Bob Feury
About Bob Feury
Bob Feury is Chief Culture & People Officer (CCPO) at CRH. He joined CRH in 1996 via the acquisition of his family’s company, Allied Building Products (later Americas Distribution), served as EVP of Strategy & Development for the Building Products Division after the 2018 divestiture of Americas Distribution, and was appointed CCPO and to the Global Leadership Team in 2023. He is 62 and holds a BS in Finance and Financial Management Services . Company performance context during the most recent three fiscal years: CRH Total Shareholder Return rose from 77.57 (fixed $100 index) in 2022 to 191.52 in 2024, with Net Income of $3,889m (2022), $3,072m (2023), and $3,521m (2024), and Adjusted EBITDA of $5,388m (2022), $6,176m (2023), and $6,930m (2024) . CRH also highlights multi-year value creation since 2014 (CAGR: Revenue +8%, Adj. EBITDA +15%, EPS +17%) in its 2025 Investor Day materials .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Allied Building Products (acquired by CRH) | Executive leader prior to CRH acquisition | 1996 acquisition | Brought distribution capabilities into CRH; integration into Americas Distribution |
| CRH – Building Products Division | EVP, Strategy & Development | Post-2018 (after Americas Distribution divestiture) | Strategy and development leadership for Building Products portfolio |
| CRH | Chief Culture & People Officer; Global Leadership Team | Appointed 2023 | New role created to elevate enterprise focus on culture and people |
External Roles
No external directorships or outside public company board roles are disclosed for Mr. Feury in the 2025 Proxy’s Global Leadership Team section .
Fixed Compensation
- CRH sets executive base salaries using a market-based approach, reviewed annually for performance, scope, experience, and external benchmarks; specifics for Mr. Feury are not disclosed (he is not a named executive officer in 2024) .
- Benefits/perquisites are controlled under “strong compensation governance,” with the company stating it does not provide excessive perquisites .
Performance Compensation
CRH’s at-risk pay design (applies to NEOs and the executive program broadly) ties annual cash incentives and long-term equity to financial and strategic outcomes. Mr. Feury’s individual targets and payouts are not disclosed (he is not an NEO in 2024), but the program levers and vesting that drive selling pressure and alignment are as follows .
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Annual Bonus Metrics and Weightings | Plan Year | EPS | Operating Cash Flow | RONA | Personal/Strategic or Sustainability/Strategic | Deferral/Structure | |---|---:|---:|---:|---:|---| | 2024 | 25% | 30% | 25% | 20% Personal/Strategic | Portion deferred into shares for 3 years (33% CEO/CFO; 25% other NEOs) | | 2025 | 30% | 30% | 20% | 20% Sustainability/Strategic | No deferral; program shifted to U.S.-style targets and payout curves |
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Long-Term Incentives (LTI) Structure and Vesting | Award | 2024 Design (PSP) | 2025 Design (PSUs/RSUs) | Vesting/Holding | |---|---|---|---| | Performance Share units | 45% Cash Flow; 20% RONA; 20% Relative TSR; 15% Sustainability Scorecard | 60% PSUs: 50% Cash Flow; 25% RONA; 25% Relative TSR | Three-year cliff vest; additional post-vest holding requirement applied to executive directors in 2024; 2025 adopts U.S. practice with % of target | | Restricted Share Units | Not used in 2024 LTI | 40% RSUs added in 2025; 3-year ratable vest | 3-year ratable vest for RSUs | | Deferred Share Bonus Plan (DSBP) | Portion of annual bonus deferred into shares for 3 years (NEOs: 33% CEO/CFO, 25% others) | Eliminated for 2025 in favor of higher LTI and shareholding/retention focus | 3-year holding/vesting of deferred shares |
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Governance and Risk Controls
- Robust clawback policy allowing cancellation/recoupment of incentive pay in the event of financial restatements .
- No option repricings without shareholder approval; no excessive change-in-control benefits; no guaranteed bonuses .
Equity Ownership & Alignment
| Item | Detail |
|---|---|
| Beneficial ownership (as of Mar 12, 2025) | 57,567 CRH ordinary shares; Percent of class: less than 1% |
| Anti-hedging/pledging | Hedging and pledging are prohibited for directors and executive officers (no margin accounts, no collateral pledges) |
| Share ownership guidelines (effective Jan 1, 2025) | NEOs: 3x base salary; CEO: 6x; Non-management Directors: 5x retainer. Five-year compliance window; 75% net share retention until met. (Guidelines stated for NEOs and Directors; Mr. Feury is not disclosed as an NEO in 2024.) |
| Compliance disclosure | Committee states each NEO is in compliance or on track to comply |
Implications: Feury’s disclosed ownership is modest relative to float (<1%) but anti-hedging/pledging rules reduce misalignment risk. New 2025 guidelines raise alignment for covered NEOs; the proxy does not explicitly state that non-NEO executive officers like Feury are covered by the multiple-based requirement .
Employment Terms
- Anti-hedging/pledging: Company-wide prohibition for directors and executive officers (mitigates leverage/forced-selling risks) .
- Post-employment holding (legacy policy): CEO and CFO required to hold shares equal to two times and 1.5 times base salary, respectively, for two years post-retirement under the 2022 policy (provided for context on governance rigor) .
- Change-in-control: Equity plan allows the committee flexibility; no automatic single-trigger vesting; methods include cash-out at fair value, assumption/substitution, adding double-trigger conditions, or pre-CIC exercise windows; termination of out-of-the-money options permitted without consideration .
- Employment agreements: Company notes written agreements for NEOs and describes termination/CIC outcomes by scenario for NEOs; no individual agreement for Mr. Feury is disclosed .
Related Party Transactions (Governance Red Flags)
| Year | Counterparty | Relationship to Bob Feury | Transaction Amount | Nature/Terms |
|---|---|---|---|---|
| 2024 | Extech Building Materials | Majority owned by Feury family; Bob Feury holds a minority stake; father (director/owner), brothers (CEO/owner; COO/owner) | ~$6,553,000 | Purchases from CRH subsidiaries; stated arm’s-length and approved per policy |
| 2023 | Extech Building Materials | Same as above | ~$5,474,000 | Purchases from CRH subsidiaries; arm’s-length and approved per policy |
These recurring related-party transactions are disclosed and approved but warrant ongoing monitoring given the family ownership ties to an executive officer .
Performance & Track Record (Company Context During Feury’s Tenure on GLT)
| Metric | 2022 | 2023 | 2024 |
|---|---|---|---|
| CRH Total Shareholder Return ($100 base) | 77.57 | 141.46 | 191.52 |
| Net Income ($m) | 3,889 | 3,072 | 3,521 |
| Adjusted EBITDA ($m) | 5,388 | 6,176 | 6,930 |
CRH also communicated long-term value creation since 2014 in its 2025 Investor Day materials (Revenue +8% CAGR, Adj. EBITDA +15% CAGR, Diluted EPS +17% CAGR), framing a strong execution backdrop .
Compensation Committee Analysis (Program Oversight)
- Committee: Lamar McKay (Chair), Richie Boucher, Caroline Dowling, Johan Karlström, Shaun Kelly, Gillian L. Platt, Mary K. Rhinehart .
- Consultants/benchmarking: Semler Brossy supported development of a U.S.-focused compensation peer group; 2025 program shifts to U.S.-style targets, peer groups, and RSU usage to enhance retention and alignment .
- Governance practices: Clawbacks, prohibition on hedging/pledging, no option repricing without shareholder approval, and no excessive CIC benefits .
Investment Implications
- Alignment: Feury’s role is tied to an incentive framework emphasizing Cash Flow, RONA, and relative TSR through PSUs, with 3-year vesting and anti-hedging/pledging constraints that anchor long-term behavior; however, his personal at-risk mix and targets are not disclosed as he is not an NEO in 2024, limiting pay-for-performance transparency at the individual level .
- Retention and selling pressure: The shift to RSUs (2025) increases time-vested equity that can mitigate near-term turnover risk but can also create known vest dates that concentrate potential selling windows; anti-pledging reduces forced-sale risk; DSBP deferrals end in 2025 which may shift more value into LTI (PSUs/RSUs) rather than deferred bonus shares .
- Governance risk: The recurring related-party sales with Extech (family-owned) are approved and arm’s-length per policy, but continued volume (~$6.6m in 2024) warrants monitoring for conflicts and optics, especially given Feury’s executive position .
- Performance backdrop: Strong TSR and EBITDA progression through 2024 support the credibility of performance-linked pay designs; continued delivery on cash flow and ROIC metrics (core LTI levers) would further justify incentive outcomes .
- What to watch: Future proxies for whether Feury becomes an NEO (which would provide full compensation disclosure); any updates to related-party transactions; and Form 4 activity to assess personal selling trends once awards vest (not disclosed in the proxy) .