IBJNews

Haynes pays CEO almost twice as much as predecessor

Back to TopCommentsE-mailPrint

Kokomo-based Haynes International Inc.’s revenue dropped 31 percent last year and its bottom line swung from a healthy profit to a substantial loss. But the manufacturer of specialized alloys used in aerospace, chemical processing and gas engines paid its new CEO substantially more than his predecessor.

In fiscal 2009, Haynes awarded President and CEO Mark M. Comerford total compensation of $1.46 million—nearly twice as much as the $738,568 his predecessor, Francis Petro, made the previous year. Petro, 70, retired Sept. 30, 2008.

Haynes revenue fell to $439 million in the fiscal year ended Sept. 30, down from $637 million in fiscal 2008. During the same period, the company posted a $52.3 million loss, compared to a profit of a $62.8 million in 2008.

Compensation details were disclosed in the company's annual proxy statement, which was filed Jan. 26.

Hired in September 2008, Comerford, 48, was president of Alloy Products, a business unit of Mayfield Heights, Ohio-based Brush Engineered Materials Inc. before joining Haynes.

The proxy statement shows his compensation included a base salary of $406,203, a $340,000 signing bonus, $76,708 for relocation, $9,600 for a car, $3,600 for a country club membership and restricted stock and options worth $608,198 at the time of their grant dates.

Comerford was eligible for an additional cash bonus of $162,481—or 40 percent of his base salary—according to the proxy statement, but the company chose not to award it. The rest of his management team also was eligible for bonuses worth 25 percent of their base salaries but did not receive them.

“The global economic crisis of fiscal 2009 impacted executive compensation this fiscal year in several ways,” Haynes’ proxy statement reads. “First, the base salaries of the named executive officers were all temporarily reduced by 15 percent effective Aug. 6, 2009, and remained at that level until Jan. 1 2010. Second, the Compensation Committee and senior management came to a decision that, in light of economic conditions and other cost cutting measures taken by the company, no cash bonus would be paid out ... for fiscal 2009.”

The rest of Haynes’ management team took pay cuts last year. Chief Financial Officer Marcel Martin saw his pay decline 25.5 percent, from $561,514 in 2008 to $418,056 in 2009. Vice President of Marketing James Laird took a 23.3 percent pay cut, from $496,559 to $380,748. Vice President of Manufacturing Operations Scott Pinkham’s compensation declined 14.9 percent, from $396,722 to $337,571.

Marlin C. Losch III, Haynes' vice president of North American sales, made $312,297 in fiscal 2009. The company didn’t disclose his pay among its top five named executives the previous year.

Haynes employed Santa Rosa, Calif.-based Total Rewards Strategies as its independent compensation consultant. Board member Timothy McCarthy, chairman of Pennsylvania-based C.E. Minerals, chaired its compensation committee, which met 13 times last year.

Haynes also reduced the amount it spent on board pay, primarily by eliminating one director position. In fiscal 2008, Haynes paid seven independent directors a total of $1.2 million. Last year, the company paid six directors just over $1 million. Of that, $660,000 came as cash fees; the remainder was awarded in restricted stock.

Haynes’ stock price fell from $45.45 per share to $31.58 per share over its last fiscal year. It opened trading Friday at $30.52.

IBJ uses the Associated Press formula to calculate executive pay. It gauges the value of compensation such as stock and options grants at the time they are awarded, not the time they are cashed in.

ADVERTISEMENT

Post a comment to this story

COMMENTS POLICY
We reserve the right to remove any post that we feel is obscene, profane, vulgar, racist, sexually explicit, abusive, or hateful.
 
You are legally responsible for what you post and your anonymity is not guaranteed.
 
Posts that insult, defame, threaten, harass or abuse other readers or people mentioned in IBJ editorial content are also subject to removal. Please respect the privacy of individuals and refrain from posting personal information.
 
No solicitations, spamming or advertisements are allowed. Readers may post links to other informational websites that are relevant to the topic at hand, but please do not link to objectionable material.
 
We may remove messages that are unrelated to the topic, encourage illegal activity, use all capital letters or are unreadable.
 

Messages that are flagged by readers as objectionable will be reviewed and may or may not be removed. Please do not flag a post simply because you disagree with it.

Sponsored by
ADVERTISEMENT

facebook - twitter on Facebook & Twitter

Follow on TwitterFollow IBJ on Facebook:
Follow on TwitterFollow IBJ's Tweets on these topics:
 
Subscribe to IBJ
  1. In my opinion the estridge companies are crooks. They filed bankruptcy on their 'track housing' side of the business two weeks before they closed on one of my clients' homes. When my client first interviewed Estridge as a builder 6 months before, they specifically ASKED about the solvency of their business, knowing that some builders were struggling. Estridge truly misrepresented their financial situation at that time. I suppose I am more unhappy with the whole system than I am with the builder because what the heck==you can file bankruptcy on 'track homes' but still keep building and make money off of 'custom built' homes??? How ridiculous! They are all homes. How can a company be allowed to bilk thousands of dollars from their subcontractors but still be allowed to build houses?? they should have been made to pay back all their unpaid contractors before being allowed to profit from building any more houses! This alone makes them and the system crooks in my eyes. I would never build an estridge home and I would not recommend for my clients either. If they were truly 'bankrupt' how could they afford to keep building homes anyway??? The whole system needs fixed.

  2. I live a couple blocks east of the Angie's campus and my house is assessed for ~$160,000. If I could get that amount, let alone $384,000 (a 140% bonus), I'd sell in a minute. Either Angie's stockholders just got fleeced, or Angie's is getting about a 58% discount on their property taxes, if these properties are actually worth what they paid Mr. Oesterle for them. Which do you think is the case?

  3. Perhaps the IMA board is really to blame! They agreed to hire Charles. They can't seemingly find donors among themselves, or bring in new blood that will support the museums operating budget with an expanded museum and money to provide curators with something to do (ie buy art). The headlines of disarray at the museum and mass firings are hurting the reputation of the museum for some time to come. If people on the board had misgivings, perhaps they shpuld have more forcefully opposed efforts that they have seemingly been unable to fund, like expansion and the costs it has created!

  4. See, I told u Indyman and Dipsicle....this 8 days is overkill. It's barely worth a weekend....great job Tony George! Your dream has been fulfilled....he fans want the I r l back. Thats how good it was.....and that sucked.

  5. I have been in training for a short time now but right off I can see that safety and quality are the number one issues, my experience as of late has been a positive one, the employees along with Jeff the plant manager and the operation supervisor as well as the engineers are a highly motivated group of people, what an asset for the area to have and for company's in need of a quality metal products.

ADVERTISEMENT