smith |  | $ | 120,485 |  |  | $ | 18,592 |  |  | $ | 216,971 |  |  |  | — |  |  | $ | 1,169,366 |
Kevin J. Page |  | $ | 44,247 |  |  | $ | 16,465 |  |  | $ | 21,472 |  |  |  | — |  |  | $ | 306,235 |
M. Kristin Glazner |  | $ | 21,178 |  |  | $ | 16,942 |  |  | $ | 27,850 |  |  |  | — |  |  | $ | 238,805 |

(1) | Amounts reflected in this column represent a portion of each NEO’s salary deferred in 2021. It also reflects the portion of the MIP award earned in 2021, but not paid until 2022, that each NEO elected to defer. 100% of these amounts are also included in the “Salary” and “Non-Equity Incentive Plan Compensation” columns in the Summary Compensation Table.

(2) | Represents Company matching contributions. 100% of these amounts are also included in the Summary Compensation Table under the “All Other Compensation” column.

(3) | Amounts reflected in this column include changes in plan values during the last fiscal year, as well as any dividends and interest earned by the plan participant with regard to the investment funds chosen by such participant during the fiscal year. No portion of this amount was reported in the Summary Compensation Table for 2021.

WABASH NATIONAL CORPORATION |  | 2022 Proxy Statement |  | 55

##### Table of Contents

Executive Compensation Tables

(4) | The following represents the extent to which the amounts that are reported in this aggregate balance column were previously reported as compensation to our NEOs in our Summary Compensation Table in years prior to 2021:

NAME |  | PRIOR YEARS ($) |
Brent L. Yeagy |  | $ | 754,166 |
Michael N. Pettit |  | $ | 345,042 |
Dustin T. Smith |  | $ | 223,603 |
Kevin J. Page |  | $ | 89,912 |
M. Kristin Glazner |  | $ | 26,581 |

Potential Payments on Termination or Change in Control

The section below describes the payments that may be made to NEOs in connection with a change in control or pursuant to certain termination events in 2021.

Retirement Benefit Plan

The Company maintains a Retirement Benefit Plan that is applicable to all employees, including our NEOs. The Plan provides that Retirees (as defined below) will receive the following benefits upon his or her retirement:

• |  | ability to exercise vested stock options through the 10th anniversary of the grant date;

• |  | ability to earn a pro-rata portion of any outstanding PSUs based on the portion of the performance period that the Retiree was employed, to be paid at the end of the performance period based on actual performance;

• |  | full vesting of all RSUs granted more than twelve (12) months prior to the Retiree’s retirement date;

• |  | payment of all eligible and unused vacation pay;

• |  | prorated MIP award payout for the year of retirement; and

• |  | service awards for retirees celebrating a 5, 10, 15, 20 or greater service anniversary in their year of retirement.

A “Retiree” is defined as: (a) an employee attaining at least 65 years of age, with no service requirement, as of his/her date of retirement, or (b) an employee attaining at least 55 years of age, who has completed his/her 10th year of service with the Company as of his/her date of retirement.

Benefits Upon Death or Disability

Pursuant to a policy adopted in 2016, all equity awards granted during 2016 and later shall vest in full (and without proration) in the event of an employee’s termination of employment due to death or disability.

Executive Severance Plan

As noted previously in the CD&A, the Company maintains an Executive Severance Plan (“ESP”) that provides additional benefits to certain designated executives, including our NEOs, in the event we terminate their employment without cause. For purposes of the Plan, “cause” is defined as: (i) a participant’s willful and continued failure to perform his or her principal duties; (ii) conviction of, or a plea of guilty or nolo contendere to, any misdemeanor involving moral turpitude or dishonesty or any felony; (iii) illegal conduct or gross misconduct which results in material and demonstrable damage to the business or reputation of the Company or an affiliate; (iv) gross negligence resulting in material economic harm to the Company or an affiliate; (v) material violation of the Company’s applicable Code of Business Conduct and Ethics or similar policy; or (vi) a participant’s breach of the restrictive covenants set out in the Plan (as described below). A “termination without cause” does not include terminations due to disability or death.

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##### Table of Contents

Executive Compensation Tables

If we terminate an NEO without cause, the NEO would be entitled to receive the following severance benefits under the ESP:

• |  | Cash severance payments equal to a multiple of the sum of the participant’s (a) annual base salary and (b) target MIP award for the year of termination, payable in installments over the applicable severance period. The applicable multiple for the CEO is two times the above sum. The applicable multiple for the other NEOs is one and a half times the above sum;

• |  | A pro-rated MIP award payout for the year of termination, based upon actual Company performance through the end of the performance period;

• |  | Payment of any annual cash incentive bonus (MIP Award) that was otherwise earned for the fiscal year that ended prior to the termination of the participant’s employment, to the extent not previously paid;

• |  | Subject to the participant’s election of COBRA coverage, payment or reimbursement of the Company’s portion of medical, dental and vision care premiums for a period equal to (a) 24 months for the CEO, or (b) 18 months for the other NEOs; and

• |  | Outplacement services with a cost to the Company not in excess of $30,000.

To receive any of the severance benefits described above, a participant must agree to release all claims against the Company and its affiliates and comply with covenants not to compete with the Company, not to solicit or interfere with customers of the Company and not to solicit Company employees or contractors, in each case for a period equal to 24 months following termination, in the case of our CEO, or 18 months following termination in the case of our other NEOs.

If a participant’s employment is terminated in connection with a change in control of the Company in circumstances that would entitle the participant to severance benefits under the Change in Control Plan described below, then the participant will receive severance benefits only under the Change in Control Plan, and not under the ESP.

Change in Control Plan

We also maintain a Change in Control Plan that provides severance benefits to certain designated executives, including our NEOs, in the event their employment is terminated without cause, or they are terminated for good reason, in either case within two years of a change in control (which we refer to as a “Qualifying Termination”). Under the Change in Control Plan:

• |  | a “change in control” means that (i) any person or group (other than any person or group that already owned more than 50% of the total fair market value of Company stock) acquires more than 50% of the total fair market value of Company stock; (ii) any one person or group, acquires (or has acquired during the 12-month period ending on the date of the most recent acquisition by such person or persons) ownership of stock of Company that represents 30% or more of the total voting power of Company stock; (iii) a majority of members of the Board is replaced during any 12-month period (without the approval of the incumbent directors); or (iv) any person or group acquires ownership of all or substantially all of the assets of Company.

• |  | “cause” means the employee’s (i) willful and continued failure to perform his duties; (ii) chronic alcoholism or addiction to non-medically prescribed drugs; (iii) theft or embezzlement of Company property; (iv) conviction of, or plea of nolo contendre to, a felony or misdemeanor involving moral turpitude; or (v) material breach of any agreement with the Company.

• |  | “good reason” means (i) a material diminishment of the executive’s position; (ii) assignment of duties to the executive that are materially inconsistent with duties performed prior to the change in control; (iii) a material breach of any agreement with the executive; (iv) for an executive officer of the Company, no longer being

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##### Table of Contents

Executive Compensation Tables

| employed by the parent entity; (v) a material reduction in the executive’s base salary and annual bonus; or (vi) requiring the executive to relocate by more than 50 miles.

If an NEO experiences a Qualifying Termination, then he or she is entitled to the following benefits:

• |  | a cash severance payment equal to two times (three times for the CEO) the sum of (i) the NEO’s annual base salary plus (ii) the NEO’s Target Annual Bonus. The Target Annual Bonus is equal to the greater of (A) the NEO’s target MIP award for the year of termination, and (B) the average MIP bonus awarded to the NEO for the prior two calendar years;

• |  | a pro-rata portion of the executive’s Target Annual Bonus for the year in which the Qualifying Termination occurs;

• |  | health continuation benefits for 18 months; and

• |  | outplacement counseling services up to a cost of $25,000.

To receive any of the severance benefits described above, a participant must agree to release all claims against the Company and its affiliates and comply with covenants not to compete with the Company and not to solicit customers or employees, in each case for a period equal to 24 months following termination.

Change in Control Benefits Under our LTI Plan

In addition to the above-described benefits under our Change in Control Plan, the NEOs may also receive accelerated vesting under our LTI Plan if outstanding LTI awards are not assumed in the change in control transaction. Specifically, if not assumed in the transaction, (i) all PSUs shall be deemed earned at target if less than half the performance period has been completed or based on actual performance if more than half the performance period has been completed (or at target if performance is not determinable); (ii) all outstanding RSUs shall vest in full; and (iii) all outstanding stock options shall vest in full and be immediately exercisable for a period of 15 days prior to the scheduled consummation of the corporate transaction. In lieu of the foregoing, the Compensation Committee may, in its direction, cash out all outstanding awards.

For the sake of clarity, no accelerated vesting will occur if the successor agrees to assume or continue the outstanding awards, or to substitute each outstanding award for a similar award relating to the stock of the successor entity, or a parent or subsidiary of the successor entity, with appropriate adjustments to the number of shares of stock that would be delivered and the exercise price, grant price or purchase price relating to any such award. However, if an NEO is thereafter terminated within 12 months of the change in control event, any assumed award will vest immediately upon the NEO’s termination.

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##### Table of Contents

Executive Compensation Tables

Potential Payments on Termination or Change in Control – Payment and Benefit Estimates

The table below shows the estimated payments that would have been made to the NEOs pursuant to the policies and agreements described above assuming the applicable triggering event occurred on December 31, 2021 and using the share price of $19.52 for our Common Stock as of December 31, 2021, which was the closing price on the NYSE on the last trading day of 2021. The tables below assume that the NEO executes of a release and fully complies with any restrictive covenants and other requirements to receive benefits under the Company’s plans and policies described above.

NAME |  | CASH SEVERANCE (1) |  | PRO-RATA MIP BONUS (2) |  | ACCELERATED VESTING OF PSUs (3)(4) |  | ACCELERATED VESTING OF RSUs (3)(5) |  | ACCELERATED VESTING OF STOCK OPTIONS (3)(6) |  | WELFARE BENEFITS CONTINUATION (7) |  | TOTAL ($)
Brent L. Yeagy |
Termination Without Cause |  |  | $ | 3,800,000 |  |  |  | $ | 107,350 |  |  |  |  | — |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 60,124 |  |  |  | $ | 3,967,474 |
Termination Following a Change in Control |  |  | $ | 5,700,000 |  |  |  | $ | 950,000 |  |  |  | $ | 4,646,150 |  |  |  | $ | 5,054,021 |  |  |  |  | — |  |  |  | $ | 47,593 |  |  |  | $ | 16,397,764 |
Change in Control Only (3) |  |  |  | — |  |  |  |  | — |  |  |  | $ | 4,646,150 |  |  |  | $ | 5,054,021 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 9,700,171 |
Retirement |  |  |  | — |  |  |  |  | — |  |  |  | $ | 2,935,359 |  |  |  | $ | 3,159,156 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 6,094,515 |
Termination due to Death or Disability |  |  |  | — |  |  |  |  | — |  |  |  | $ | 4,646,150 |  |  |  | $ | 5,054,021 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 9,700,171 |
Michael N. Pettit |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Termination Without Cause |  |  | $ | 1,083,750 |  |  |  | $ | 33,618 |  |  |  |  | — |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 52,850 |  |  |  | $ | 1,170,217 |
Termination Following a Change in Control |  |  | $ | 1,445,000 |  |  |  | $ | 297,500 |  |  |  | $ | 1,075,845 |  |  |  | $ | 1,197,728 |  |  |  |  | — |  |  |  | $ | 47,850 |  |  |  | $ | 4,063,923 |
Change in Control Only (3) |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,075,845 |  |  |  | $ | 1,197,728 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 2,273,573 |
Retirement |  |  |  | — |  |  |  |  | — |  |  |  | $ | 631,062 |  |  |  | $ | 722,552 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,353,614 |
Termination due to Death or Disability |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,075,845 |  |  |  | $ | 1,197,728 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 2,273,573 |
Dustin T. Smith |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Termination Without Cause |  |  | $ | 1,109,250 |  |  |  | $ | 34,409 |  |  |  |  | — |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 52,850 |  |  |  | $ | 1,196,508 |
Termination Following a Change in Control |  |  | $ | 1,479,000 |  |  |  | $ | 304,500 |  |  |  | $ | 912,911 |  |  |  | $ | 996,574 |  |  |  |  | — |  |  |  | $ | 47,850 |  |  |  | $ | 3,740,835 |
Change in Control Only |  |  |  | — |  |  |  |  | — |  |  |  | $ | 912,911 |  |  |  | $ | 996,574 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,909,485 |
Retirement |  |  |  | — |  |  |  |  | — |  |  |  | $ | 589,777 |  |  |  | $ | 649,665 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,239,442 |
Termination due to Death or Disability |  |  |  | — |  |  |  |  | — |  |  |  | $ | 912,911 |  |  |  | $ | 996,574 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,909,485 |
Kevin J. Page |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Termination Without Cause |  |  | $ | 994,500 |  |  |  | $ | 30,849 |  |  |  |  | — |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 52,593 |  |  |  | $ | 1,077,942 |
Termination Following a Change in Control |  |  | $ | 1,326,000 |  |  |  | $ | 273,000 |  |  |  | $ | 714,842 |  |  |  | $ | 779,512 |  |  |  |  | — |  |  |  | $ | 47,593 |  |  |  | $ | 3,140,947 |
Change in Control Only |  |  |  | — |  |  |  |  | — |  |  |  | $ | 714,842 |  |  |  | $ | 779,512 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,494,354 |
Retirement |  |  |  | — |  |  |  |  | — |  |  |  | $ | 449,819 |  |  |  | $ | 488,000 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 937,819 |
Termination due to Death or Disability |  |  |  | — |  |  |  |  | — |  |  |  | $ | 714,842 |  |  |  | $ | 779,512 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,494,354 |

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##### Table of Contents

Executive Compensation Tables

NAME |  | CASH SEVERANCE (1) |  | PRO-RATA MIP BONUS (2) |  | ACCELERATED VESTING OF PSUs (3)(4) |  | ACCELERATED VESTING OF RSUs (3)(5) |  | ACCELERATED VESTING OF STOCK OPTIONS (3)(6) |  | WELFARE BENEFITS CONTINUATION (7) |  | TOTAL ($)
M. Kristin Glazner |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |
Termination Without Cause |  |  | $ | 1,020,000 |  |  |  | $ | 31,640 |  |  |  |  | — |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 44,128 |  |  |  | $ | 1,095,768 |
Termination Following a Change in Control |  |  | $ | 1,360,000 |  |  |  | $ | 280,000 |  |  |  | $ | 551,811 |  |  |  | $ | 802,292 |  |  |  |  | — |  |  |  | $ | 39,128 |  |  |  | $ | 3,033,231 |
Change in Control Only |  |  |  | — |  |  |  |  | — |  |  |  | $ | 551,811 |  |  |  | $ | 802,292 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,354,103 |
Retirement |  |  |  | — |  |  |  |  | — |  |  |  | $ | 327,721 |  |  |  | $ | 359,305 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 687,026 |
Termination due to Death or Disability |  |  |  | — |  |  |  |  | — |  |  |  | $ | 551,811 |  |  |  | $ | 802,292 |  |  |  |  | — |  |  |  |  | — |  |  |  | $ | 1,354,103 |

(1) | For each of the NEOs, cash severance amounts are determined under the ESP for terminations without cause and under the Change in Control plan for a Qualifying Termination following a Change in Control.

(2) | If an NEO were terminated as of December 31, 2021 under circumstances entitling them to severance under the ESP or the Change in Control Plan, then they would be entitled to their full MIP actual bonus for 2021 or their Target Annual Bonus (as defined above), respectively.

(3) | The amounts shown for a Change in Control Only assumes purchaser did not assume outstanding equity awards. If purchaser did assume outstanding awards, no accelerated vesting would occur.

(4) | Amounts reflected in this column for “Termination Following a Change in Control,” “Change in Control Only” and “Termination due to Death or Disability” include (i) the value of the earned PSUs granted in 2019 for which the performance period ended on December 31, 2021, (ii) the value of the unearned performance share units granted in 2020 based on the performance trend as of December 31, 2021, and (iii) the value of the unearned PSUs granted in 2021, assuming target performance. Amounts reflected in this column for “Retirement” include the performance share units described in (i) and a pro-rata portion of the performance share units described in (ii) and (iii).

(5) | Amounts reflected in this column for “Termination Following a Change in Control,” Change in Control Only” and “Termination due to Death or Disability” include all outstanding restricted stock units, and amounts reflected for “Retirement” included all RSUs granted prior to January 1, 2021.

(6) | All outstanding stock options were vested as of December 31, 2021, so no amount would be accelerated upon a Change in Control or termination of employment.

(7) | Includes the value of outplacement counseling services and reimbursement for welfare benefits continuation.

Pay Ratio Disclosure

Pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act, we are required to disclose the ratio of the annual total compensation of our principal executive officer, our CEO, Mr. Yeagy, to our median employee’s annual total compensation.

For 2021, we identified our median employee using a multi-step process, as detailed below:

• |  | We determined, as of November 1, 2021, our gross employee population of individuals working at our parent company and consolidated subsidiaries, which was 6,524 employees. This population consisted of our full-time, part-time, and temporary employees. We do not have any seasonal employees.

• |  | As permitted under the SEC’s 5% de minimis rule, we adjusted the employee population to exclude 312 non-U.S. employees (approximately 4.78% of the employee population) who work in Mexico.

• |  | Based on the exclusion of the employees who work in Mexico, our adjusted employee population consisted of 6,212 U.S. employees.

• |  | We then identified our median employee from our adjusted employee population (excluding our CEO) based on total 2021 W-2 earnings. We used W-2 compensation as our consistently applied compensation measure for 2021 (rather than base compensation that we have used for determining our median employee in past disclosures) because W-2 data is more readily available in our current payroll system.

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Executive Compensation Tables

To calculate our ratio for 2021, we calculated the annual total compensation of the median employee and our CEO using the methodology required for disclosure of annual total compensation in the Summary Compensation Table, except that, as permitted by the SEC’s rules, we included the value of compensation provided to the median employee and to our CEO under our nondiscriminatory group health and life insurance programs that are available generally to all salaried employees. The aggregate value of the nondiscriminatory benefits included in the annual total compensation amounts reported below was $16,457 for our CEO and $4,978 for the median employee. The difference between our CEO’s annual total compensation as reported below for purposes of the CEO pay ratio disclosure and his annual total compensation as reported in the Summary Compensation Table is attributable to the inclusion of those nondiscriminatory benefits solely for purposes of determining the CEO pay ratio.

The CEO pay ratio reported below was determined using reasonable estimates as permitted by the SEC’s rules. This ratio should not be used as a comparison with pay ratios disclosed by other companies, as there may be material differences in the methodologies used by other companies to estimate their CEO pay ratios, as well as differences in worker populations, geographic locations, business strategies and compensation practices.

Annual Total Compensation of the CEO |  |  | $4,622,437 |
Annual Total Compensation of the Median Employee |  |  | $ 51,460 |
Ratio of CEO Annual Total Compensation to Median Employee Annual Total Compensation |  |  | 90:1 |

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|  | Equity Compensation Plan Information

The following table summarizes information regarding our equity compensation plan as of December 31, 2021:

PLAN CATEGORY |  | NUMBER OF SECURITIES TO BE ISSUED UPON EXERCISE OF OUTSTANDING OPTIONS, WARRANTS AND RIGHTS (1) |  |  | WEIGHTED AVERAGE EXERCISE PRICE OF OUTSTANDING OPTIONS, WARRANTS AND RIGHTS (2) |  |  | NUMBER OF SECURITIES REMAINING AVAILABLE FOR FUTURE ISSUANCE UNDER EQUITY COMPENSATION PLANS (3) |
Equity Compensation Plans Approved by Security Holders |  |  | 1,980,787 |  |  | $ | 12.20 |  |  |  | 2,271,249 |
Equity Compensation Plans Not Approved by Security Holders |  |  | — |  |  |  | — |  |  |  | — |
Total |  |  | 1,980,787 |  |  | $ | 12.20 |  |  |  | 2,271,249 |

(1) | Consists of shares of Common Stock to be issued upon the exercise of outstanding options, and the settlement of unvested RSUs and PSUs (assuming target payout for any PSUs that were outstanding as of December 31, 2021), granted under the Wabash National Corporation 2011 Omnibus Incentive Plan (the “2011 Plan”), and the Wabash National Corporation 2017 Omnibus Incentive Plan (the “2017 Plan”).

(2) | Consists of the weighted average exercise price of outstanding options. Because participants do not need to pay us anything to receive shares upon the vesting of RSUs and PSUs, the weighted average exercise price does not take these awards into account.

(3) | Consists of shares of Common Stock available for future issuance pursuant to the 2017 Plan.

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|  | Proposal 2 – Advisory Vote on the Compensation of Our Named Executive Officers

At our 2017 Annual Meeting, we held a non-binding, advisory stockholder vote on the frequency of future advisory stockholder votes on the compensation of our NEOs. Our stockholders expressed a preference that advisory stockholder votes on the compensation of our NEOs be held on an annual basis and, as previously disclosed, the Company continued the policy to hold such votes annually. Accordingly, as required by Section 14A of the Exchange Act, we are asking stockholders to vote to approve, on an advisory (non-binding) basis, the compensation of the NEOs of our Company. The vote is not intended to address any specific item of compensation, but rather the overall compensation of our named executive officers and the philosophy, policies and practices described in this Proxy Statement. We urge you to read the “Compensation Discussion and Analysis” and “Executive Compensation Tables” sections of this Proxy Statement, which begin on page 34 and 50, respectively, as such sections provide details on the Company’s compensation programs and policies for our executive officers, including the 2021 compensation of our NEOs.

This proposal, commonly known as a “say-on-pay” proposal, gives our stockholders the opportunity to express their views on our executive officers’ compensation. This say-on-pay vote is an advisory vote that is not binding on us.

The approval or disapproval by stockholders will not require the Board or the Compensation Committee to take any action regarding the Company’s executive compensation practices. The final decisions on the compensation and benefits of our NEOs and on whether, and if so, how, to address stockholder disapproval remain with the Board and the Compensation Committee.

The Board believes that the Compensation Committee is in the best position to consider the extensive information and factors necessary to make independent, objective, and competitive compensation recommendations and decisions that are in the best interests of Wabash and its stockholders.

However, the Board and our Compensation Committee value the opinions expressed by stockholders in their vote on this proposal, and will carefully consider the outcome of the vote when making future compensation decisions with respect to our executive officers. In that regard, the Board and our Compensation Committee carefully considered the results of last year’s say-on-pay vote, in which over 97% of voting stockholders voted in favor of our say- on-pay proposal, and took such results into account by continuing to emphasize the core principles of our compensation philosophy and best practices of our compensation programs.

The Board urges you to carefully review the CD&A section of this Proxy Statement, together with the executive compensation tables, and to approve the following resolution:

“RESOLVED, that the stockholders hereby approve on an advisory basis the compensation paid to the Wabash National Corporation named executive officers, as disclosed in the Wabash National Corporation Proxy Statement pursuant to the rules of the Securities and Exchange Commission (including the Compensation Discussion and Analysis, compensation tables and narrative discussion).”

Board Recommendation

The Board of Directors UNANIMOUSLY recommends that you vote “FOR” the approval of compensation of our named executive officers, as disclosed in this Proxy Statement.

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|  | Proposal 3 – Ratification of Appointment of Independent Registered Public Accounting Firm

Independent Registered Public Accounting Firm

The Audit Committee of the Board of Directors has appointed the accounting firm Ernst & Young LLP as the independent registered public accounting firm for the Company for the year ending December 31, 2022. Ernst & Young acted as our independent auditors for the year ended December 31, 2021. Representatives of Ernst & Young are expected to be present at the Annual Meeting, will have an opportunity to make a statement if they desire and are expected to be available to respond to appropriate questions. The Audit Committee is responsible for hiring, compensating and overseeing the independent registered public accounting firm, and reserves the right to exercise that responsibility at any time. If the appointment of Ernst & Young is not ratified by the stockholders, the Audit Committee is not obligated to appoint another registered public accounting firm, but the Audit Committee will give consideration to such unfavorable vote.

Board Recommendation

The Board of Directors UNANIMOUSLY recommends that you vote “FOR” ratification of the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm for the year ending December 31, 2022.

Principal Accounting Fees and Services

The fees billed by Ernst & Young for professional services provided to us for the years ended December 31, 2021 and December 31, 2020 were as follows:

FEE CATEGORY |  | 2021 |  |  | 2020 |
|  | ($ IN THOUSANDS) |
Audit Fees (1) |  | $ | 1,422 |  |  | $ | 1,393 |
Audit-Related Fees (2) |  |  | — |  |  |  | — |
Tax Fees (3) |  | $ | 4 |  |  | $ | 11.5 |
All Other Fees (4) |  |  | — |  |  |  | — |
Total Fees |  | $ | 1,426 |  |  | $ | 1,404.5 |

(1) | Fees for the audit of our consolidated financial statements and review of the interim consolidated financial statements included in quarterly reports, and services in connection with securities offerings, registration statements and statutory filings.

(2) | Fees billed for assurance and related services that are reasonably related to the performance of the audit or review of our consolidated financial statements and are not reported under “Audit Fees”.

(3) | Fees billed for professional services related to tax compliance, tax advice and tax planning.

(4) | Fees for services that are not included in the service categories reported above, primarily transaction related services.

In 2021 and 2020, all Ernst & Young fees were pre-approved by the Audit Committee pursuant to the pre-approval policy described below. After consideration, the Audit Committee has concluded that the provision of non-audit services by Ernst & Young to Wabash is compatible with maintaining the independence of Ernst & Young.

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##### Table of Contents

Proposal 3 – Ratification of Appointment of Independent Registered Public Accounting Firm

Pre-Approval Policy for Audit and Non-Audit Fees

The Audit Committee has sole authority and responsibility to select, evaluate and, if necessary, replace the independent auditor. The Audit Committee has sole authority to approve all audit engagement fees and terms, and the Committee, or a member of the Committee, must pre-approve any non-audit service provided to the Company by the Company’s independent auditor. The Audit Committee reviews the status of each engagement at its regularly scheduled meetings. In 2021 and 2020, the Committee pre-approved all services provided by the independent auditor. The independent auditor provides an engagement letter which is signed by the Chair of the Audit Committee, outlining the scope of the audit and related audit fees.

Audit Committee Report

THE FOLLOWING REPORT OF THE AUDIT COMMITTEE DOES NOT CONSTITUTE SOLICITING MATERIAL AND SHOULD NOT BE DEEMED FILED OR INCORPORATED BY REFERENCE INTO ANY OTHER FILING BY US UNDER THE SECURITIES ACT OF 1933 OR THE SECURITIES EXCHANGE ACT OF 1934, EXCEPT TO THE EXTENT WE SPECIFICALLY INCORPORATE THIS REPORT.

As part of its ongoing activities, the Audit Committee has:

• |  | Reviewed and discussed with management our audited consolidated financial statements for the year ended December 31, 2021;

• |  | Discussed with Ernst & Young, our independent auditors for 2021, the matters required to be discussed by the Public Company Accounting Oversight Board and the SEC; and

• |  | Received the written disclosures and the letter from the independent auditors required by applicable requirements of the Public Company Accounting Oversight Board regarding the independent auditors’ communications with the Audit Committee concerning independence, and has discussed with the independent auditors their independence.

On the basis of these reviews and discussions, the Audit Committee recommended that our audited consolidated financial statements be included in our Annual Report on Form 10-K for the year ended December 31, 2021, for filing with the SEC.

AUDIT COMMITTEE
John E. Kunz, Chair Scott K. Sorensen Stuart A. Taylor II

WABASH NATIONAL CORPORATION |  | 2022 Proxy Statement |  | 65

##### Table of Contents

|  | Beneficial Ownership Information

Beneficial Ownership of Common Stock

The following table sets forth certain information as of March 14, 2022 (unless otherwise specified), with respect to the beneficial ownership of our Common Stock by each person who is known to own beneficially more than 5% of the outstanding shares of Common Stock, each person currently serving as a director, each nominee for director, each Named Executive Officer (as defined in the Compensation Discussion & Analysis below), and all directors and executive officers as a group:

NAME AND ADDRESS OF BENEFICIAL OWNER |  | SHARES OF COMMON STOCK BENEFICIALLY OWNED (1) |  | PERCENT OF CLASS (ROUNDED)
Black Rock, Inc. and affiliates |  |  |  |  |  |  |  |  |  |
55 East 52nd Street New York, New York 10055 |  |  |  | 8,291,872 | (2) |  |  |  | 16.9 | %
The Vanguard Group, Inc. |  |  |  |  |  |  |  |  |  |
100 Vanguard Boulevard Malvern, Pennsylvania 19355 |  |  |  | 6,348,619 | (3) |  |  |  | 12.95 | %
Dimensional Fund Advisors LP |  |  |  |  |  |  |  |  |  |
6300 Bee Cave Road, Building One Austin, Texas 78746 |  |  |  | 3,209,581 | (4) |  |  |  | 6.55 | %
The Bank of New York Mellon Corporation |  |  |  |  |  |  |  |  |  |
240 Greenwich Street New York, New York 10286 |  |  |  | 2,847,496 | (5) |  |  |  | 5.81 | %
Therese M. Bassett |  |  |  | 25,381 | (6) |  |  |  | — |
John G. Boss |  |  |  | 81,341 | (7) |  |  |  | * |
M. Kristin Glazner |  |  |  | 23,170 | (8) |  |  |  | * |
John E. Kunz |  |  |  | 72,604 | (9) |  |  |  | * |
Larry J. Magee |  |  |  | 115,881 | (10) |  |  |  | * |
Ann D. Murtlow |  |  |  | 63,004 | (11) |  |  |  | * |
Kevin J. Page |  |  |  | 24,155 |  |  |  |  | * |
Michael N. Pettit |  |  |  | 36,437 | (12) |  |  |  | * |
Dustin T. Smith |  |  |  | 41,502 | (13) |  |  |  | * |
Scott K. Sorensen |  |  |  | 89,298 | (14) |  |  |  | * |
Stuart A. Taylor II |  |  |  | 27,200 | (15) |  |  |  | * |
Brent L. Yeagy |  |  |  | 203,286 |  |  |  |  | * |
All of our directors and executive officers as a group (12 persons) |  |  |  | 803,259 | (16) |  |  |  | 1.64 | %

* | Less than one percent

(1) | Beneficial ownership is determined in accordance with the rules of the SEC and generally includes voting or investment power with respect to securities. Shares of Common Stock subject to restricted stock units and/or performance stock units are not deemed outstanding by the Company for purposes of reporting on Common Stock outstanding. As such, only those units that will vest within 60 days of March 14, 2022 are deemed outstanding for purposes of computing the percentage ownership of the person holding such units. Shares of Common Stock subject to options currently exercisable or exercisable within 60 days of March 14, 2022 are deemed outstanding for purposes of computing the percentage ownership of the person holding such options, but are not deemed outstanding for purposes of computing the percentage ownership of any other person. Except where indicated otherwise, and subject to community property laws where applicable, the persons named in the table above have sole voting and investment power with respect to all shares of Common Stock shown as beneficially owned by them.

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Beneficial Ownership of Common Stock

(2) | Based solely on the Schedule 13G/A filed January 27, 2022 by BlackRock, Inc. on its own behalf and on behalf of its subsidiaries BlackRock Advisors, LLC, Aperio Group, LLC, BlackRock (Netherlands) B.V., BlackRock Fund Advisors, BlackRock Institutional Trust Company, National Association, BlackRock Asset Management Ireland Limited, BlackRock Financial Management, Inc., BlackRock Japan Co., Ltd., BlackRock Asset Management Schweiz AG, BlackRock Investment Management, LLC, BlackRock Investment Management (UK) Limited, BlackRock Asset Management Canada Limited, BlackRock Investment Management (Australia) Limited and Blackrock Fund Managers Ltd. (collectively, the “BlackRock Subsidiaries”). BlackRock, Inc. has sole voting power with respect to 8,028,636 shares and sole dispositive power over 8,291,872 shares. None of the BlackRock Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock except for BlackRock Fund Advisors.

(3) | Based solely on the Schedule 13G/A filed February 10, 2022 by The Vanguard Group, Inc. on its own behalf and on behalf of its subsidiaries Vanguard Asset Management, Limited, Vanguard Fiduciary Trust Company, Vanguard Global Advisors, LLC, Vanguard Group (Ireland) Limited, Vanguard Investments Canada Inc., Vanguard Investments Hong Kong Limited, Vanguard Investments UK, Limited and Vanguard Investments Australia, Ltd. (collectively, the “Vanguard Subsidiaries”). The Vanguard Group does not have sole voting power with respect to any shares. The Vanguard Group has shared voting power with respect to 51,603 shares, sole dispositive power with respect to 6,256,379 shares, and shared dispositive power with respect to 92,240 shares. None of the Vanguard Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.

(4) | Based solely on the Schedule 13G/A filed February 8, 2022 by Dimensional Fund Advisors LP and its subsidiaries. Dimensional Fund Advisors LP has sole voting power with respect to 3,136,050 shares and sole dispositive power with respect to 3,209,581 shares. None of Dimensional Fund Advisors LP’s subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.

(5) | Based solely on the Schedule 13G filed February 2, 2022 by The Bank of New York Mellon Corporation, on its own behalf and on behalf of its subsidiaries The Bank of New York Mellon, BYN Mellon, National Association, BNY Mellon Trust of Delaware, BNY Mellon Investment Adviser, Inc, Lockwood Advisors, Inc., Mellon Investments Corporation, Newton Investment Management North America, LLC, Pershing LLC, B.N.Y. Holdings (Delaware) Corporation, BNY Mellon IHC, LLC, MBC Investments Corporation, and Pershing Group LLC (collectively, the “New York Mellon Subsidiaries”). The Bank of New York Mellon Corporation has sole voting power with respect to 2,649,911 shares, shared voting power with respect to 380 shares, sole dispositive power with respect to 1,123,706 shares and shared dispositive power with respect to 1,696,577 shares. None of the New York Mellon Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock except for BNY Mellon IHC, LLC and MBC Investments Corporation.

(6) | Includes 7,504 unvested restricted stock units held by Ms. Bassett that will vest within 60 days of March 14, 2022.

(7) | Includes 7,504 unvested restricted stock units held by Mr. Boss that will vest within 60 days of March 14, 2022.

(8) | Includes options held by Ms. Glazner to purchase 750 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. Does not include any unvested restricted stock units or performance stock units, as no such awards held by Ms. Glazner will vest within 60 days of March 14, 2022.

(9) | Includes 7,504 unvested restricted stock units held by Mr. Kunz that will vest within 60 days of March 14, 2022.

(10) | Includes 7,504 unvested restricted stock units held by Mr. Magee that will vest within 60 days of March 14, 2022.

(11) | Through a family estate planning structure, Ms. Murtlow shares voting and investment power on all shares with her spouse (other than with respect to any deferred shares). Includes 7,504 unvested restricted stock units held by Ms. Murtlow that will vest within 60 days of March 14, 2022.

(12) | Includes options held by Mr. Pettit to purchase 2,010 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. Does not include any unvested restricted stock units or performance stock units, as no such awards held by Mr. Pettit will vest within 60 days of March 14, 2022.

(13) | Includes options held by Mr. Smith to purchase 2,267 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. Does not include any unvested restricted stock units or performance stock units, as no such awards held by Mr. Smith will vest within 60 days of March 14, 2022.

(14) | Through a family estate planning structure, Mr. Sorensen shares voting and investment power on all reported shares with his spouse (other than with respect to any deferred shares). Includes 7,504 unvested restricted stock units held by Mr. Sorensen that will vest within 60 days of March 14, 2022.

(15) | Includes 7,504 unvested restricted stock units held by Mr. Taylor that will vest within 60 days of March 14, 2022.

(16) | Includes options held by our executive officers to purchase an aggregate of 5,027 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. The Company’s directors do not hold any options.

Delinquent Section 16(a) Reports

Section 16(a) of the Exchange Act requires our directors, executive officers and 10% stockholders to file reports of ownership of our equity securities. To our knowledge, based solely on our review of the copies of such forms furnished to us in 2021 and written representations from our executive officers and directors, we believe that all Section 16(a) filing requirements of our directors and executive officers were met except that a late Form 4 was filed for Mr. Yeagy on March 2, 2022 reporting three stock option exercise transactions, and a Form 5 was filed for each of Messrs. Pettit and Smith reporting a late share withholding transaction, filed on February 11, 2022 and February 10, 2022, respectively.

WABASH NATIONAL CORPORATION |  | 2022 Proxy Statement |  | 67

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|  | General Information

Availability of Certain Documents

A copy of our 2021 Annual Report on Form 10-K is posted with this Proxy Statement. You also may obtain additional copies without charge and without the exhibits by writing to: Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905. These documents also are available through our website at www.wabashnational.com.

The charters for our Audit, Compensation, Nominating, Corporate Governance and Sustainability, and Finance Committees, as well as our Corporate Governance Guidelines and the Codes, are available on the Governance/Governance Documents page of the Investor Relations section of our website at ir.onewabash.com and are available in print without charge by writing to: Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905.

Communications with the Board of Directors

Stockholders or other interested persons wishing to make known complaints or concerns about our accounting, internal accounting controls or auditing matters, or bring other concerns to the Board or the Audit Committee, or to otherwise communicate with our independent directors as a group or the entire Board, individually or as a group, may do so by sending an email to board@wabashnational.com or auditcommittee@wabashnational.com, or by writing to Wabash National Corporation, Attention: General Counsel, 3900 McCarty Lane, Lafayette, Indiana 47905. You may report your concerns anonymously or confidentially.

Stockholder Proposals and Nominations

Stockholder Proposals for Inclusion in 2023 Proxy Statement. To be eligible for inclusion in the proxy statement for our 2023 Annual Meeting, stockholder proposals must be received by the Company’s Corporate Secretary no later than the close of business on November 29, 2022. However, if the date of the 2023 Annual Meeting has changed by more than 30 days from the date of the 2022 Annual Meeting indicated herein, then stockholder proposals must be received a reasonable time before the Company begins to print and send its proxy materials for the 2023 Annual Meeting. Proposals should be sent to Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905 and follow the procedures required by Rule 14a-8 of the Exchange Act. In addition to satisfying the foregoing requirements under our Bylaws, to comply with the universal proxy rules (once effective), stockholders who intend to solicit proxies in support of director nominees other than our director nominees must provide notice that sets forth the information required by Rule 14a-19 under the Exchange Act not later than March 12, 2023.

Stockholder Director Nominations and other Stockholder Proposals for Presentation at the 2023 Annual Meeting. Under our Bylaws, written notice of stockholder nominations to the Board of Directors and any other business proposed by a stockholder that is not to be included in our proxy statement must be delivered to the Company’s Corporate Secretary not less than 90 nor more than 120 days prior to the first anniversary of the preceding year’s annual meeting. Accordingly, any stockholder who wishes to have a nomination or other business considered at the 2023 Annual Meeting must deliver a written notice (containing the information specified in our Bylaws regarding the stockholder, the nominee and the proposed action, as appropriate) to the Company’s Corporate Secretary between January 11, 2023 and February 10, 2023. However, if the date of the 2023 Annual Meeting is more than 30 days before or after the first anniversary of the 2022 Annual Meeting, any stockholder who wishes to have a nomination or other business considered at the 2023 Annual Meeting must deliver written notice (containing the information specified in our Bylaws regarding the stockholder, the nominee and the proposed action, as appropriate) to the Company’s Corporate Secretary not earlier than 120 days prior to such Annual

68 |  | 2022 Proxy Statement |  | WABASH NATIONAL CORPORATION

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General Information

Meeting and not later than the later of the 90th day prior to such Annual Meeting or the tenth day following the public announcement of such Annual Meeting. SEC rules permit management to vote proxies in its discretion with respect to such matters if we advise stockholders how management intends to vote. A nomination or other proposal will be disregarded if it does not comply with the above procedure and any additional requirements set forth in our Bylaws. Please note that these requirements are separate from the SEC’s requirements to have your proposal included in our proxy materials.

Householding of Proxy Materials

Stockholders residing in the same household who hold their stock through a bank or broker may receive only one set of proxy materials in accordance with a notice sent earlier by their bank or broker. This practice of sending only one copy of proxy materials is called “householding” and this practice saves us money in printing and distribution costs and reduces the environmental impact of our Annual Meeting. This practice will continue unless instructions to the contrary are received by your bank or broker from one or more of the stockholders within the household. We will deliver promptly, upon written or oral request, a separate copy of the proxy materials to a stockholder at a shared address to which a single copy of the documents was delivered. A stockholder who wishes to receive separate copies of the proxy materials, now or in the future, should submit a request to the Company by telephone at (765) 771-5310 or by submitting a written request to Wabash National Corporation c/o Director-Investor Relations, 3900 McCarty Lane, Lafayette, IN 47905.

If you hold your shares in “street name” and reside in a household that received only one copy of the proxy materials, you can request to receive a separate copy in the future by following the instructions sent by your bank or broker. If your household is receiving multiple copies of the proxy materials, you may request that only a single set of materials be sent by following the instructions sent by your bank or broker.

By Order of the Board of Directors,

M. Kristin Glazner

Senior Vice President and General Counsel, Corporate Secretary, Chief Human Resources Officer

WABASH NATIONAL CORPORATION |  | 2022 Proxy Statement |  | 69

##### Table of Contents

WABASH NATIONAL CORPORATION

ATTN: LEGAL/CORPORATE SECRETARY

3900 MCCARTY LANE

LAFAYETTE, IN 47905

VOTE BY INTERNET - www.proxyvote.com or scan the QR Barcode above

Use the Internet to transmit your voting instructions and for electronic delivery of information up until 11:59 p.m. Eastern Time the day before the cut-off date or meeting date. Have your proxy card in hand when you access the web site and follow the instructions to obtain your records and to create an electronic voting instruction form.

During The Meeting - Go to www.virtualshareholdermeeting.com/WNC2022 You may attend the meeting via the Internet and vote during the meeting. Have the information that is printed in the box marked by the arrow available and follow the instructions.

VOTE BY PHONE - 1-800-690-6903

Use any touch-tone telephone to transmit your voting instructions up until 11:59 p.m. Eastern Time the day before the cut-off date or meeting date. Have your proxy card in hand when you call and then follow the instructions.

VOTE BY MAIL

Mark, sign and date your proxy card and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717.

TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS:

KEEP THIS PORTION FOR YOUR RECORDS

— — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —

DETACH AND RETURN THIS PORTION ONLY

THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED.

|  | The Board of Directors recommends you vote FOR the following: |  |  |  |
|  | 1. |  | To elect seven members of the Board of Directors from the nominees named in the accompanying proxy statement; |  |  |  |  |  |
|  |  |  | Nominees |  |  |  |  |  |
|  |  |  |  |  | For |  | Against |  | Abstain
|  | 1a. |  | Therese M. Bassett |  | ☐ |  | ☐ |  | ☐
|  | 1b. |  | John G. Boss |  | ☐ |  | ☐ |  | ☐
|  | 1c. |  | Larry J. Magee |  | ☐ |  | ☐ |  | ☐
|  | 1d. |  | Ann D. Murtlow |  | ☐ |  | ☐ |  | ☐
|  | 1e. |  | Scott K. Sorensen |  | ☐ |  | ☐ |  | ☐
|  | 1f. |  | Stuart A. Taylor II |  | ☐ |  | ☐ |  | ☐
|  | 1g. |  | Brent L. Yeagy |  | ☐ |  | ☐ |  | ☐
|  | The Board of Directors recommends you vote FOR proposals 2 and 3. |  | For |  | Against |  | Abstain
| 2. |  | To approve, on an advisory basis, the compensation of our named executive officers; |  | ☐ |  | ☐ |  | ☐

|  | For |  | Against |  | Abstain
3. |  | To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered public accounting firm for the year ending December 31, 2022; |  | ☐ |  | ☐ |  | ☐
NOTE: Such other business as may properly come before the meeting or any adjournment thereof. |  |  |  |  |  |  |  |

Please sign exactly as your name(s) appear(s) hereon. When signing as attorney, executor, administrator, or other fiduciary, please give full title as such. Joint owners should each sign personally. All holders must sign. If a corporation or partnership, please sign in full corporate or partnership name by authorized officer.

Signature [PLEASE SIGN WITHIN BOX] |  | Date |  |  |  |  |  |

Signature (Joint Owners) |  | Date |  |  |  |  |  |

##### Table of Contents

WABASH NATIONAL CORPORATION

ANNUAL MEETING OF STOCKHOLDERS

Wednesday, May 11, 2022 10:00 a.m., Eastern time

|  | Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting: The Combined Proxy Statement and 10-K are available at www.proxyvote.com — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — —

|  | WABASH NATIONAL CORPORATION Annual Meeting of Stockholders May 11, 2022 10:00 A.M., Eastern time This proxy is solicited by the Board of Directors for use at the Annual Meeting on May 11, 2022 to be held virtually at www.virtualshareholdermeeting.com/WNC2022. The shares of stock you hold in the account or in a dividend reinvestment account will be voted as you specify on the reverse side. If no choice is specified, the proxy will be voted “FOR” Proposals 1, 2 and 3. By signing the proxy, you revoke all prior proxies and appoint Larry J. Magee and Ann D. Murtlow, and each of them with full power of substitution, to vote the shares on the matters shown on the reverse side and any other matters which may come before the Annual Meeting and all adjournments. |  |
|  | Continued and to be signed on reverse side |  |