Cameron McDonald
Duke EnergyAbout Cameron McDonald
Cameron D. McDonald is Senior Vice President and Chief Human Resources Officer (CHRO) at Duke Energy, responsible for HR policy and strategy, leadership and talent development, diversity and inclusion, employee and labor relations, total rewards, and HR business partner services. She became CHRO effective Jan. 1, 2024, and joined Duke Energy’s Senior Management Committee effective July 1, 2025; she has been with Duke Energy since 2001. McDonald holds a BA in Psychology from Clemson University and a Master’s in Human Resources from the University of South Carolina. Duke Energy’s executive incentive framework ties pay to both annual and multi‑year performance metrics including Adjusted EPS, O&M, operational excellence (safety, environmental, reliability), customer satisfaction, energy modernization, relative TSR, cumulative Adjusted EPS and safety (TICR), which frame the company’s pay-for-performance design.
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Duke Energy | Senior Vice President & Chief Human Resources Officer | Jan 2024–present | Leads HR policy/strategy, talent development, D&I, total rewards; enterprise HR partner services to support execution of clean energy transition. |
| Duke Energy | Vice President, Talent Acquisition & Talent Management | 2022–Jan 2024 | Built recruitment pipeline; enhanced leadership and talent development; advanced inclusive and engaged workforce. |
| Duke Energy | Chief Diversity & Inclusion Officer | Prior to 2022 | Developed and executed D&I strategies to strengthen culture and support the industry’s largest clean energy transition. |
| Duke Energy | Various HR leadership roles (compensation, employee relations, change management, L&D, HRBP; HR transformation) | 2001–2023 | Led HR transformation leveraging innovation and technology; broad HR leadership across compensation, ER, and HRBP consulting. |
External Roles
No public company directorships or external board roles disclosed. (No references to McDonald’s external directorships in available company proxy, 8‑K, or leadership biography.)
Fixed Compensation
Not disclosed for Cameron McDonald in Duke Energy’s 2025 proxy (DEF 14A) as she is not listed among the Named Executive Officers (NEOs).
Performance Compensation
- Company program design for senior executives and NEOs (used to align incentives; McDonald’s specific grant amounts and payouts are not disclosed):
- Short‑Term Incentive (STI): one‑year cash incentive measured by Adjusted EPS, O&M, Operational Excellence (safety, environmental, reliability), Customer Satisfaction, Energy Modernization (non‑emitting MW capacity growth), and individual performance goals/modifier.
- Long‑Term Incentive (LTI): mix of Performance Shares (70%) and RSUs (30%). Performance Shares for 2024–2026 vest based on three metrics with updated weightings: cumulative adjusted basic EPS (40%), relative TSR vs. the UTY index (40%), and safety TICR vs. EEI Group 1 Large Company Index (20%). RSUs vest in equal installments on the first three anniversaries of grant, subject to continued employment.
| Incentive Type | Metric | Weighting | Target | Payout Schedule | Vesting |
|---|---|---|---|---|---|
| STI (Cash) | Adjusted EPS | Not disclosed | Not disclosed | Annual payout based on one‑year performance | Cash paid annually based on results |
| STI (Cash) | O&M | Not disclosed | Not disclosed | Annual payout based on one‑year performance | Cash paid annually based on results |
| STI (Cash) | Operational Excellence (safety, environmental, reliability) | Not disclosed | Not disclosed | Annual payout based on one‑year performance | Cash paid annually based on results |
| STI (Cash) | Customer Satisfaction | Not disclosed | Not disclosed | Annual payout based on one‑year performance | Cash paid annually based on results |
| STI (Cash) | Energy Modernization (non‑emitting MW capacity growth) | Not disclosed | Not disclosed | Annual payout based on one‑year performance | Cash paid annually based on results |
| LTI – Performance Shares | Cumulative Adjusted EPS | 40% | $18.78 (target); payout 0–200% per schedule | 3‑year cycle payout at end of performance period | Vest at end of 3 years based on performance |
| LTI – Performance Shares | Relative TSR vs. UTY | 40% | 55th percentile (target); payout 0–200% per schedule | 3‑year cycle payout at end of performance period | Vest at end of 3 years based on performance |
| LTI – Performance Shares | Safety (TICR vs. EEI Group 1 Large Company Index) | 20% | 90th percentile (target); payout 0–200% per schedule | 3‑year cycle payout at end of performance period | Vest at end of 3 years based on performance |
| LTI – RSUs | Time‑based | 30% of LTI mix | N/A | Dividend equivalents per plan; no performance condition | Vest in equal thirds on 1st, 2nd, 3rd anniversaries |
- Historical payout example (NEO program, 2022–2024 cycle) to illustrate design efficacy: overall achievement 124.25% of target, driven by cumulative Adjusted EPS result ($16.87 vs. $17.05 target), relative TSR at ~57.9th percentile, and top‑company TICR outcome; not specific to McDonald.
Equity Ownership & Alignment
| Item | Detail |
|---|---|
| Officer status | Form 3 filed as “SVP, Chief Human Resources Officer,” event date 07/01/2025. |
| Beneficial ownership (non‑derivative) | Common stock: 3,635 shares (Direct); 2,582 shares (Indirect via 401(k) stock fund). |
| Derivatives | None reported on Form 3 (Table II empty). |
| Hedging/Pledging policy | Company prohibits hedging, short sales, and pledging of Duke Energy securities for all directors, officers, employees and related persons. |
| Ownership guidelines | NEO stock ownership guidelines: CEO 6x base salary; other NEOs 3x base salary; all NEOs were in compliance in 2024. McDonald’s specific ownership guideline status is not disclosed as she is not listed as an NEO. |
Employment Terms
| Term | Detail |
|---|---|
| CHRO appointment | Effective Jan. 1, 2024; succeeded retiring CHRO Ron Reising. |
| Senior Management Committee | McDonald joins Duke Energy’s Senior Management Committee effective July 1, 2025. |
| Reporting line | McDonald will report to CEO Harry Sideris alongside other EVPs per May 2025 leadership announcement. |
| Severance/CIC framework (company) | Executive Severance Plan and Change‑in‑Control Agreements apply to NEOs with double‑trigger vesting; cash severance generally 2x base salary + target bonus; no excise tax gross‑ups; RSU and PS awards provide double‑trigger vesting upon qualifying termination after a change in control. McDonald’s specific severance/CIC terms are not disclosed. |
| Clawback | Complies with NYSE/Dodd‑Frank Section 954: recover incentive‑based comp for 3 years preceding restatement; additional recoupment for “detrimental activity.” |
| Insider trading | Strict policy prohibiting hedging/pledging, margin accounts, and short sales by directors, officers, employees and related persons. |
Investment Implications
- Alignment and governance: Enterprise policies prohibiting hedging/pledging and a robust clawback framework reduce misalignment and discourage risky trading behaviors; stock ownership guidelines apply to NEOs and are enforced, though McDonald’s personal guideline status is not disclosed.
- Retention and selling pressure: Initial Form 3 shows modest direct and indirect holdings (3,635 direct; 2,582 via 401(k)); no derivative positions reported, and our search returned no Form 4 transactions for McDonald, indicating no disclosed insider buying/selling in the period reviewed. [ListDocuments result: Found 0 documents for DUK of type 4]
- Incentive structure: Three‑year performance shares tied to cumulative Adjusted EPS and relative TSR (each 40%) plus safety (20%), and time‑based RSUs vesting over three years, create multi‑year retention hooks and link compensation to shareholder value drivers commonly monitored by investors.
- Role in human capital execution: As CHRO and SMC member, McDonald shapes talent pipelines, culture, and workforce readiness, which are central to execution of Duke’s $83B capital plan and clean energy transition—an operational lever for EPS and TSR outcomes embedded in executive incentives.
Note: Cameron McDonald’s specific salary, target bonus, and LTI grant sizes are not disclosed in the 2025 proxy; analysis relies on company‑wide executive incentive design and her reported beneficial ownership and appointments.