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Sally Beauty Holdings Inc

For the period ended Jan 24, 2025. Filed Dec 11, 2024.

View on SEC.gov

About this filing

What shareholders are asked to vote on at a company's meeting. It is where to find what directors and top executives are paid, and who owns the most shares.

Jan 24, 2025 · Filed Dec 11, 2024

SBH$18.31-2.3%Stored close · as of Nov 6, 2026
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Contents

2024 PROXY STATEMENT SUMMARY

Proxies are being solicited by the Board of Directors of Sally Beauty Holdings, Inc. (NYSE: SBH) (“we,” “us,” or the “Company”) to be voted at our 2025 Annual Meeting. This summary highlights information contained elsewhere in this Proxy Statement. This summary does not contain all of the information that you should consider, and you should read the entire Proxy Statement carefully before voting.

ANNUAL MEETING OF STOCKHOLDERS

TIME AND DATE9:00 a.m. Central Time, January 24, 2025
PLACEThis year’s annual meeting will be virtual and will be held solely online via live webcast. You will be able to attend and participate in the annual meeting online, vote your shares electronically and submit your questions prior to and during the meeting by visiting meetnow.global/M4WVJMF and following the instructions on your Notice, proxy card, or on the instructions that accompanied your proxy materials. Please refer to the Q&A section beginning on page 105 for instructions on how to attend the virtual meeting.
RECORD DATENovember 25, 2024
VOTINGStockholders as of the Record Date are entitled to notice of, and to vote at, the annual meeting. Each share of common stock is entitled to one vote for each director nominee and one vote for each of the other proposals to be voted on.

On or about December 11, 2024, we will mail a Notice of Internet Availability of Proxy Materials to our stockholders of record as of the Record Date. The Notice contains instructions on how to access over the internet the Company’s Notice of Annual Meeting of Stockholders, Proxy Statement, form of proxy and Annual Report on Form 10-K for the fiscal year ended September 30, 2024 (FY24).

VOTING MATTERS

PROPOSALBOARD VOTE RECOMMENDATIONPAGEREFERENCE (for more detail)
Proposal 1: Elect nine directorsFOR each Nominee12
Proposal 2: Approve, on an advisory basis, compensation of our named executive officers (NEOs)FOR47
Proposal 3: Approve the Sally Beauty Holdings, Inc. 2025 Omnibus Incentive PlanFOR90
Proposal 4: Ratify KPMG LLP as our independent registered public accounting firm for fiscal 2025FOR100
Proposal 5: Vote on a stockholder proposal regarding director election resignation guidelineAGAINST102

DIRECTOR NOMINEES

Nine nominees are standing for election at the 2025 Annual Meeting forone-year terms as directors. The following table provides summary information about each of the director nominees as well as their committee memberships. The table also discloses the Board’s determination as to the independence of each nominee under the listing standards of the New York Stock Exchange (“NYSE”) and relevant rules of the Securities and Exchange Commission (“SEC”). Additional information about each nominee’s background and experience can be found beginning on page 12. To be elected, each nominee must receive more votes cast “for” such nominee’s election than votes cast “against” such nominee’s election.

NameAgeDirector SinceOccupationExperience /QualificationIndep.ACCCNG/ CREC
Denise Paulonis52May 2018President & CEO, Sally Beauty Holdings, Inc.Management, Finance, Audit, International Retail•
Rachel R. Bishop, Ph.D.51July 2022President, Hefty Tableware, Reynolds Consumer ProductsConsumer Products, Retail, ESG, M&A✓••
Jeffrey Boyer66July 2022COO, Fossil Group, Inc.Management, Audit, Retail✓••
Diana S. Ferguson (Board Chair)61Jan. 2019Principal, Scarlett Investments LLCManagement, Finance✓C•
Dorlisa K. Flur59Jan. 2020Advisor, Former Chief Strategy & Transformation Officer, Southeastern GrocersManagement, Mass Market Retail Transformation✓••
James M. Head59Jan. 2021Former CFO, MultiPlan CorporationFinance, Strategy, M&A✓•C
Lawrence “Chip” P. Molloy63July 2022Retired; Former CFO, Sprouts Farmers MarketManagement, Finance, Audit✓C•
Erin Nealy Cox54July 2021 (Also Aug. 2016 to Nov. 2017)Partner, Kirkland & EllisCyber Security, Governance, Legal✓C•
Debra Perelman51—Former President & CEO, Revlon, Inc.Beauty Industry, Finance, Retail, Management✓

Committees:

AC= Audit CC = Compensation & Talent NG/CR = Nominating, Governance and Corporate Responsibility EC = Executive

C= Chair

Each director nominee elected will serve until the 2026 annual meeting. The Board recommends a vote FOR each nominee.

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BOARD NOMINEES SNAPSHOT

DiversityIndependence
Age MixTenure

FY24 PERFORMANCE

(1) Please see “Executive Compensation — Compensation Discussion and Analysis — FY24 Executive Compensation Program — Annual Incentive” section for Comparable Sales and Adjusted Operating Income (“AOI”) definition. (2) Information in this Proxy Statement includes discussion of financial metrics that are not calculated in accordance with U.S. GAAP, including AOI, AOIM and Adjusted Diluted EPS. Please see Appendix 1 for a reconciliation of these measures to financial measures derived in accordance with U.S. GAAP. (3) 3-Year Average Return on Invested Capital (“ROIC”) is defined as net income plus after-tax interest expense divided by monthly invested capital over the three-year performance period.

Net Sales were $3.72 billion, a 0.3% decrease over the prior year. • Global E-Commerce Sales were $364 million and represented 9.8% of total net sales. • GAAP operating earnings of $283 million and GAAP operating margin of 7.6%, Adjusted Operating Earnings of $315 million and Adjusted Operating Margin of 8.5%. • Repurchased 5.1 million shares at an aggregate cost of $60 million.

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FY24 STRATEGIC OBJECTIVES AND ACCOMPLISHMENTS

Enhancing Our Customer Centricity✓ Build our BSG ecosystem to leverage digital tools to drive full service and expand B2B2C (a business model where one company sells to another that resells to consumers) business leveraging ‘Cosmo Prof Direct’ learnings • BSG sales force identified over 10,000 sales prospects and made over 2,350 conversions, far exceeding our goal, and is working on launching a new ordering platform • Defined a product roadmap and support model for ‘Cosmo Prof Direct’ and launched user experience enhancements ✓ Deliver inspiration at Sally through education and expertise • Expanded ‘Licensed Colorist on Demand’ to a total of 61 Licensed Colorists, serving 162,000 customers year-to-date and generating $5.1M total revenue • Continued learning through ‘Studio by Sally’ by measuring the performance of 6 pilot stores and refined our operating model based on these learnings • Developed and executed a Sally brand refresh test (marketing and store layout) ✓ Advance customer relationship management (“CRM”) activities to drive long-term growth • Delivered year-over-year CRM sales increases of 33.4% for BSG and 14.2% for Sally through app engagement, well exceeding our initial expectations • Delivered customer algorithm reporting for the organization ✓ Grow e-commerce / marketplace DoorDash and Instacart) sales • Grew BSG e-commerce sales by $12M and Sally marketplaces by $13.1M, well exceeding our goal • Implemented an operational improvement roadmap ✓ Expand Mexico store base • Successfully opened 12 new locations in Mexico
Growing High Margin Own Brands and Amplifying Innovation✓ Expand BSG distribution footprint and launch new brands and new products to drive growth • Secured Amika store distribution including AMLP franchise locations in all remaining states, Morroccanoil in additional states and Briogeo product line in 500 stores • Continued momentum of FY23 expansions to achieve $49.9M growth, well exceeding our goal, in Amika, Color Wow, Danger Jones and Morroccanoil • Completed acquisition of Exclusive Beauty Supplies of Florida ✓ Grow our own brands (“OB”) and launch new branded color and care innovation in Sally • Grew OB penetration in the U.S. and Canada to 36.6% and 31.7% in Europe • Expanded Bondbar with new SKUs across color and care, leading to strong performance • Launched clean initiative with Inspired by Nature ✓ Continue the Happy Beauty pilot, innovating the concept as we learn • Approved 10 additional stores to be opened by late 2024
Increasing Operational Efficiency and Optimizing Our Capabilities✓ Create ‘Fuel for Growth’ by thinking differently about how we operate • Delivered $24M+ in savings from adjustments to our transportation, shipping, etc. • On track for a run rate of at least $72M in savings during FY25, to be refined through the long-range planning process ✓ Advance our end-to-end supply chain capabilities to benefit customers and associates while also increasing flexibility for the future • Maintained 90%+ in-stocks for both Sally and BSG through the year, exceeding our goal • Maintained weeks of supply <26 for Sally and <22 for BSG
Progress on Sustainability✓ Advance the following areas related to Sustainability • Culture & Belonging • Launched 2 additional Employee Resource Groups (Veterans and Disabilities / Neurodivergence) • Maintained our gender parity in leadership roles • Improved our BIPOC (black, indigenous, and people of color) representation in leadership roles • Philanthropy & Community Engagement • Launched our charitable foundation (SBH Inspires) externally and enabled payroll deductions for associates • Environmental Sustainability & Responsible Sourcing • On track for all new production runs, starting January 2025, fitting the regulated criteria will meet or exceed our goal of 25% PCR in componentry • Surpassed our 2% reduction goal in Co2 emissions for OB • Achieved a +25% year-over-year decline in electricity usage in stores with EMS (energy management system) / LED (light-emitting diode) investments

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FY24 CORPORATE GOVERNANCE HIGHLIGHTS

•Adopted Cyber Incident Materiality Determination Policy
•Current Director Nominee slate will result in gender-diverse Board with 67% women, 33% men

FY24 SUSTAINABILITY HIGHLIGHTS – The Board continued its focus on advancing company-wide sustainability efforts, which are focused on the main areas where we can have a meaningful impact:

1)Associates

•Implemented an organizational health survey in Corporate and field leadership to assess areas of opportunity to improve performance and efficiency and to focus our efforts to enhance our ways of working across SBH; implemented action plans in response
•Adding adoption and surrogacy benefit for next benefits year
•Enhanced our learning and development programs and opportunities by providing specifically designed Academies to support individuals through their career path; investing in external mentorship/ coaching programs to enhance our high potential leaders’ personal development; enhancing our partnership with LinkedIn Learning to bring AI personalized career coaching and career development

2)Culture and Belonging

•Launched two additional Employee Resource Groups – Veterans and People with Disabilities/Neurodivergent Thinking
•Continued focused conversational education and training efforts
•Designed and launched our new “Culture Splash” newsletter to share news and updates
•Created our Employee Value Propositions, outlining our best-in-class culture, ways of working and benefits targeted at various populations, to attract and retain our associates

3)Philanthropy and Community Impact:

•SBH Inspires Foundation:
•Continued developing the Foundation’s infrastructure and governance
•Raised over $60,000 to support efforts against domestic violence and abuse
•In-kind Product: donated over $80,000 of SBH product to local and national shelters supporting those in transition
•Employee Disaster Relief Fund: raised over $40,000 to assist associates impacted by natural disasters

4)Environmental Sustainability, Responsible Sourcing (Supply Chain): Made progress towards reducing our environmental impact by reducing energy usage and increasing energy efficiency

5)Data Privacy and Cybersecurity Oversight: Each quarter during FY24, our Chief Information Security Officer delivered detailed reports to the full Board on: risk identification and management strategies, cybersecurity strategy and governance structure, consumer data protection, risk mitigation activities, learnings from data security incidents of peer companies, results of third-party assessments and testing, and updates on associate training

FY24 STOCKHOLDER OUTREACH – During FY24, we engaged with investors and sell-side analysts by hosting numerous meetings, investor calls and attending investor conferences. We believe that listening to investors is essential to good governance and to the long-term sustainability of our company.

FY24 EXECUTIVE COMPENSATION HIGHLIGHTS – Highlights of our Named Executive Officer compensation program – including NEO Changes and Compensation Program Changes for FY24 and FY25 – are described in the CD&A section beginning on page 50.

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ContentsView on SEC.gov

The text of this filing, as the company filed it with the SEC, without its images or exhibits. This is not investment advice.