Chantal Veillon
INTEGRA LIFESCIENCES HOLDINGSAbout Chantal Veillon
Chantal Veillon is Executive Vice President and Chief Human Resources Officer (CHRO) at Integra LifeSciences, responsible for global HR strategy and execution; she joined in August 2023 and is 55 per the 2025 proxy (54 in 2024) . She holds both a J.D. and M.B.A. in international commercial law from Université Paris 1 Panthéon-Sorbonne, and brings extensive HR leadership experience across BMS (10+ years), Honeywell, GE Healthcare, and earlier served as in-house counsel at Vivendi Games . Company performance context during her tenure: 2023 revenue $1,541.6m (−1.0% reported; +5.5% organic ex-Boston) with GAAP net income $67.7m and adjusted EBITDA $369.7m; 2024 revenue was $1,610.5m with GAAP net loss of $(6.9)m; company TSR index value fell to 38.92 in 2024 from 74.73 in 2023 .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Bristol Myers Squibb | Senior HR leadership roles of increasing responsibility across R&D, manufacturing, supply chain, commercial ops, and corporate functions | 10+ years | Global/regional leadership across U.S. and Europe; supported major functions driving operational scale |
| Honeywell | Global HR leadership roles | Not disclosed | Advanced global HR practices and talent systems |
| GE Healthcare | Global HR leadership roles | Not disclosed | Supported healthcare operations and talent development |
| Vivendi Games | In-house lawyer; expanded scope to include HR | Not disclosed | Built cross-functional legal/HR capability with international responsibilities |
External Roles
No public company board or external director roles disclosed for Ms. Veillon in the company’s proxies .
Fixed Compensation
Not disclosed for Ms. Veillon (not a Named Executive Officer in 2024–2025 proxies). Company-wide annual bonus design for Bonus Plan participants (which includes executives) is shown below for context.
| Item | Design Detail | Source |
|---|---|---|
| Annual bonus pool metrics | Revenue 40%; Adjusted EBITDA 40%; Operating Cash Flow 20% | |
| Funding thresholds | Below threshold → 0%; Threshold → 20%; Target → 100%; Max → 150% | |
| 2023 outcome | Metrics achieved below thresholds; overall annual bonus pool funded at 0% for NEOs | |
| 2024 achievement vs target (company) | Revenue 99.9%; Adjusted EBITDA 82%; Operating Cash Flow 57% |
Performance Compensation
Company long-term incentive design (structure used for NEOs; serves as baseline for senior executive equity). Specific award type/values for Ms. Veillon are not disclosed.
| Component | Weighting | Metric/Target | Vesting | Notes |
|---|---|---|---|---|
| PSUs | 50% (NEO design) | Annual organic revenue growth targets; e.g., 2023 PSU target 5.7% with max at 7% (150% vest) | 3 years | Drives long-term growth alignment |
| Stock Options | 25% (NEO design) | Stock price appreciation | 4 years | No repricing; 10-year maximum term for SARs/options |
| Time-based equity (Restricted Stock; CEO uses RSUs) | 25% (NEO design) | Continued employment | 3 years (CEO RSUs vest over 3 years) | Reinforces retention/ownership |
Annual Bonus (STI) metrics, weightings, and payout framework:
| Metric | Weight | Threshold | Target | Maximum | 2024 Achievement |
|---|---|---|---|---|---|
| Revenue | 40% | 96% of target | 100% | 104% | 99.9% of target |
| Adjusted EBITDA | 40% | 93% | 100% | 107% | 82% of target |
| Operating Cash Flow | 20% | 85% | 100% | 115% | 57% of target |
| Pool funding mapping | — | 0% | 100% | 150% | Company-wide pool funded per model; 2023 funded at 0% for NEOs; 2024 pool funding outcome by individual not disclosed |
Equity Ownership & Alignment
| Policy/Item | Detail | Implication |
|---|---|---|
| Stock Ownership Guidelines | CEO: 6x base salary; CFO: 2x; All other executive officers: 1x base salary; 5 years from appointment/hire to comply | As CHRO/executive officer, Ms. Veillon is subject to 1x base salary guideline; 5-year compliance window from August 2023 (to Aug 2028) |
| Anti-hedging & Anti-pledging | Hedging and pledging prohibited for all employees/NEOs/directors; no margin accounts or pledging allowed | Reduces misalignment/leveraged risk; pledging red flag mitigated by policy |
| Clawback policy | Adopted October 2023 to comply with Rule 10D-1; separate misconduct clawback exists dating back to January 1, 2013 awards | Supports pay-for-performance and recovery on restatements/misconduct |
| Beneficial ownership & Forms | Ms. Veillon executed a Power of Attorney to file Forms 3/4/5 (Aug 8, 2023) | Confirms Section 16 reporting setup; specific share counts/transactions not located in proxies |
Employment Terms
| Term | Detail | Source |
|---|---|---|
| Role/Start | Executive Vice President, CHRO; joined August 2023 | |
| Contract visibility | No individual employment agreement/severance terms disclosed in proxies for CHRO | |
| Change-in-control program | 2024–2025 CIC Program participants listed (Knight, Davis, McBreen, Singh); CHRO not listed among NEO participants | |
| Equity plan mechanics | Double-trigger vesting for long-term incentive awards; dividend equivalents not paid on unvested awards | |
| Option/SAR maximum term | Not beyond the tenth anniversary of grant date |
Investment Implications
- Compensation alignment: Corporate STI metrics (Revenue, Adjusted EBITDA, OCF) and PSU organic revenue growth targets suggest rigorous pay-for-performance; clawback and anti-pledging policies further align incentives and reduce governance risk .
- Retention risk: Standard executive ownership guidelines (1x salary within 5 years) and time-based equity vesting promote retention; absence of disclosed individual severance/CIC terms for CHRO reduces guaranteed economics visibility versus NEOs covered by CIC Program .
- Insider selling pressure: Anti-hedging/anti-pledging ban materially lowers risk of hedged or pledged shares; no Form 4 transactions identified in the documents searched, limiting visibility into near-term selling pressure .
- Execution and value creation: Company-level performance in 2023 was resilient organically (ex-Boston recall), but 2024 TSR and GAAP results deteriorated, constraining STI funding and highlighting operational execution priorities (quality systems and cash generation) that will indirectly influence HR-linked performance culture under the CHRO .