Shurawl Sibblies
METLIFEAbout Shurawl Sibblies
Shurawl Sibblies is Executive Vice President and Chief Human Resources Officer (CHRO) at MetLife, a member of the Executive Leadership Team since August 1, 2024, leading global Human Resources to foster a purpose‑driven, inclusive culture aligned to MetLife’s strategy . She holds a B.S. in Business Administration (University at Albany, SUNY), an MBA in Finance (University of Rochester), and an M.S. in Predictive Analytics (Northwestern University) . MetLife’s 2024 operational performance (key drivers underpinning incentive frameworks) included Core Adjusted Earnings of $5.8B, Core Adjusted EPS of $8.11 (+11% YoY), Core Adjusted ROE of 15.2%, Core Free Cash Flow Ratio of 72%, Direct Expense Ratio of 12.1% (vs. 12.3% target), and Value of New Business of $3.2B . Executive long-term incentives (LTI) are 70% performance shares tied to three-year Adjusted ROE vs. Business Plan and three-year relative TSR, with three-year overlapping vesting schedules .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| American Express | Executive Vice President & Colleague Strategic Partner | 2020–2024 | Led talent, organizational and leadership development for consumer, international, innovation, and enterprise functions |
| MetLife (prior tenure) | SVP & HR Business Partner (U.S. Business, Global Employee Benefits, Investments, and functions) | 2012–2019 | Drove HR partnership across core businesses and investments, underpinning workforce analytics and talent strategies |
| TIAA | HR leadership | Not disclosed | Human capital strategy and analytics experience |
| Citigroup | Finance roles | Not disclosed | Financial management, aligns HR strategy to business outcomes |
| Hewlett-Packard | Product management/finance | Not disclosed | Product and finance experience supporting data-driven HR |
External Roles
| Organization | Role | Years | Notes |
|---|---|---|---|
| None disclosed | — | — | No public company directorships or committee roles disclosed . |
Fixed Compensation
| Component | Structure | Notes |
|---|---|---|
| Base Salary | Determined by position, scope, performance, experience, and market data | Executive officer pay set by Compensation Committee; U.S.-based executive officers generally without employment contracts . |
| Annual Cash Incentive (AVIP) | Committee‑assessed vs. Company and individual goals; funded factor applied to eligible employees | 2024 AVIP funding performance factor endorsed at 101.4% of target globally (~27,200 employees) . |
| Long‑Term Incentives (LTI) | Mix of Performance Shares (PSUs) and RSUs; options used in 2024 and earlier | LTI grants typically in February; overlapping three‑year vesting/performance; grant timing not based on MNPI . |
Note: Sibblies’ individual base salary and AVIP/RSU/PSU values are not disclosed in the 2025 proxy as she was not listed among NEOs .
Performance Compensation
| Metric | Weighting | Target Basis | Actual/Payout | Vesting |
|---|---|---|---|---|
| Adjusted ROE (3‑yr) | Part of 70% PSU grant value | Business Plan | Company metric used for PSU payouts; individual payout not disclosed | Three‑year performance period with overlapping cycles . |
| Relative TSR (3‑yr) | Part of 70% PSU grant value | TSR vs. peers | Company metric used for PSU payouts; individual payout not disclosed | Three‑year performance period . |
| RSUs | ~30% of LTI | Time‑based | Realized value depends on stock price; individual award not disclosed | Vest over three years . |
| AVIP (Annual) | Variable (committee judgement) | Company/individual goals | 2024 AVIP funding: 101.4% of target (companywide); Sibblies payout not disclosed | Paid following year-end subject to Committee approval . |
Equity Ownership & Alignment
| Policy/Practice | Requirement | Implications |
|---|---|---|
| Executive Share Ownership | Applies to SVP+; retain 100% of net shares from awards until guideline met/maintained | Enhances alignment; guidelines set by responsibility level; value of certain holdings counts; outstanding LTI not counted toward guideline . |
| Hedging/Pledging | Prohibited for directors and employees (incl. officers) | No short sales, hedging, options trading, or pledging—reduces misalignment risk . |
| Clawbacks | Performance‑based and Dodd‑Frank recoupment policies | Recovery for misconduct or erroneous compensation on restatements, regardless of fault for officers . |
| Ownership Counting | Direct, family/trust holdings, deferred shares in nonqualified plans | Clarifies measurement; promotes long-term holding . |
Beneficial ownership, vested/unvested breakdown, options status, and any pledging for Sibblies are not disclosed in the proxy; hedging/pledging are categorically prohibited .
Employment Terms
| Term | Detail | Source |
|---|---|---|
| Start date | Effective August 1, 2024; reports to CEO Michel Khalaf; ELT member | |
| Employment contracts | None for U.S.-based executive officers; generally similar programs to other U.S.-based officer-level employees | |
| Change‑in‑control (CIC) | No single‑trigger CIC severance; no single‑trigger LTI vesting without successor substitution; CIC cash severance capped at 2× total annual cash compensation | |
| Tax gross‑ups | No excise tax gross‑ups for CIC payments; no gross‑ups on perqs/benefits except relocation/transition arrangements | |
| Option repricing | Not permitted without shareholder approval | |
| Board interaction | ELT members, including EVP & CHRO, regularly participate in Board/committee sessions | |
| Ownership guidelines | Required for SVP+; retain net shares until compliance | |
| Non‑compete / non‑solicit / garden leave | Not disclosed | — |
Company Performance Context (FY 2024)
| Metric | FY 2024 | Notes |
|---|---|---|
| Core Adjusted Earnings ($B) | 5.8 | Exceeded prior year |
| Core Adjusted EPS ($) | 8.11; +11% YoY | Double-digit growth |
| Core Adjusted ROE (%) | 15.2 | Above 13–15% updated target |
| Core Free Cash Flow Ratio (%) | 72 | At high end of target range |
| Direct Expense Ratio (%) | 12.1 | Beat 12.3% goal |
| Value of New Business ($B) | 3.2 | Beat plan and prior year |
Investment Implications
- Compensation alignment: Strong link to long‑term value via 70% PSU weighting on Adjusted ROE and relative TSR, plus multi‑year vesting and strict clawbacks; this reduces short‑termism and incentivizes durable execution .
- Trading/pledging risk: Formal prohibitions on hedging and pledging mitigate misalignment and the risk of forced sales; ownership guidelines require net‑share retention until compliance—positive for alignment and retention .
- CIC economics and governance: No single‑trigger CIC severance or LTI vesting, capped cash severance, and no excise tax gross‑ups reflect shareholder‑friendly guardrails; high 2024 say‑on‑pay support (95%) indicates investor endorsement of program design .
- Data gaps: Individual cash/LTI amounts, ownership levels, and Form 4 activity for Sibblies are not disclosed in the proxy; monitor future filings and insider reports for selling pressure and guideline compliance. In the interim, program design indicates low pay‑risk asymmetry and high alignment. .