Jennifer Hawes
AllegionAbout Jennifer Hawes
Jennifer L. Hawes, age 43, is Senior Vice President and Chief Human Resources Officer (CHRO) at Allegion, a role she has held since February 2023 after progressing through multiple HR leadership roles since 2016 . The proxy does not disclose education; her tenure at Allegion spans at least 2016–present across Americas HR, Global Talent, Total Rewards/Global Talent, VP-CHRO, and SVP-CHRO roles . Company incentive design for senior executives emphasizes pay-for-performance (PSUs tied 50% to adjusted EPS and 50% to relative TSR over three years; options and RSUs with three-year ratable vesting), with anti-hedging/anti-pledging and robust clawback policies underpinning governance; 2024 say‑on‑pay support was ~85% .
Past Roles
| Organization | Role | Years | Strategic impact |
|---|---|---|---|
| Allegion | SVP & Chief Human Resources Officer | Feb 2023–present | Executive HR leadership for global workforce; member of senior leadership team |
| Allegion | VP & Chief Human Resources Officer | 2022–Feb 2023 | Transition to enterprise CHRO responsibility |
| Allegion | VP, HR – Total Rewards & Global Talent | 2020–2022 | Led total rewards design and global talent strategy |
| Allegion | VP, Global Talent | 2018–2020 | Drove global talent programs and leadership development |
| Allegion | VP, HR – Americas | 2016–2018 | Regional HR leadership for Americas business |
External Roles
| Organization | Role | Years | Notes |
|---|---|---|---|
| — | — | — | No external directorships or outside roles disclosed in executive biographies of the latest proxies . |
Fixed Compensation
Not disclosed for Ms. Hawes in the Summary Compensation Table because she was not a Named Executive Officer (NEO) in 2024; the SCT lists other executives (CEO, CFO, Eckersley, Ilardi, Braun, Cozad) .
Performance Compensation
Annual Incentive Plan (AIP) – Framework (company design)
| Component | Metric/Description | Weighting | Target | Actual/Payout | Notes |
|---|---|---|---|---|---|
| Financial Performance | Company financial score (e.g., consolidated financial outcomes) | Not disclosed for CHRO | Set annually | For NEOs in 2024, example financial scores included 92.06% for corporate NEOs; individual payouts applied this factor | Hawes’ specific target/actual not disclosed |
| Individual Performance | Includes People, Environment and Safety scorecard modifier | Not disclosed | Set annually | Applied as an individual multiplier for NEOs (100% shown in 2024 table examples) | Structure applies across executives; CHRO-specific payout not disclosed |
Long-Term Incentive (LTI) – Design and Metrics
| Award type | Portion of grant | Metric/goal | Vesting | Payout mechanics |
|---|---|---|---|---|
| PSUs | 50% | 50% adjusted EPS; 50% relative TSR vs. S&P 400 Capital Goods (expanded in 2024 to include S&P 500 Capital Goods) | Cliff vest after 3 years | EPS: 0–200% (Threshold 50%, Target 100%, Max 200%); TSR: <25th=0%, 25th=50%, 50th=100%, ≥75th=200%; TSR capped at Target if TSR absolute is negative |
| Stock options | 25% | Share-price appreciation | Ratable over 3 years; 10-year term | Value only if stock appreciates; annual grants typically in Q1 (e.g., 2/22/2024 for NEOs) |
| RSUs | 25% | Retention and alignment | Ratable over 3 years | Dividend equivalents accrue and pay only if vested |
Equity Ownership & Alignment
| Item | Detail |
|---|---|
| Stock ownership guidelines | Senior Vice Presidents required to hold 2x base salary in Company shares; compliance due by 5th anniversary; options and unvested PSUs excluded; unvested RSUs and EDCP shares count |
| Compliance status – executives broadly | Executives were in compliance or on track as of the last disclosures (2023/2024 context) |
| Hedging/pledging | Prohibited for directors and executive officers; no directors or executive officers have pledged Company securities |
| Beneficial ownership (individual) | Not disclosed for Hawes; latest table lists directors and NEOs only as of March 14, 2025 (86,183,859 shares outstanding) |
Employment Terms
| Topic | Key terms |
|---|---|
| Employment agreements | Company states “Employment agreements with defined term lengths” are not used as a practice |
| Clawbacks | SEC 10D-compliant clawback adopted (recoup excess incentive-based comp on restatement); enhanced policy allows recoupment for fraud/misconduct or termination for cause; applies to cash and equity, including time-based awards |
| CIC severance plan (coverage and cash) | CIC Plan covers certain officers (including NEOs); severance multiples range from 1.5x for executive officers to 3.0x for CEO; includes salary and target bonus multiples plus pro‑rated target AIP for year of termination; continued health benefits for multiple years and up to $25k outplacement; “Best of Net” approach to excise tax (no gross‑up) |
| CIC equity treatment | Upon CIC, unvested options and RSUs vest unless a substantially equivalent alternate award is provided by the acquirer; PSUs vest pro‑rata at target based on months worked in the performance period |
| Anti-hedging/pledging | Hedging and pledging prohibited; no pledged shares by directors or executive officers |
| Non-compete / non-solicit | Not specifically disclosed for Hawes in proxies reviewed (general policy and severance/CIC terms disclosed) |
Compensation Committee and Governance Signals
- Independent Compensation and Human Capital Committee; independent consultant retained (FW Cook referenced for director program reviews) .
- Emphasis on best practices: no option repricing without shareholder approval, no CIC tax gross‑ups, double‑trigger equity vesting, robust ownership requirements, annual say‑on‑pay; 2024 say‑on‑pay approval ~85% .
- Use of compensation benchmarking and performance peer group for relative TSR evaluation .
Investment Implications
- Alignment: Strong policy alignment via 2x ownership guideline for SVPs, anti‑hedging/anti‑pledging, and dual clawbacks mitigate downside governance risk and support long-term alignment; beneficial ownership for Hawes is not disclosed publicly because she is not an NEO/director .
- Incentive quality: PSU metrics balance absolute earnings (adjusted EPS) and market-relative TSR with a downside cap when TSR is negative; options and RSUs vest ratably over three years, creating potential seasonal selling supply near first‑quarter anniversaries of typical February grants, contingent on individual awards .
- Retention/change-in-control: CIC structure uses double-trigger economics with moderate severance (1.5x for executive officers; no gross‑ups; Best of Net), which can stabilize leadership through transactions without excessive shareholder cost .
- Transparency risk: As a non‑NEO, Hawes’ individual salary/bonus/grants/holdings are not disclosed; investors must infer alignment primarily from company‑level policies and plan design rather than individual pay outcomes .