DEF 14A of Hubbell Inc, Mar 23, 2026

DEF 14A of Hubbell Inc

Filed Mar 23, 2026 · FY20250001308179-26-000121

Open on EDGAR

  1. Our Director Nominees

    Our Director Nominees

  2. Our Director Nominees

    | | Edward H. Baine Age: 52 INDEPENDENT EVP, Utility Operations and President, Dominion Energy Virginia at Dominion Energy, Inc. | | Anthony J. Guzzi Age: 61 INDEPENDENT LEAD DIRECTOR Chairman, President and CEO, EMCOR Group, Inc. | | John F. Malloy Age: 71 INDEPENDENT Chairman, Retired President and CEO, Victaulic Company | | Director since: 2025 Committees: Compensation, Finance | | Director since: 2006 Committees: Compensation, Executive, Finance, Nominating and Corporate Governance | | Director since: 2011 Committees: Audit, Executive, Finance (Chair) | | | | Gerben W. Bakker Age: 61 Chairman, President and Chief Executive Officer, Hubbell Incorporated | | Rhett A. Hernandez Age: 73 INDEPENDENT President, CyberLens, LLC | | Jennifer M. Pollino Age: 61 INDEPENDENT Executive Coach and Consultant, JMPollino, LLC | | Director since: 2020 Committee: Executive (Chair) | | Director since: 2021 Committees: Audit, Finance | | Director since: 2020 Committees: Compensation, Nominating and Corporate Governance | | | | Carlos M. Cardoso Age: 68 INDEPENDENT Retired Chairman, Garrett Motion Inc. | | Neal J. Keating Age: 70 INDEPENDENT Retired Chairman, President and CEO, Kaman Corporation | | Garrick J. Rochow Age: 51 INDEPENDENT President and CEO, CMS Energy Corporation and Consumers Energy Company | | Director since: 2013 Committees: Compensation (Chair), Executive, Nominating and Corporate Governance | | Director since: 2010 Committees: Compensation, Executive, Nominating and Corporate Governance (Chair) | | Director since: 2024 Committees: Audit, Finance | | | | Debra L. Dial Age: 65 INDEPENDENT Retired SVP, Chief Accounting Officer and Controller, AT&T Inc. | | Bonnie C. Lind Age: 67 INDEPENDENT Retired SVP, CFO and Treasurer, Neenah, Inc. | | | | Director since: 2023 Committees: Audit, Finance | | Director since: 2019 Committees: Audit (Chair), Executive, Nominating and Corporate Governance | | | |

  3. Our Director Nominees

    | Proposal 2: Say on pay: advisory vote on the compensation of the Named Executive Officers. | See page 35 for further information. |

  4. Our Director Nominees

    | | The Board recommends a vote for this proposal. |

  5. Elements of Compensation

    | | | | Target Compensation Mix | | | Targeted at 50th percentile of peers | Element | Description | CEO | Other NEOs | | | Salary | A competitive level of cash to attract and retain executive talent. | | | | | Annual Cash Incentive | Amounts awarded based on achievements toward Hubbell’s financial goals and individual performance against strategic objectives. | | | | | Long-Term Equity Incentive | A mix of predominantly performance-based equity awards designed to drive Hubbell’s performance and align executives’ interests with those of our shareholders. 75% of equity awards are performance-based. | | |

  6. Short and Long-Term Incentives

    Short and Long-Term Incentives

  7. Short-Term Incentive (“STI”) Design

    Short-Term Incentive (“STI”) Design The 2025 short-term incentive awards for the NEOs (including our CEO) were based 80% on Hubbell’s financial performance and 20% on their individual contributions toward achievement of Hubbell’s strategic objectives. This design prioritizes and appropriately rewards performance on critical metrics including talent development, acquisitions, innovation, footprint optimization and customer satisfaction.

  8. Short-Term Incentive (“STI”) Design

    | (1) Adjusted earnings per share and free cash flow are non-GAAP financial measures. A reconciliation to the comparable GAAP financial measures can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  9. Long-Term Incentive (“LTI”) Design

    Long-Term Incentive (“LTI”) Design The design of our long-term incentive award program, shown below, reflects a strong performance-based orientation.

  10. Performance Share Metrics

    Performance Share Metrics Since 2022, performance share grants have been based on the three metrics described below.

  11. Performance Share Metrics

    | METRIC | 2025 Weighting | | | Relative Sales Growth | 34% | Drives growth initiatives, including organic growth, new product development, innovation, and acquisition performance. | | Adjusted Operating Profit Margin(1) | 33% | Focuses NEOs on margin expansion and productivity while they execute operational objectives, including footprint optimization and product rationalization. | | Relative TSR | 33% | Ensures pay is aligned with shareholder interests. |

  12. Performance Share Metrics

    | (1) Adjusted operating profit margin is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  13. Performance Share Metrics

    Specific details on these metrics may be found on pages 50-51 in the Compensation Discussion & Analysis section.

  14. Performance Share Metrics

    | Our compensation program is designed around pay for performance and informed by our shareholder engagement. |

  15. Director Nominees

    Director Nominees The nominees are proposed by the Board to stand for election at the 2026 Annual Meeting of Shareholders and to serve as Directors until the 2027 Annual Meeting. Our Director nominees offer a diverse range of skills and experience in areas that are relevant to our business and operations.

  16. Director Nominees

    | Skills and Experience | | | | | | | | | | | | | | | | PUBLIC COMPANY BOARD: Hold or have held other public company board positions. | | | | | | | | | | | | 82% | | | BUSINESS DEVELOPMENT AND STRATEGY: Experience at large/complex organizations providing oversight of strategic priorities, corporate and business plans, and business development. | | | | | | | | | | | | 100% | | | CEO: Leadership experience as a Chief Executive Officer of one or more large/complex organizations. | | | | | | | | | | | | 55% | | | CYBERSECURITY AND TECHNOLOGY: Experience or expertise in technology or cybersecurity, including information security, and e-commerce. | | | | | | | | | | | | 82% | | | FINANCIAL: Significant expertise in and an advanced understanding of finance and accounting. | | | | | | | | | | | | 73% | | | GLOBAL: Board leadership experience with multinational companies or international markets. | | | | | | | | | | | | 82% | | | MANUFACTURING: Manufacturing experience in the industry and markets that Hubbell serves. | | | | | | | | | | | | 82% | | | RISK MANAGEMENT: Experience at large/complex organizations overseeing various company risks and ensuring that there are appropriate mechanisms and policies in place to mitigate and manage those risks. | | | | | | | | | | | | 100% | | Background | | | | | | | | | | | | | | | YEARS ON HUBBELL BOARD | | <1 | 5 | 13 | 2 | 19 | 5 | 15 | 7 | 14 | 5 | 1 | 8 year average | | AGE | | 52 | 61 | 68 | 65 | 61 | 73 | 70 | 67 | 71 | 61 | 51 | 64 year average |

  17. Director Nominees

    The following biographies provide certain information about each nominee, including each nominee’s background, age as of the 2026 Annual Meeting, and relevant experience in more detail.

  18. Director Nominees

    | Age: 52 Director Since: 2025 INDEPENDENT | Edward H. Baine | | | | COMMITTEES: • Compensation • Finance DIRECTORSHIPS: • Dominion Energy South Carolina, Inc. (DESC), since January 2025 • Virginia Electric and Power Company (VEPCO), since October 2020 | QUALIFICATIONS: Mr. Baine brings to the Board experience as a public company executive officer and Director in the utility industry and possesses a strong background in operations, regulated utilities, and governance, including: • Serving in the following positions at Dominion Energy, Inc. ("Dominion Energy"): Executive Vice President—Utility Operations and President—Dominion Energy Virginia from July 2025 to present. • Served as President—Utility Operations and President—Dominion Energy Virginia from January 2025 to July 2025; President—Dominion Energy Virginia from October 2020 to December 2024; Senior Vice President—Power Delivery for Dominion Energy Virginia from 2019 to October 2020. • Serving on the boards of Dominion Energy South Carolina, Inc. (DESC) and Virginia Electric and Power Company (VEPCO). • Over 30 years of both hands-on and leadership experience in the utility industry, an industry that represents a significant part of the Company’s overall business. | | | Mr. Baine has worked for Dominion Energy for over 30 years, a publicly traded electric and natural gas utility. Mr. Baine joined Dominion Energy in 1995 as an associate engineer. He was promoted to Vice President–Shared Services in 2009 and became Vice President–Power Generation Merchant Operations in 2012. He became Vice President–Power Generation System Operations in 2013 and Senior Vice President–Transmission & Customer Service in 2015. In 2016, he was named Senior Vice President–Distribution, Power Delivery Group. He was named Senior Vice President–Power Delivery, Dominion Energy Virginia in 2019. He was named President–Dominion Energy Virginia in October 2020, and President–Utility Operations and Dominion Energy Virginia in early 2025. Mr. Baine became Executive Vice President–Utility Operations and Dominion Energy Virginia in July 2025. | |

  19. Director Nominees

    | Age: 61 Director Since: 2020 CHAIRMAN, PRESIDENT AND CEO, HUBBELL INCORPORATED | Gerben W. Bakker | | | | COMMITTEE: • Executive (Chair) DIRECTORSHIP: • Regal Rexnord Corporation, since February 2025 | QUALIFICATIONS: Mr. Bakker brings to the Board extensive financial, operational, and strategic planning experience and a strong background in the manufacturing industry, including: • Served as Hubbell’s President and COO from June 2019 prior to his appointment to CEO in October 2020. • Served as President of Hubbell Power Systems from 2014 until June 2019. • As President of Hubbell Power Systems, Mr. Bakker oversaw a multi-year period of strong performance and built an industry-leading electrical transmission and distribution components business. • Membership on the Board of Regal Rexnord Corporation, a publicly traded manufacturer of power transmission components and subsystems. • Member of the Board of Trustees of Manufacturers Alliance. | | | Mr. Bakker has served as Chairman, President and Chief Executive Officer of Hubbell since May 2021 and President and Chief Executive Officer and a Director of Hubbell since October 2020. Previously, he served as Hubbell’s President and Chief Operating Officer from June 2019 to October 2020. He served as President of Hubbell Power Systems from 2014 until June 2019. Mr. Bakker began his career with Hubbell in 1988 as a manufacturing engineer with Hubbell Wiring Systems. | |

  20. Director Nominees

    | | | | | | | | | | PUBLIC COMPANY BOARD | BUSINESS DEVELOPMENT AND STRATEGY | CEO | CYBERSECURITY AND TECHNOLOGY | FINANCIAL | GLOBAL | MANUFACTURING | RISK MANAGEMENT |

  21. Director Nominees

    | Age: 68 Director Since: 2013 INDEPENDENT | Carlos M. Cardoso | | | | COMMITTEES: • Compensation (Chair) • Executive • Nominating and Corporate Governance PRIOR DIRECTORSHIPS: • Freudenberg Group, 2021 - 2025 • Garrett Motion Inc., 2018 - April 2021 • Stanley Black & Decker, Inc., 2007 - April 2023 | QUALIFICATIONS: Mr. Cardoso brings to the Board CEO, COO, industrial manufacturing, leadership in global businesses, and public company board experience, including: • Significant manufacturing and operations experience having served as President of the Pump Division of Flowserve Corporation, a manufacturer/provider of flow management products and services; Vice President and General Manager, Engine Systems and Accessories, for Honeywell International, Inc., a technology and manufacturing company; and Vice President Manufacturing Operations for Colt’s Manufacturing Company, LLC, a maker of firearms. • Formerly served as Chairman of the Board of Garrett Motion Inc., a public company and a provider of transportation systems. | | | Mr. Cardoso has served as the principal of CMPC Advisors LLC, an investment advisory firm since January 2015. He previously served as Chairman of Garrett Motion Inc. from July 2018 to April 2021 and Chairman of Kennametal, Inc. (publicly traded manufacturer of metalworking tools and wear-resistant products) from January 2008 until December 2014. He also served as President and Chief Executive Officer of Kennametal from January 2006 until December 2014. Mr. Cardoso joined Kennametal in 2003 and served as Vice President, Metalworking Solutions and Services Group and then as Executive Vice President and Chief Operating Officer before he became President and Chief Executive Officer. | |

  22. Director Nominees

    | Age: 65 Director Since: 2023 INDEPENDENT AUDIT COMMITTEE FINANCIAL EXPERT | Debra L. Dial | | | | COMMITTEES: • Audit • Finance DIRECTORSHIPS: • Dow Inc., since April 2021 • Booz Allen Hamilton Holding Corporation, since January 2025 | QUALIFICATIONS: Ms. Dial brings to the Board deep experience and perspectives in finance and accounting as well as proven leadership skills in areas such as mergers and acquisitions, business strategy, and risk management, including: • Formerly served as Senior Vice President, Chief Accounting Officer and Controller of AT&T Inc. • Previously Vice President of Finance for AT&T Capital Management and Chief Financial Officer for the AT&T Chief Information and Technology Officers. • Membership on the board of Dow Inc., a public company and materials science manufacturer, serving customers in packaging, infrastructure, mobility and consumer applications, and Booz Allen Hamilton Holding Corporation, a publicly traded company providing advanced technology solutions (artificial intelligence and cyber) to support national missions. • Auditor with KPMG for ten years. | | | Ms. Dial served as the Senior Vice President, Chief Accounting Officer and Controller of AT&T Inc., a global telecommunications company from 2022 to 2023 and Senior Vice President and Controller from 2016 to 2023. Prior to that, Ms. Dial served in various finance leadership roles at AT&T for twenty years. Prior to joining AT&T, Ms. Dial spent ten years at KPMG in its audit practice, where she held roles of increasing responsibility. | |

  23. Director Nominees

    | | | | | | | | | | PUBLIC COMPANY BOARD | BUSINESS DEVELOPMENT AND STRATEGY | CEO | CYBERSECURITY AND TECHNOLOGY | FINANCIAL | GLOBAL | MANUFACTURING | RISK MANAGEMENT |

  24. Director Nominees

    | Age: 61 Director Since: 2006 INDEPENDENT LEAD DIRECTOR | Anthony J. Guzzi | | | | COMMITTEES: • Compensation • Executive • Finance • Nominating and Corporate Governance DIRECTORSHIP: • EMCOR Group, Inc., since 2009 | QUALIFICATIONS: Mr. Guzzi brings to the Board CEO, COO, manufacturing, strategic development, operations, consulting, and public company board experience, including: • Serving as Chairman, President and CEO of EMCOR Group, Inc., a publicly traded mechanical, electrical construction, and facilities services company. • Extensive experience in manufacturing and distribution having served as President, North American Distribution and Aftermarket and President, Commercial Systems and Services of Carrier Corporation, a subsidiary of United Technologies Corporation. • Experience as an engagement manager with McKinsey & Company, a prominent management consulting firm. | | | Mr. Guzzi has served as Chairman, President and Chief Executive Officer of EMCOR Group, Inc. (a publicly traded mechanical, electrical construction, and facilities services company) since June 2018. Previously, he was President and Chief Executive Officer and a Director of EMCOR Group, Inc. from January 2011 to June 2018 and President and Chief Operating Officer from 2004 to 2010. He also served as President, North American Distribution and Aftermarket of Carrier Corporation (HVAC and refrigeration systems), a subsidiary of United Technologies Corporation from 2001 to 2004 and President, Commercial Systems and Services in 2001. | |

  25. Director Nominees

    | Age: 73 Director Since: 2021 INDEPENDENT | Rhett A. Hernandez | | | | COMMITTEES: • Audit • Finance DIRECTORSHIP: • USAA Federal Savings Bank, since 2019 | QUALIFICATIONS: Mr. Hernandez brings to the Board significant cybersecurity expertise and strong strategic and operational leadership experience as a retired Lieutenant General of the United States Army, including: • President and founder of CyberLens, LLC, a cybersecurity consulting company. • Former Cyber Chair for the United States Military Academy. • Served as the first commander of the United States Army’s Cyber Command/2nd US Army (ARCYBER) where he was responsible for the operations, defense and risk management of the Army’s networks, systems, and cybersecurity organization. • Prior U.S. Army commands include the Deputy Chief of Staff, Army Operations; Chief, U.S. Military Training Mission, Saudi Arabia; and Commanding General, Human Resources Command. • Serves on the board of USAA Federal Savings Bank. | | | Mr. Hernandez has served as the President of CyberLens, LLC (a consulting company that focuses on cybersecurity, strategic planning, and risk management) since 2013. Previously he served in the United States Army for almost forty years, rising to the rank of Lieutenant General at the time of his retirement. | |

  26. Director Nominees

    | | | | | | | | | | PUBLIC COMPANY BOARD | BUSINESS DEVELOPMENT AND STRATEGY | CEO | CYBERSECURITY AND TECHNOLOGY | FINANCIAL | GLOBAL | MANUFACTURING | RISK MANAGEMENT |

  27. Director Nominees

    | Age: 70 Director Since: 2010 INDEPENDENT | Neal J. Keating | | | | COMMITTEES: • Compensation • Executive • Nominating and Corporate Governance (Chair) DIRECTORSHIP: • Hexcel Corporation, since March 2026 PRIOR DIRECTORSHIPS: • Form Technologies, 2021 - 2025 • Triumph Group, Inc., April 2022 - July 2025 • Barnes Group Inc., February 2023 - January 2025 • Kaman Corporation, 2007 - April 2021 | QUALIFICATIONS: Mr. Keating brings to the Board an extensive history of senior executive leadership and board experience and a strong background in international operations, distribution, and mergers and acquisitions, including: • Served as Chairman, President and Chief Executive Officer of Kaman Corporation, a formerly publicly traded aerospace and industrial distribution firm, from 2008 to August 2020 and Executive Chairman until April 2021. • Experience as COO of Hughes Supply and Executive Vice President and COO of Rockwell Collins, Commercial Systems. • Former Managing Director and CEO of GKN Aerospace and Director of GKN plc, an international aerospace, automotive and land systems business. • Member of the board of directors of Embry-Riddle Aeronautical University and Space Florida. | | | Mr. Keating served as the Executive Chairman of the board of Kaman Corporation (a formerly publicly traded aerospace and industrial distribution company) from 2008 to April 2021. Previously, he held the position of President and Chief Executive Officer of Kaman Corporation from 2008 to August 2020 and President and Chief Operating Officer of Kaman Corporation from 2007 to 2008. From 2004 to 2007, he held the position of Chief Operating Officer of Hughes Supply (a wholesale distributor acquired by Home Depot). | |

  28. Director Nominees

    | Age: 67 Director Since: 2019 INDEPENDENT AUDIT COMMITTEE FINANCIAL EXPERT | Bonnie C. Lind | | | | COMMITTEES: • Audit (Chair) • Executive • Nominating and Corporate Governance DIRECTORSHIPS: • Mission Produce, Inc., since 2020 • Tamarack Timberlands LLC, since 2022 • Albany International Corp., since February 2024 PRIOR DIRECTORSHIPS: • U.S. Silica Holdings, Inc., 2019 - February 2021 • Federal Signal Corporation, 2014 - 2018 • Empire District Electric Company, 2009 - 2017 | QUALIFICATIONS: Ms. Lind brings to the Board CFO, Treasurer, financing, manufacturing, mergers and acquisitions, and public company board experience, including: • Served as Senior Vice President, CFO and Treasurer of Neenah, Inc., a global manufacturer of technical specialties products, fine paper and packaging from June 2004 until October 2020. • Experience as Assistant Treasurer of Kimberly-Clark Corporation, a manufacturer of personal care, consumer tissue and health care products. • Membership on the board of Mission Produce, Inc., a publicly traded worldwide avocado business, and Albany International Corp., a publicly traded developer and manufacturer of engineered components. • Formerly served on the board of U.S. Silica Holdings, Inc., a publicly traded performance minerals company and one of the largest domestic producers of commercial silica. • Formerly served on the board of Federal Signal Corporation, a publicly traded international designer and manufacturer of products and solutions that serves municipal, governmental, industrial, and commercial customers. • Formerly served on the board of Empire District Electric Company, a utility generating, transmitting, and distributing power to southwestern Missouri and adjacent areas. | | | Ms. Lind served as Senior Vice President, CFO and Treasurer of Neenah, Inc. (a publicly traded technical specialties and fine paper company) from June 2004 to October 2020. Previously, Ms. Lind held a variety of increasingly senior financial and operations positions with Kimberly-Clark Corporation from 1982 until 2004. | |

  29. Director Nominees

    | | | | | | | | | | PUBLIC COMPANY BOARD | BUSINESS DEVELOPMENT AND STRATEGY | CEO | CYBERSECURITY AND TECHNOLOGY | FINANCIAL | GLOBAL | MANUFACTURING | RISK MANAGEMENT |

  30. Director Nominees

    | Age: 71 Director Since: 2011 INDEPENDENT AUDIT COMMITTEE FINANCIAL EXPERT | John F. Malloy | | | | COMMITTEES: • Audit • Executive • Finance (Chair) DIRECTORSHIPS: • Victaulic Company, since 2004 • Hollingsworth & Vose, since 2006 | QUALIFICATIONS: Mr. Malloy brings to the Board many years of senior management, operations, economic and strategic planning experience having served as the CEO and COO of a global manufacturing and distribution company, including: • Serving as Executive Chairman of the Board of Victaulic Company, a privately held mechanical pipe joining systems company. • Served as President and CEO of Victaulic Company from 2006 to January 2021. • Over fifteen years of experience in various senior management operating roles at United Technologies Corporation. • Holds a Ph.D. in economics and has taught courses in economics at Hamilton College. | | | Mr. Malloy has served as the Executive Chairman of the board of Victaulic Company (a privately held mechanical pipe joining systems company) since January 2021. Previously, he held the position of Chairman, President and Chief Executive Officer from 2006 to January 2021, President and Chief Executive Officer from 2004 to 2006, and President and Chief Operating Officer from 2002 to 2004. | |

  31. Director Nominees

    | Age: 61 Director Since: 2020 INDEPENDENT | Jennifer M. Pollino | | | | COMMITTEES: • Compensation • Nominating and Corporate Governance DIRECTORSHIP: • Crane Co., since 2013 PRIOR DIRECTORSHIPS: • Kaman Corporation, 2015 - April 2024 • Wesco Aircraft Holdings, Inc., 2014 - 2020 | QUALIFICATIONS: Ms. Pollino brings to the Board extensive senior management experience, public company board experience and a strong background in accounting, finance, corporate governance, intellectual capital, and organizational issues, including: • Serving as an Executive Coach and Consultant with JMPollino LLC since July 2012. • Over 20 years in senior executive and general management roles with a leading aerospace products company. • Experience in finance and accounting as Vice President, Finance and Controller of two Goodrich Corporation divisions and Controller of a savings and loan association. • Certified Public Accountant. • Serving as a Director of the National Association of Corporate Directors - Carolinas Chapter. • Served as Lead Director of Kaman Corporation, a formerly publicly traded aerospace and industrial distribution company from 2021 to 2024. | | | Ms. Pollino has served as an executive coach and consultant with JMPollino LLC, a leadership development, talent management and succession planning firm since July 2012. Previously she served as Executive Vice President, Human Resources and Communications, at Goodrich Corporation (aerospace products manufacturer) from February 2005 to July 2012, when Goodrich Corporation was acquired by United Technologies Corporation. Prior to that, she served in various other positions of increasing responsibility during her 20-year tenure with Goodrich Corporation, including President and General Manager of Goodrich Aerospace's Aircraft Wheels & Brakes Division and of its Turbomachinery Products Division, and Vice President and General Manager of Goodrich Aerospace, Aircraft Seating Products. | |

  32. Director Nominees

    | | | | | | | | | | PUBLIC COMPANY BOARD | BUSINESS DEVELOPMENT AND STRATEGY | CEO | CYBERSECURITY AND TECHNOLOGY | FINANCIAL | GLOBAL | MANUFACTURING | RISK MANAGEMENT |

  33. Director Nominees

    | Age: 51 Director Since: 2024 INDEPENDENT | Garrick J. Rochow | | | | COMMITTEES: • Audit • Finance DIRECTORSHIPS: • CMS Energy Corporation, since 2020 • Consumers Energy Company, since 2020 | QUALIFICATIONS: Mr. Rochow brings to the Board experience as a public company executive officer and Director in the utility industry and possesses a strong background in operations, regulated utilities, and governance, including: • Serving as the President and CEO of CMS Energy Corporation (“CMS”) and Consumers Energy Company (“Consumers”) and previously as Executive Vice President of operations at Consumers. • Serving on the boards of CMS and Consumers. • Over twenty-five years of both hands-on and leadership experience in the utility industry, an industry that represents a significant part of the Company’s overall business. | | | Garrick J. Rochow has served since December 2020 as President and CEO of CMS and Consumers (a publicly traded electric and natural gas utility and its subsidiary). From July 2017 through November 2020, he was Executive Vice President of operations at Consumers, responsible for the company’s electric and natural gas distribution and transmission operations, generation and compression operations, regulatory compliance, planning and scheduling and operations performance. Prior to that role, he served in a variety of leadership positions across the business as Consumers’ Senior Vice President of distribution and customer operations and as Vice President of customer experience, rates and regulation and quality and Chief Customer Officer. | |

  34. Board of Directors

    Board of Directors Oversees the Company’s risk management practices and annually reviews with management the implementation and results of the Company’s enterprise risk management program. The risk management program identifies and quantifies a broad spectrum of risks in various categories, such as strategic, operational, compliance, financial, information technology, artificial intelligence, and cybersecurity, and develops related action plans.

  35. Board of Directors

    | AUDIT COMMITTEE | COMPENSATION COMMITTEE | NCGC | FINANCE COMMITTEE | | Routinely discusses with management the Company’s policies and processes with respect to assessing risk; reviews financial, legal, cybersecurity, and compliance risk exposures and related controls. | Considers risks associated with our compensation plans, policies, and programs. | Reviews risks relating to Director selection, governance, Board composition, succession, and sustainability. | Considers risks associated with the Company’s capital structure, acquisition strategy, insurance programs, and cash management. |

  36. Key Oversight Responsibilities

    | • | Oversees the Company’s financial and fiscal affairs and reviews proposals regarding long-term and short-term financing, acquisitions and divestitures, dividend policies, stock repurchase programs, and changes in the Company’s capital structure. | | • | Reviews the Company’s major capital expenditure plans and monitors the Company’s insurance and tax programs. | | • | Reviews the administration and management of the Company’s pension plans and investment portfolios. |

  37. Hubbell’s Products with Impact

    | Director Compensation |

  38. Hubbell’s Products with Impact

    | The Board’s independent compensation consultant reviews and benchmarks Director compensation with the NCGC every other year. |

  39. Hubbell’s Products with Impact

    The NCGC annually reviews all forms of independent Director compensation paid to Directors. Biennially, the NCGC benchmarks Director compensation and recommends changes to the Board when appropriate, with the most recent review occurring in December 2025. The NCGC is supported in this benchmarking review by Exequity LLP (“Exequity”), an independent outside compensation consultant engaged by the NCGC, which provides compensation benchmarking and analysis. The NCGC targets Director compensation at the median of the same peer group used to evaluate the competitiveness of Hubbell’s executive compensation levels. The NCGC also reviews Director compensation in relation to general industry companies similar to Hubbell in terms of revenue size as a secondary reference.

  40. Deferred Compensation Plan

    The Deferred Plan for Directors also enables the Directors, at their election, to defer all or a portion of their annual restricted share grant into a restricted stock unit account that credits a depositor with one restricted stock unit for each share of restricted stock deferred. Restricted stock units are subject to the same vesting terms as the underlying deferred stock and are payable in the form of one share of Hubbell common stock for each restricted stock unit. Dividend equivalents are paid on the restricted stock units contained in the account and converted into additional restricted stock units. Generally, distributions under the Deferred Plan for Directors are paid only after termination of service and may be paid in a lump sum or in annual installments, at the Director’s election. However, in the event of a change of control, all amounts credited to a Director’s account will be paid in a lump sum, with amounts credited as stock units immediately converted into a right to receive cash.

  41. Director Compensation Table

    Director Compensation Table The following table shows the compensation paid by the Company to non-management Directors for service on the Board of Directors during fiscal year 2025. Mr. Bakker received no compensation for his service as a Director beyond that described in the Executive Compensation section on page 57.

  42. Director Compensation Table

    | Name | Fees Earned or Paid in Cash(2) ($) | Stock Awards(3) ($) | All Other Compensation(4) ($) | Total ($) | | EDWARD H. BAINE(1) | 38,043 | 159,818 | — | 197,861 | | CARLOS M. CARDOSO | 120,000 | 159,861 | 25,000 | 304,861 | | DEBRA L. DIAL | 115,000 | 159,861 | 25,000 | 299,861 | | ANTHONY J. GUZZI | 147,000 | 159,861 | 23,000 | 329,861 | | RHETT A. HERNANDEZ | 115,000 | 159,861 | 20,000 | 294,861 | | NEAL J. KEATING | 120,000 | 159,861 | 32,610 | 312,471 | | BONNIE C. LIND | 125,000 | 159,861 | 5,000 | 289,861 | | JOHN F. MALLOY | 123,000 | 159,861 | — | 282,861 | | JENNIFER M. POLLINO | 113,745 | 159,861 | 31,000 | 304,606 | | GARRICK J. ROCHOW | 115,000 | 159,861 | — | 274,861 |

  43. Director Compensation Table

    | (1) Mr. Baine joined the Board effective August 29, 2025. Mr. Baine’s cash retainer fees represent his partial year cash compensation; he received a full year annual restricted share grant. | | (2) Includes the following amounts deferred and held under the Company’s Deferred Plan for Directors: Mr. Guzzi - $147,000, Mr. Keating - $60,000, and Ms. Lind – $125,000. | | (3) Amounts shown represent (a) the grant date fair value of 457 shares of restricted stock granted to each of Mr. Cardoso, Ms. Dial, Mr. Guzzi, Mr. Hernandez, Mr. Keating, Ms. Lind, Mr. Malloy, Ms. Pollino, and Mr. Rochow at the Company’s May 6, 2025, Annual Meeting of Shareholders as computed in accordance with FASB ASC Topic 718, and (b) the grant date fair value of 366 shares of restricted stock granted to Mr. Baine on August 29, 2025 as computed in accordance with FASB ASC Topic 718. For a discussion of the assumptions made in the valuation reflected in these columns, see Note 17 to the Notes to Consolidated Financial Statements for 2025 contained in the Company’s Form 10-K filed with the SEC on February 12, 2026. These shares will vest as of the date of the 2026 Annual Meeting of Shareholders if the Director is still serving at that time (or earlier, upon death or a change in control). Ms. Dial, Mr. Guzzi, Mr. Keating, and Ms. Lind each elected to defer their entire 2025 annual restricted stock grant pursuant to the terms of the Deferred Plan for Directors. See the below table for the aggregate number of stock awards held by each Director as of December 31, 2025. | | (4) All amounts shown relate to matching contributions to an eligible institution under The Hubbell Foundation’s Matching Gifts Program, and the limited personal use of the Company aircraft by Mr. Keating. |

  44. Director Compensation Table

    As of December 31, 2025, the following table shows the balance in each non-management Director’s stock unit account and restricted stock unit account, if any, under the Deferred Plan for Directors. Each stock unit and restricted stock unit shown below represents the right to receive one share of Hubbell common stock. See the “Deferred Compensation Plan” section on page 33 for additional information:

  45. Director Compensation Table

    | Name | Aggregate No. of Stock Units Held at Year End (#) | Aggregate No. of Restricted Stock Units Held at Year End (#) | | EDWARD H. BAINE(1) | — | — | | CARLOS M. CARDOSO | 2,406 | 7,986 | | DEBRA L. DIAL | — | 880 | | ANTHONY J. GUZZI | 33,295 | 15,212 | | RHETT A. HERNANDEZ | — | — | | NEAL J. KEATING | 7,795 | 15,212 | | BONNIE C. LIND | 2,752 | 5,365 | | JOHN F. MALLOY | 1,812 | 1,861 | | JENNIFER M. POLLINO | — | — | | GARRICK J. ROCHOW | — | — |

  46. Director Compensation Table

    | (1) Mr. Baine joined the Board effective August 29, 2025. |

  47. Director Compensation Table

    | Proposal 2 Advisory Vote to Approve Named Executive Officer Compensation |

  48. Director Compensation Table

    Consistent with the preference expressed by our shareholders at the 2023 Annual Meeting, we offer our shareholders the opportunity to vote on the compensation of our NEOs every year. In accordance with the Dodd-Frank Wall Street Reform and Consumer Protection Act and Section 14A of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), we are requesting shareholder approval, on an advisory (non-binding) basis, of the compensation of our NEOs as presented in this Proxy Statement in the Compensation Discussion and Analysis section beginning on page 36 and the compensation tables and accompanying narrative disclosure in the Executive Compensation section beginning on page 57. Accordingly, we will present the following resolution for a vote at the Annual Meeting: “RESOLVED, that shareholders of Hubbell Incorporated (the “Company”) approve, on an advisory basis, the compensation of the Company’s Named Executive Officers as described in the Compensation Discussion and Analysis and disclosed in the 2025 Summary Compensation Table and related compensation tables and narrative disclosure as set forth in the Company’s 2026 Proxy Statement.” As described more fully in the Compensation Discussion and Analysis section, our executive compensation program was designed to attract and retain highly talented executives, deliver compensation that is competitive and fair compared to relevant benchmarks, reward strong performance, and motivate executives to maximize long-term shareholder returns. To achieve our objectives, we have adopted and maintain sound compensation governance practices and a strong pay for performance philosophy. Notably, the greatest portion of our executives’ total direct compensation is variable and linked to performance on both a short-term and long-term basis. As an advisory vote, the outcome of this proposal is not binding upon the Company. However, our Compensation Committee and our Board value the opinions of our shareholders and will consider the outcome of this vote when making future compensation decisions for our NEOs. The affirmative vote of a majority of the votes cast by the holders of the outstanding shares of Hubbell common stock is required to approve, on an advisory, non-binding basis, the compensation of our NEOs. In other words, the number of votes cast “FOR” the proposal must exceed the number of votes cast “AGAINST” the proposal. Abstentions and broker non-votes will not affect the voting results. Broker discretionary voting is not allowed. If your shares are held by a broker, you must instruct the broker how to vote or your shares will not be voted with respect to Proposal 2.

  49. Director Compensation Table

    | | The Board unanimously recommends a vote for the approval by advisory vote of the compensation of our Named Executive Officers. |

  50. Director Compensation Table

    | Compensation Discussion and Analysis (CD&A) |

  51. Director Compensation Table

    | CD&A Table of Contents | | | Executive Summary | 36 | | CEO Pay vs. Realized Pay vs. Company Performance | 39 | | Our Compensation Program | 41 | | How We Make Compensation Decisions | 43 | | 2025 Compensation Results | 45 | | Other Compensation Policies | 53 |

  52. Short-Term Incentive Metrics and Weighting

    Short-Term Incentive Metrics and Weighting All employees eligible to participate in our Short-Term Incentive program, including our NEOs, can earn an annual bonus based 80% on financial results, with the remaining 20% tied to initiatives aligned to our annual and multi-year strategy. This allows the Compensation Committee to further prioritize and appropriately reward performance on critical non-financial metrics.

  53. Short-Term Incentive Metrics and Weighting

    | | See additional details on Short-Term Incentives on pages 45-49. |

  54. Short-Term Incentive Metrics and Weighting

    | (1) Adjusted earnings per share and free cash flow are non-GAAP financial measures. A reconciliation to the comparable GAAP financial measures can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  55. Long-Term Incentive Metrics and Weighting

    Long-Term Incentive Metrics and Weighting The overall design of our Long-Term Incentive program focuses our NEOs on our strategic priorities of profitable growth balanced with operational effectiveness, while ensuring alignment with shareholder interests. To that end, 75% of the Long-Term Incentive Award is performance-oriented and the remaining 25% is retention-oriented. The performance share grant has three equally-weighted financial performance metrics and constitutes 50% of the overall equity award. Stock appreciation rights, weighted at 25% of the long-term incentive value, are tied to the appreciation of our stock price, ensuring alignment with shareholders.

  56. Long-Term Incentive Metrics and Weighting

    | | See additional details on Long-Term Incentives on pages 49-53. |

  57. Long-Term Incentive Metrics and Weighting

    | (1) Adjusted operating profit margin is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  58. CEO Pay vs. Realized Pay vs. Company Performance

    | Pay Summary | Description | | Summary Compensation Table (SCT) | SEC mandated disclosure Compensation awarded in the reporting year, as well as value estimates for other types of compensation. Amounts shown for base salary, bonuses, and cash incentives are the amounts earned in the year indicated. Amounts shown for Long-Term Incentive awards reflect the grant-date fair value of restricted shares, stock appreciation rights, and performance shares granted in the year indicated. | | Realized Compensation | Used to measure impact of performance on pay Compensation earned during the reporting year, including the actual results of performance-based Long-Term Incentive compensation, plus compensation awarded prior to the reporting year that remains dependent on Company performance. Amounts included for base salary, bonuses, and cash incentives are the amounts earned in the year indicated (consistent with the SCT). Amounts included for Long-Term Incentive awards reflect the actual value of restricted shares that vested during the period and performance awards paid out during the period (if any), the value of stock appreciation rights exercised during the period, and changes in the value of unvested restricted shares and stock appreciation rights based on changes in our stock price during the period. | | Our CEO’s pay is aligned with Hubbell’s performance. | |

  59. CEO Pay vs. Realized Pay vs. Company Performance

    The graph below identifies for Hubbell and for our Peer Group (as described on pages 44-45) the relationship between CEO pay rank and relative return to shareholders for 2025. Each black dot represents a company in the Peer Group. The blue dot marked “Hubbell (2025)” reflects our CEO’s 2025 realized compensation and our Total Shareholder Return (TSR) performance. The shaded area marks the range that characterizes ideal pay-for-performance alignment. Peer company estimated compensation reflects 2024 compensation as reported, including 2025 stock price performance and corresponding 2025 TSR performance. This graphic illustrates that our CEO’s compensation is aligned with the Company’s TSR performance, and therefore with our shareholders’ experience as well.

  60. Compensation Governance Snapshot

    | What We Do | What We Don’t Do | | Pay for Performance. We closely align pay and performance by placing a significant portion of total direct compensation at risk. | No Guaranteed Annual Salary Increases or Bonuses. Annual salary increases are based on evaluations of individual performance and the competitive market. Bonus payouts, if any, are based on financial and individual performance against specific targets. | | Independent Compensation Consultant. The Compensation Committee retains an independent compensation consultant to review and advise on executive compensation matters. | No Consultant Conflicts. The independent compensation consultant cannot provide any other services to Hubbell without the Compensation Committee’s prior approval. | | Robust Performance Goals. We establish clear, measurable goals and hold executives accountable for achieving defined targets to earn a payout under our incentive plans. Performance goals are aligned with key operating priorities designed to drive long-term shareholder value. | No Hedging or Pledging. We prohibit our executives, including our NEOs, from hedging or engaging in derivatives trading with respect to Hubbell common stock and from pledging Hubbell stock as collateral for a loan. | | Annual Benchmarking. We review peer and market practice, as well as pay levels, on an annual basis. | No Excessive Perks. We provide limited perquisites to our NEOs: financial and tax planning reimbursements, limited use of the corporate aircraft, and a charitable matching gift program available to all U.S. employees. Any perquisites are subject to Board oversight. | | Shareholder Engagement. We conduct formal outreach with our investors to discuss our compensation programs, human capital, corporate governance matters and other key topics. | No Tax Gross-Ups. We do not provide tax gross-ups for severance, excise tax, or other benefits provided to our executives (including the NEOs). | | Strong Governance. We maintain a compensation recoupment (clawback) policy that complies with SEC rules and NYSE listing standards, and our Short-Term Incentive plans include the option for negative (but not upward) discretion by the Compensation Committee regarding award amounts paid. | No Excessive Supplemental Retirement Plans. We froze our supplemental executive retirement plan and only provide new benefits under qualified retirement plans that are made available generally to employees and under non-qualified defined contribution plans that are made available to certain executives. | | Stock Ownership. We require senior executives, including our NEOs, to maintain significant ownership of Hubbell common stock. Our CEO has an ownership requirement of 5 times his base salary, which he currently exceeds. | No Repricing or Cash Buyouts. We prohibit the repricing or buyout of options and SARs without shareholder approval. | | Risk Assessment. We conduct an annual compensation risk assessment to ensure our compensation program discourages excessive risk taking. | No Employment Agreement with CEO or NEOs. We do not have employment agreements with any of our NEOs, including our CEO, Mr. Bakker, and our new CFO, Mr. Capozzoli. | | | No Single Trigger on Change in Control Benefits. Change in control benefits are provided only if there is both a change in control and a qualifying termination. |

  61. Compensation Governance Snapshot

    | 2025 Compensation | What? | When? | How? | Link to Strategy and Performance | | Base Salary | Fixed Cash | Annual | Reviewed annually for potential adjustment based on factors such as market competitiveness, individual performance, and scope of responsibility. | Competitive fixed cash compensation that attracts high caliber executives to lead our Company. | | Short-Term Incentive | Variable Cash | Annual | Based on performance against Company financial goals, and where applicable, business segment financial objectives as well as individual performance against the Company’s strategic objectives. | Designed to motivate our executives to attain short-term performance goals that are linked to our long-term financial and strategic performance objectives. | | Long-Term Incentive: 50% Performance Shares | Variable Equity | 3-year performance period | Provides a balance between internal and external performance. Performance metrics: relative sales growth, adjusted operating profit margin, and relative total shareholder return. | Motivates executives to achieve the Company’s critical long-term financial goals and outperform our peers, and aligns executives’ and shareholders’ interests in share price appreciation. | | 25% Stock Appreciation Rights (SARs) | Variable Equity | 3-year ratable vesting | Delivers value to participant based on the appreciation in our stock price between the date of grant and the date of exercise. | Aligns executives’ and shareholders’ interests in share price appreciation. | | 25% Restricted Shares | Variable Equity | 3-year cliff vesting | Provides value to executives for their commitment to the Company. Represents a grant of shares of Hubbell common stock that vests after a three-year period. | Promotes the retention of key executives, and aligns executives’ and shareholders’ interests in share price appreciation. |

  62. Roles for Designing and Delivering Compensation

    | Role | Process | | Compensation Committee | Oversees compensation programs and has ultimate responsibility. | | Independent Compensation Consultant | Provides market data, insight, and support and advice to the Compensation Committee. | | CEO and Management | Provide data and limited input to the Compensation Committee. | | Shareholders | Feedback drives our compensation program design. |

  63. Role of the Compensation Committee and the Independent Compensation Consultant

    Role of the Compensation Committee and the Independent Compensation Consultant The Compensation Committee determines the Company’s compensation philosophy and approves each element of executive compensation. The Compensation Committee relies on advice and data provided by Exequity, an independent compensation consultant engaged by the Compensation Committee. Exequity does not advise management and receives no compensation from Hubbell for services other than those provided to the Compensation Committee and the NCGC (for which it provides guidance on independent Director compensation, as described on page 32). Although the Compensation Committee considers recommendations made by the CEO with respect to executive compensation for executives other than himself, the Compensation Committee is solely responsible for making all executive compensation decisions. The Compensation Committee discusses its compensation philosophy with Exequity and expects Exequity to present options for award practices and to provide context for any proposals, but otherwise does not impose any specific limitations or constraints on or direct the manner in which Exequity performs its advisory services. As advisor to the Compensation Committee, Exequity reviews the compensation strategy and pay levels for the NEOs, examines all aspects of the Company’s executive compensation programs to ensure they support our business strategy and objectives, informs the Compensation Committee of developing regulatory considerations and trends affecting executive compensation and benefit programs, and provides general advice with respect to all compensation decisions pertaining to the CEO and to all officer compensation recommendations submitted by management. The Compensation Committee assesses the independence of Exequity annually and has concluded that no conflict of interest currently exists or existed in 2025 that would prevent Exequity from providing independent advice to the Compensation Committee. In making this determination, the Compensation Committee considered, among other things, the following factors: (1) Exequity did not provide any non-compensation-related services to (and did not receive any fees for any non-compensation-related services from) Hubbell; (2) the engagement complied with Exequity’s internal conflict of interest policies; (3) there are no other business or personal relationships between Company management or members of the Compensation Committee and any representatives of Exequity who provide services to the Company; and (4) neither Exequity nor any representatives of Exequity who provide services to the Company own any Hubbell securities.

  64. Process and Timeline for Designing and Delivering Compensation

    | The Compensation Committee follows a comprehensive process to determine compensation values and benchmark program design. |

  65. Process and Timeline for Designing and Delivering Compensation

    | FEBRUARY | • | Approve base pay changes, Short-Term Incentive payouts and Long-Term Incentive grant values. | | | • | Approve performance goals, plan designs, and targets for the LTI and STI programs. | | | • | Finalize applicable performance share payouts for the three-year performance period that ended the prior year. | | | • | Review tally sheets(1) for all NEOs and officers of the Company. | | MAY | • | Review pay for performance and realized compensation analysis for the prior year and three-year period. | | | • | Review the composition of the Peer Group. | | | • | Conduct a risk assessment. | | SEPTEMBER | • | Review executive compensation benchmarking against the Peer Group and the general market. | | | • | Review executive compensation program design trends and regulatory matters. | | | • | Review/discuss any program design changes for the upcoming year. | | | • | Review projections for Short-Term Incentives and Long-Term Incentive performance grants. | | DECEMBER | • | Conduct initial review of individual executive compensation changes for the upcoming year. | | | • | Continue to review/discuss any program design changes for the upcoming year. | | | • | Continue to review targets and projections for Short-Term Incentives and Long-Term Incentive performance grants. | | | • | Review stock ownership of Directors and officers. |

  66. Process and Timeline for Designing and Delivering Compensation

    | (1) Tally sheets identify and value each element of compensation, including base salary, Short-Term and Long-Term Incentive awards, pension benefits, deferred compensation, perquisites, and potential change in control and severance benefits and provide an aggregate sum for each NEO and officer. |

  67. Compensation Peer Group

    Compensation Peer Group The Compensation Committee assesses each element of executive compensation against the median compensation levels paid to executives in comparable positions in similar industries. The Compensation Committee reviewed 2024 benchmark data from two sources, the Peer Group and general industry survey data to help inform 2025 target compensation. The Peer Group used to determine pay levels for 2025 was constructed based on three primary criteria:

  68. Compensation Peer Group

    | | | | | Industry Affiliation Companies within the Electrical Components and Equipment, Building Products, and Industrial Machinery industries. | Similar Size Companies with revenues ranging from 0.5x to 3.0x Hubbell’s revenues. Hubbell’s revenues approximate the median of the Peer Group. | Competitors for Talent Companies that are relevant as sources and destinations of talent in critical sales, engineering, and other functional talent areas that drive our business. |

  69. Compensation Peer Group

    | | Changes to the Compensation Peer Group |

  70. Compensation Peer Group

    The Compensation Committee reviews the Peer Group annually and in 2024 decided to revise the Peer Group for 2025 by removing AGCO Corporation, Crane Company, Curtis-Wright Corporation, and Woodward, Inc. from the Peer Group due to limited comparability to Hubbell in terms of business fit and size. The Compensation Committee then approved adding two new companies: Emerson Electric Co. and Illinois Tool Works Inc. to the Peer Group for 2025, with each company identified as being comparable to Hubbell based on criteria considered and to further ensure that Hubbell continues to approximate the Peer Group median in terms of revenue size.

  71. Compensation Peer Group

    | Acuity Brands, Inc. | EnerSys | Ingersoll Rand Inc. | Rockwell Automation, Inc. | | AMETEK, Inc. | Fortive Corporation | ITT Inc. | Sensata Technologies Holding plc | | Carlisle Companies Incorporated | Fortune Brands Innovations, Inc. | Lennox International Inc. | Snap-on Incorporated | | Donaldson Company, Inc. | IDEX Corporation | Lincoln Electric Holdings, Inc. | Vertiv Holdings Co. | | Dover Corporation | Illinois Tool Works Inc. | Regal Rexnord Corporation | Xylem, Inc. | | Emerson Electric Co. | | | |

  72. 2025 Compensation Results

    | The Committee targets the 50th percentile of the Peer Group data for each compensation element. |

  73. Short-Term Incentive Compensation

    Short-Term Incentive Compensation

  74. Short-Term Incentive Compensation

    | Hubbell’s Short-Term Incentive program emphasizes our most critical annual financial metrics using performance goals established at the beginning of the year. |

  75. Short-Term Incentive Compensation

    Hubbell’s Short-Term Incentive (“STI”) program is similar to executive STI award plans that are common at other manufacturing companies. Maintaining an STI program that typifies those used elsewhere makes the Company’s program competitive and helps us attract and retain high quality executive talent. STI awards are only paid to the extent the Company achieves the performance goals established by the Compensation Committee at the beginning of each year, and can range from 0% to 200% of an NEO’s STI target. The predetermined performance goals are intended to be challenging and consistent with the Compensation Committee’s view of strong business performance. The Compensation Committee may use its discretion to reduce (but not increase) the actual amount of the STI awards paid. Payouts are delivered in cash, subject to applicable tax withholding. Annual Short-term Incentive Targets STI targets for the NEOs, which are expressed as a percentage of base salary, are intended to approximate the median of the market for comparable positions. If targets are changed during the course of the year (e.g., due to a mid-year promotion), the full year target is pro-rated to reflect pre- and post-change periods. The 2025 target awards for the NEOs as approved by the Compensation Committee are shown below.

  76. Short-Term Incentive Compensation

    | NEO | 2025 STI Target% | | GERBEN W. BAKKER | 130% | | WILLIAM R. SPERRY | 100% | | MARK E. MIKES | 75% | | GREGORY A. GUMBS | 75% | | KATHERINE A. LANE | 75% |

  77. Short-Term Incentive Compensation

    | | STI DESIGN |

  78. Short-Term Incentive Compensation

    Hubbell’s 2025 STI program for our NEOs is designed to drive performance on our most critical short-term objectives.

  79. Short-Term Incentive Compensation

    | | STI METRICS |

  80. Short-Term Incentive Compensation

    The following table outlines the metrics utilized in Hubbell’s 2025 STI program. As shown under “STI Calculations,” the applicable performance metrics and weights vary based on whether an NEO leads a business segment or holds an enterprise-wide role.

  81. Short-Term Incentive Compensation

    | Metric | Level Measured | How is it calculated? | Why is it included in the STI Program? | | Adjusted Earnings Per Share (EPS)(1) | Enterprise | Adjusted net income(1) divided by outstanding shares of common stock. | Affects TSR most directly and is the most critical measure of growth. | | Free Cash Flow (FCF)(1) | Enterprise | Cash flow from operations less capital expenditures. | Demonstrates management’s ability to generate cash for the business for ongoing operations and future investments. | | Operating Profit (OP) | Business segment | Segment-level net sales less cost of goods sold and selling and administrative expenses. | The most comprehensive measure of business segment performance; represents the direct impact of the segment leader on the business. | | Operating Cash Flow (OCF) | Business segment | Net cash from operating activities. | Demonstrates the segment leaders’ ability to manage ongoing operations in a positive manner, generating cash for the enterprise. | | Strategic Objectives | Individual | The Compensation Committee’s evaluation of the CEO’s and other NEOs’ impact on Hubbell’s strategic objectives (including CEO input regarding the other NEOs). | Strategic objectives prioritize the most critical short-term and long-term actions that will position the business to deliver shareholder value. |

  82. Short-Term Incentive Compensation

    Targets for these performance metrics are approved by the Compensation Committee in February of each year.

  83. Short-Term Incentive Compensation

    | (1) Adjusted earnings per share, adjusted net income, and free cash flow are non-GAAP financial measures. A reconciliation to the comparable GAAP financial measures can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  84. STI Calculations

    STI Calculations As shown below, the NEOs’ STI awards are calculated differently depending on their respective roles at Hubbell.

  85. Strategic Objective Measures

    Strategic Objective Measures 20% of each NEO’s 2025 STI award is based on the attainment of Hubbell’s strategic objectives. Strategic objectives are set at the beginning of each year in the categories listed below, which represent the core pillars of Hubbell’s multi-year strategy. At the end of the annual performance period, the Compensation Committee, with input from the CEO and senior management, evaluates Hubbell’s performance on these objectives and assigns a payout factor for each NEO’s overall STI payout. Payout factors can range from 0-200%.

  86. 2025 Performance Results and Payout

    2025 Performance Results and Payout

  87. Enterprise-Level Measures

    | Metric | Target | Performance vs. Target | Payout % | | Adjusted Earnings Per Share(1) | $17.65 | 96% | 79% | | Free Cash Flow(1) | $855M | 97% | 93% | | Blended Payout for Enterprise Level Financial Metrics | | | 84% |

  88. Electrical Solutions Segment

    | Metric | Target | Performance vs. Target | Payout % | | Operating Profit | 108% (% vs. PY) | 97% | 90% | | Operating Cash Flow | 102% (% of OP) | 98% | 96% | | Blended Payout for Segment Level Financial Metrics | | | 92% |

  89. Utility Solutions Segment

    | Metric | Target | Performance vs. Target | Payout % | | Operating Profit | 105% (% vs. PY) | 93% | 77% | | Operating Cash Flow | 102% (% of OP) | 95% | 87% | | Blended Payout for Segment Level Financial Metrics | | | 81% |

  90. Strategic Objective Measures

    Strategic Objective Measures At the end of the annual performance period, Hubbell’s performance on the strategic objectives for 2025 was evaluated to determine the payout percentage for this portion of the NEO’s Short-Term Incentive awards. Over the course of 2025, the Company made progress against all the strategic objectives as outlined below.

  91. Short-Term Incentive Payouts

    Short-Term Incentive Payouts The following table shows the STI award earned by each of the NEOs. These amounts also appear in the Non-Equity Incentive Plan Compensation column of the Summary Compensation Table on page 57.

  92. Short-Term Incentive Payouts

    | | Performance Measures/Results | | | | | | | | | Adjusted Earnings Per Share(1) and Free Cash Flow(1) (Enterprise Level) | Operating Profit and Operating Cash Flow (Segment Level) | Strategic Objectives (Individual) | Total Composite Payoutx | STI Target ($) | = | STI Award ($) | | GERBEN W. BAKKER | 84% | — | 110% | 89% | 1,495,000 | | 1,330,600 | | WILLIAM R. SPERRY | 84% | — | 110% | 89% | 750,000 | | 667,500 | | MARK E. MIKES | 84% | 92% | 110% | 93% | 476,250 | | 442,900 | | GREGORY A. GUMBS | 84% | 81% | 110% | 88% | 483,750 | | 425,700 | | KATHERINE A. LANE | 84% | — | 110% | 89% | 431,250 | | 383,800 |

  93. Short-Term Incentive Payouts

    | (1) Adjusted earnings per share and free cash flow are non-GAAP financial measures. A reconciliation to the comparable GAAP financial measures can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  94. Long-Term Incentive Compensation

    Long-Term Incentive Compensation Hubbell maintains a Long-Term Incentive (“LTI”) plan that gives our senior leaders the opportunity to earn rewards in the form of Hubbell common stock pursuant to the Company’s Incentive Award Plan (the “Equity Plan”). The Equity Plan is designed to:

  95. Long-Term Incentive Compensation

    | • | Promote growth in the Company’s share price by rewarding actions that enhance enterprise value. | | • | Ensure long-term rewards are appropriately aligned with performance outcomes. | | • | Encourage leadership to accumulate equity ownership, strengthening alignment with shareholders. | | • | Motivate, retain, and reward the NEOs. |

  96. Long-Term Incentive Compensation

    We believe the design of our LTI program creates a long-term performance-based orientation and encourages executives to remain with the Company. The value of LTI awards granted to our executives each year is based on several factors, including external benchmarking, the Company’s short- and long-term financial performance, the value of awards granted in prior years, succession considerations, and individual performance.

  97. Long-Term Incentive Compensation

    | | On May 6, 2025, over 94% of Hubbell’s shareholders approved the Company’s adoption of the Hubbell Incorporated Incentive Award Plan. |

  98. Long-Term Incentive Compensation

    | Our LTI program includes financial metrics that align with our business strategy. |

  99. Performance Share Awards

    Performance Share Awards Our performance share program has evolved in response to our shareholders’ feedback to ensure alignment with our business strategy, with consistent metrics since 2022. The following table outlines the outstanding performance awards granted to our NEOs.

  100. Performance Share Awards

    | Grant Date | Performance Period | Program Metrics | Status | See Pages | | Feb. 2025 | 2025 – 2027 | Relative Sales Growth, Adjusted Operating Profit Margin(1), Relative Total Shareholder Return | Pending end of performance period | 50-51 | | Feb. 2024 | 2024 – 2026 | | | | | Feb. 2023 | 2023 – 2025 | | Performance period complete | 50-52 |

  101. Performance Share Awards

    | (1) Adjusted operating profit margin is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  102. Performance Share Awards

    In all cases, the actual number of performance shares earned by an NEO will be determined at the end of the three-year period based on Company performance as measured by the performance metrics and targets set at the time of the grant, all of which are described in the following pages.

  103. Performance Share Award Index

    Performance Share Award Index For all relative measures in the performance share awards, Hubbell uses the S&P Capital Goods 900 Index, which is a compilation of the S&P 400 and the S&P 500 Capital Goods indices and not a published index. The Compensation Committee chose this index as it is a more direct comparison to Hubbell’s business and size than any other index.

  104. Performance Share Grant Design

    Performance Share Grant Design Performance share grants made in February 2025, 2024, and 2023 were based on three equally-weighted metrics: Relative Sales Growth, Adjusted Operating Profit Margin(1), and Relative Total Shareholder Return (TSR). The table below details the metrics and calculation methodology, and explains why each metric is important to the business.

  105. Performance Share Grant Design

    | Metric | Weight | How is it calculated? | Why is it included in the LTI Program? | | Relative Sales Growth | 34% | Hubbell’s compounded annual growth rate as compared to the compounded annual growth rate for the companies that make up the S&P Capital Goods 900 Index. | Drives growth initiatives, including organic growth, new product development, innovation, and acquisition performance. Relative performance ensures that we are not only focused on internal growth but also focused on outpacing our peers. | | Adjusted Operating Profit Margin(1) | 33% | Adjusted operating income divided by net sales, as compared to a target set at the beginning of the three-year performance period. | Focuses NEOs on margin expansion and productivity while they execute operational objectives, including footprint optimization and manufacturing and procurement efficiency. | | Relative TSR | 33% | Total Shareholder Return (average of the last 20 trading days of the preceding performance period compared to the average of the last 20 trading days of the performance period, with dividends reinvested as shares), as compared to TSR for the companies that make up the S&P Capital Goods 900 Index. | Provides balance between internal and external performance and ensures alignment with shareholder value creation. |

  106. Performance Share Grant Design

    | (1) Adjusted operating profit margin is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  107. Performance Share Grant Targets

    Performance Share Grant Targets The table below sets out each metric at the enterprise level, the respective goals for the three-year performance period, and the payout percentage of performance shares that would be earned at each specified level of performance. The relative performance and resulting payout scale is designed to align executive compensation with meaningful levels of performance while ensuring appropriate rewards for achieving superior outcomes. This structure, which is reflective of market and peer group practices balances risk and reward for the Company and shareholders. Internally, we communicate to our executives the quartile performance of our peers and Hubbell for each metric and focus our executives on achieving top or 2nd quartile performance, while looking to avoid 3rd or 4th quartile performance.

  108. Performance Share Grant Targets

    | RELATIVE SALES GROWTH AND RELATIVE TSR | | | | | Target(1) | Payout | | Max | >75th percentile | 200% | | Target | 50th percentile | 100% | | Threshold | 25th percentile | 50% | | No Payout | <25th percentile | 0% |

  109. Performance Share Grant Targets

    | ADJUSTED OPERATING PROFIT MARGIN(2) | | | | | | | 2025-2027 Target(1) | 2024-2026 Target(1) | 2023-2025 Target(1) | Payout | | Max | 22.50% | 22.75% | 18.75% | 200% | | Target | 21.00% | 21.00% | 17.00% | 100% | | Threshold | 18.50% | 19.25% | 15.25% | 50% | | No Payout | <18.50% | <19.25% | <15.25% | 0% |

  110. Performance Share Grant Targets

    | (1) If the Company’s performance for any of the performance metrics falls between the percentages listed on the table, the percentage performance shares earned will be determined by linear interpolation. | | (2) Adjusted operating profit margin is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  111. Performance Share Grant Payout (2023 Grant)

    Performance Share Grant Payout (2023 Grant) The performance period for the LTI performance share grant made in February 2023 ended on December 31, 2025. The table below shows Hubbell’s actual performance with respect to each metric and the associated payouts.

  112. Performance Share Grant Payout (2023 Grant)

    | Metric | Weight | Target for 100% Payout | Actual Performance | Payout | | Projected Relative Sales Growth(1) | 34% | 50th percentile | 62nd percentile | 147% | | Adjusted Operating Profit Margin(2) | 33% | 17.0% | 22.7% | 200% | | Relative TSR | 33% | 50th percentile | 67th percentile | 170% | | | | | | 172% |

  113. Performance Share Grant Payout (2023 Grant)

    | (1) The calculation of the relative sales growth measure is dependent upon public availability of financial results from our peer companies. The Compensation Committee cannot determine the level of achievement of the performance criteria until a sufficient number of S&P Capital Goods 900 Index companies report their earnings for the year ended December 31, 2025. As a result, the actual payout results for the 2023-2025 performance share award grants based on Relative Sales Growth will not be determined until April 2026 and such payouts will not be approved by the Compensation Committee until after the filing of this Proxy Statement. The above projections reflect the results available as of March 23, 2026, including consensus estimates for sales growth for the Peer Group. Shareholders are cautioned that this information is preliminary, is subject to change based on the actual reported results of the S&P Capital Goods 900 Index companies and has not been finalized by the Compensation Committee. | | (2) Adjusted operating profit margin is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  114. Stock Appreciation Rights (“SARs”)

    Stock Appreciation Rights (“SARs”) A vested SAR gives the holder the right to receive the value (in shares of Hubbell’s common stock) equal to the positive difference between the base price of the SAR and the market value of a share of our common stock when the SAR is exercised. SARs vest in three equal installments on each of the first three anniversaries of the grant date. The base price of a SAR is the mean between the high and low trading prices of Hubbell’s common stock as reported on the NYSE on the trading day immediately preceding the date of grant (i.e., for the February 18, 2025, grants, the February 14, 2025, price of $393.16). The Company calculates the value of a vested SAR this way for two reasons. First, using the trading price from the day before the grant enables the Compensation Committee to know the exact grant price and therefore the exact value of each grant before it is made. Second, because of the relatively low volume at which Hubbell’s stock trades, the mean represents a more accurate picture of the fair market value of the stock than does the closing price. For purposes of determining individual award levels, the number of shares subject to each SAR is formulated on the basis of a modified Black-Scholes calculation. See the section entitled “Equity Award Plan Vesting Provisions-Grant Terms” on page 60 for additional information on the terms of SAR awards.

  115. Time-Based Restricted Stock

    Time-Based Restricted Stock Time-based restricted stock incentivizes executives to remain with the Company and to create and maintain value for shareholders. Restricted shares do not vest unless the executive is employed with the Company on the vesting date, with the value of restricted shares depending on the price of Hubbell’s stock on such date. Restricted stock awards are granted in shares of Hubbell common stock and generally vest on the three-year anniversary of the grant date.

  116. Overview

    Overview The NEOs receive health and welfare and retirement benefits that are generally available to all employees, which include cafeteria-style plans that provide medical, dental, prescription, life, and disability insurance and the option to purchase other voluntary benefits. The NEOs also receive certain additional retirement benefits, limited perquisites (as detailed on page 55), severance, and change in control protections. These additional benefits are similar to the types and amounts available to senior executives of other manufacturing companies as demonstrated in benchmark data. The following outlines the benefit plans available to the NEOs. These plans provide retirement planning tools that help the Company attract and retain senior management.

  117. Retirement Plans and Nonqualified Deferred Compensation Plans

    Retirement Plans and Nonqualified Deferred Compensation Plans

  118. Severance and Change in Control Benefits

    Severance and Change in Control Benefits Hubbell maintains a Policy for Providing Severance to Senior Employees (the “Senior Severance Policy”) that generally provides severance to senior management in the event of certain “involuntary” terminations of employment with Hubbell. It has long been Hubbell’s practice to provide Change in Control Severance Agreements (“CIC Agreements”) to Board-appointed officers. The CIC Agreements with the NEOs provide certain alternative severance benefits in the event an NEO’s employment is involuntarily or constructively terminated in connection with a change in control. Such severance benefits are designed to alleviate the financial impact of termination of employment by providing continued base salary and health benefits and outplacement services. These benefits enable our executives to evaluate potential transactions without the personal distraction or conflict of interest that could arise from concerns about a potential change in control. The decision to offer benefits under the Senior Severance Policy and the CIC Agreements does not influence the Compensation Committee’s determinations concerning other direct compensation or benefit levels. In making the decision to extend these benefits, the Compensation Committee relied on its independent compensation consultant, Exequity, to ensure that such severance and change in control benefits align with relevant market practice and industry benchmarking. The Compensation Committee periodically reviews Hubbell’s CIC Agreements and benchmarks the provisions with Exequity. The Company’s CIC Agreements contain, among other things, the following types and amounts of compensation benefits payable to NEOs upon a change in control:

  119. Severance and Change in Control Benefits

    | • | Double trigger (change in control plus termination of employment) required to obtain cash severance benefit. | | • | Lump sum cash payments equal to 2.5 times base salary and 2.5 times target bonus for the year in which the change-in-control occurs for Messrs. Bakker and Sperry and 2.0 times base salary and 2.0 times target bonus for the year in which the change-in-control occurs for Messrs. Mikes and Gumbs, and Ms. Lane. | | • | Lump sum payment of the pro-rated target bonus for the year in which termination occurs. | | • | Continued insurance benefits and outplacement services. |

  120. Severance and Change in Control Benefits

    Upon a change in control, under the terms of the LTI awards, all outstanding awards (other than any portion subject to performance-based vesting) will continue in effect or be assumed or substituted by an acquiring company, unless the Compensation Committee elects to terminate an award or cause it to fully vest. If the acquiring company refuses to assume or substitute an award, the Compensation Committee may exercise its discretion to terminate the award in exchange for cash, rights, or property, or cause the awards to become fully exercisable prior to the change in control. The portion of an LTI award that is subject to performance-based vesting will remain subject to the terms of the award agreement and the Compensation Committee’s discretion. If an LTI award continues in effect or is assumed or substituted, and the grantee’s employment is terminated without cause or within twelve months following a change in control, then the award will fully vest as of the date of termination. For additional information relating to the Company’s change in control and severance benefits, including under the CIC Agreements and the Senior Severance Policy, see the “Potential Post-Employment Compensation Arrangements” section on pages 66-70.

  121. Summary Compensation Table

    Summary Compensation Table

  122. Summary Compensation Table

    | Named Executive Officer | Year | Salary ($) | Bonus(2) ($) | Stock Awards(3) ($) | Option Awards(3) ($) | Non-Equity Incentive Plan Compensation(4) ($) | Change in Pension Value and Nonqualified Deferred Compensation Plan Earnings(5) ($) | All Other Compensation(6) ($) | Total ($) | | GERBEN W. BAKKER Chairman, President and Chief Executive Officer | 2025 | 1,146,923 | — | 5,526,100 | 1,838,754 | 1,330,600 | 278,645 | 225,730 | 10,346,752 | | | 2024 | 1,125,385 | — | 4,692,033 | 1,464,957 | 1,582,000 | 193,288 | 263,788 | 9,321,451 | | | 2023 | 1,091,231 | — | 4,249,556 | 1,394,918 | 2,442,000 | 248,969 | 239,610 | 9,666,284 | | WILLIAM R. SPERRY(1) Executive Vice President, Former Chief Financial Officer | 2025 | 748,492 | — | 2,002,625 | 1,000,098 | 667,500 | — | 111,473 | 4,530,188 | | | 2024 | 737,093 | — | 1,601,192 | 500,027 | 745,900 | — | 124,799 | 3,709,011 | | | 2023 | 716,154 | — | 1,484,994 | 487,474 | 1,198,800 | — | 121,995 | 4,009,417 | | MARK E. MIKES President, Electrical Solutions Segment | 2025 | 631,923 | — | 826,268 | 275,012 | 442,900 | 138,072 | 72,744 | 2,386,919 | | | 2024 | 612,692 | — | 925,751 | 375,021 | 558,100 | 104,386 | 104,234 | 2,680,184 | | | 2023 | 558,125 | — | 579,439 | 375,057 | 733,500 | 96,243 | 94,866 | 2,437,230 | | GREGORY A. GUMBS President, Utility Solutions Segment | 2025 | 643,446 | — | 826,268 | 275,012 | 425,700 | — | 88,046 | 2,258,472 | | | 2024 | 632,608 | — | 800,596 | 250,014 | 471,500 | — | 84,389 | 2,239,107 | | | 2023 | 298,077 | 450,000 | 437,540 | 437,519 | 430,100 | — | 39,895 | 2,093,131 | | KATHERINE A. LANE Executive Vice President, General Counsel and Secretary | 2025 | 571,169 | — | 826,268 | 275,012 | 383,800 | — | 89,049 | 2,145,298 | | | 2024 | 547,008 | — | 880,788 | 275,015 | 462,000 | — | 104,045 | 2,268,856 | | | 2023 | 526,923 | — | 723,640 | 237,456 | 735,400 | — | 90,117 | 2,313,536 |

  123. Summary Compensation Table

    | (1) Mr. Sperry held the position of Chief Financial Officer until December 31, 2025. | | (2) The amount reported in the Bonus column reflects a one-time cash hiring bonus paid to Mr. Gumbs in 2023. | | (3) The amounts reported in the Stock Awards and Option Awards columns reflect the aggregate grant date fair value of restricted stock, performance shares, and SARs granted in 2025 as calculated in accordance with FASB ASC Topic 718. For a discussion of the assumptions made in the valuation, see Note 17 to the Consolidated Financial Statements for 2025 in the Form 10-K filed with the SEC on February 12, 2026. The actual value that an executive may realize from an award is contingent upon the satisfaction of the vesting conditions of the award. For SARs, the actual value of the award is based upon the positive difference between the base price and the market value of a share of Hubbell common stock on the date of exercise. Thus, there is no assurance that the value, if any, eventually realized by the NEO will correspond to the amount shown. For performance shares with a Relative Sales Growth performance metric, fair value is based upon the average between the high and low trading prices of Hubbell common stock on the date preceding the grant date and assumes that the award will vest at target. | | (4) The amounts reported in the Non-Equity Incentive Plan Compensation column reflect short-term incentive awards earned under the Company’s Short-Term Incentive Plan. See the Short-Term Incentive Compensation section on pages 45-49. |

  124. Summary Compensation Table

    | (5) The amounts reported in the Change in Pension Value and Nonqualified Deferred Compensation Earnings column reflect the aggregate change in the actuarial present value of each NEO’s accumulated benefit under the retirement plans in which they participate. See the “Employee Benefit Programs” section on page 54 and “Non-Qualified Deferred Compensation” section on page 65. The present value of accrued benefits at December 31, 2023 is based on the Pri-2012 Healthy Annuitant Mortality White Collar Tables, sex distinct, with generational projection from 2012 using Scale MP-2021 and using a discount rate of 5.20%. The present value of accrued benefits at December 31, 2024 is based on the Pri-2012 Healthy Annuitant Mortality Tables, with generational projection from 2012 using Scale MP-2021 and using a discount rate of 5.60%. The present value of accrued benefits at December 31, 2025 is based on the Pri-2012 Healthy Annuitant Mortality Tables, with generational projection from 2012 using Scale MP-2021 and using a discount rate of 5.50%. Participants are assumed to retire at age 62 or current age, if later. No amounts accumulated under the Company’s EDCP and DC Restoration Plan earn above market or preferential earnings; therefore, no earnings are included in this column. | | (6) The amounts reported in the All Other Compensation column for 2025 are detailed in the following table: |

  125. Summary Compensation Table

    | Name | Perquisites(a) ($) | Retirement Plan Contributions(b) ($) | Total ($) | | GERBEN W. BAKKER | 34,705 | 191,025 | 225,730 | | WILLIAM R. SPERRY | 10,000 | 101,473 | 111,473 | | MARK E. MIKES | 10,000 | 62,744 | 72,744 | | GREGORY A. GUMBS | 10,000 | 78,046 | 88,046 | | KATHERINE A. LANE | 16,727 | 72,322 | 89,049 |

  126. Summary Compensation Table

    | (a) The amounts in the Perquisites column reflect the incremental cost to the Company of financial planning or tax preparation services up to a maximum of $10,000 for each NEO through 2025; the matching gifts made by The Hubbell Foundation for Ms. Lane - $16,727; and personal use of the Company aircraft for Mr. Bakker - $24,705, which includes fuel costs, crew expenses, and landing, hangar, airplane parking, ramp, and maintenance fees. | | (b) The amounts in the Retirement Plan Contributions column reflect Company 401(k) matching contributions of $10,500 for each NEO; and an automatic Company retirement contribution of $14,000 for each NEO under the DC Plan. This column also includes the following Company retirement contributions earned under the DC Restoration Plan in 2025 to be contributed in 2026 for: Mr. Bakker - $95,157, Mr. Sperry - $45,776, Mr. Mikes - $33,601, Mr. Gumbs - $30,598, and Ms. Lane - $27,327. This column also includes the following restoration match contributions under the DC Restoration Plan earned in 2025 and to be contributed in 2026 for: Mr. Bakker - $71,368 Mr. Sperry - $31,197, Mr. Mikes $4,643, Mr. Gumbs - $22,948, and Ms. Lane - $20,495. |

  127. Grants of Plan-Based Awards in Fiscal Year 2025

    Grants of Plan-Based Awards in Fiscal Year 2025 The following table presents information concerning plan-based awards granted in 2025 to the NEOs under the Company’s Incentive Plan and Equity Plan. All stock awards are payable in shares of Hubbell common stock.

  128. Grants of Plan-Based Awards in Fiscal Year 2025

    | | | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards(2) | | | All Other Stock Awards: Number of Shares of Stock or Units(3) (#) | All Other Option Awards: Number of Shares Underlying Options(3) (#) | Exercise or Base Price of Option Awards(4) ($/Sh) | Grant Date Fair Value of Stock and Option Awards(5) ($) | | Name | Type of Award | Grant Date | Threshold ($) | Target ($) | Max ($) | Threshold (#) | Target (#) | Max (#) | | | | | | GERBEN W. BAKKER | STI | 2/18/25 | 747,500 | 1,495,000 | 2,990,000 | — | — | — | — | — | — | — | | | RS | 2/18/25 | — | — | — | — | — | — | 4,677 | — | — | 1,838,809 | | | SAR | 2/18/25 | — | — | — | — | — | — | — | 18,360 | 393.16 | 1,838,754 | | | PS/RSG | 2/18/25 | — | — | — | 1,590 | 3,180 | 6,360 | — | — | — | 1,211,548 | | | PS/OPM | 2/18/25 | — | — | — | 1,544 | 3,087 | 6,174 | — | — | — | 1,176,116 | | | PS/TSR | 2/18/25 | — | — | — | 1,544 | 3,087 | 6,174 | — | — | — | 1,299,627 | | WILLIAM R. SPERRY | STI | 2/18/25 | 375,000 | 750,000 | 1,500,000 | — | — | — | — | — | — | — | | | RS | 2/18/25 | — | — | — | — | — | — | 2,544 | — | — | 1,000,199 | | | SAR | 2/18/25 | — | — | — | — | — | — | — | 9,986 | 393.16 | 1,000,098 | | | PS/RSG | 2/18/25 | — | — | — | 433 | 865 | 1,730 | — | — | — | 329,556 | | | PS/OPM | 2/18/25 | — | — | — | 420 | 839 | 1,678 | — | — | — | 319,651 | | | PS/TSR | 2/18/25 | — | — | — | 420 | 839 | 1,678 | — | — | — | 353,219 | | MARK E. MIKES | STI | 2/18/25 | 238,125 | 476,250 | 952,500 | — | — | — | — | — | — | — | | | RS | 2/18/25 | — | — | — | — | — | — | 699 | — | — | 274,819 | | | SAR | 2/18/25 | — | — | — | — | — | — | — | 2,746 | 393.16 | 275,012 | | | PS/RSG | 2/18/25 | — | — | — | 238 | 476 | 952 | — | — | — | 181,351 | | | PS/OPM | 2/18/25 | — | — | — | 231 | 462 | 924 | — | — | — | 176,017 | | | PS/TSR | 2/18/25 | — | — | — | 231 | 461 | 922 | — | — | — | 194,081 | | GREGORY A. GUMBS | STI | 2/18/25 | 241,875 | 483,750 | 967,500 | — | — | — | — | — | — | — | | | RS | 2/18/25 | — | — | — | — | — | — | 699 | — | — | 274,819 | | | SAR | 2/18/25 | — | — | — | — | — | — | — | 2,746 | 393.16 | 275,012 | | | PS/RSG | 2/18/25 | — | — | — | 238 | 476 | 952 | — | — | — | 181,351 | | | PS/OPM | 2/18/25 | — | — | — | 231 | 462 | 924 | — | — | — | 176,017 | | | PS/TSR | 2/18/25 | — | — | — | 231 | 461 | 922 | — | — | — | 194,081 | | KATHERINE A. LANE | STI | 2/18/25 | 215,625 | 431,250 | 862,500 | — | — | — | — | — | — | — | | | RS | 2/18/25 | — | — | — | — | — | — | 699 | — | — | 274,819 | | | SAR | 2/18/25 | — | — | — | — | — | — | — | 2,746 | 393.16 | 275,012 | | | PS/RSG | 2/18/25 | — | — | — | 238 | 476 | 952 | — | — | — | 181,351 | | | PS/OPM | 2/18/25 | — | — | — | 231 | 462 | 924 | — | — | — | 176,017 | | | PS/TSR | 2/18/25 | — | — | — | 231 | 461 | 922 | — | — | — | 194,081 |

  129. Grants of Plan-Based Awards in Fiscal Year 2025

    | (1) The amounts reported in the Estimated Future Payouts Under Non-Equity Incentive Plan Awards columns reflect the target, threshold, and maximum short-term incentive award opportunity for each of the NEOs under the Company’s Short-Term Incentive Plan. The NEOs are eligible for a payout within the threshold and maximum range depending upon several performance factors, such as earnings per share, operating profit improvement, free and operating cash flow, and strategic objectives. See the “Short-Term Incentive Compensation” section on pages 45-49. |

  130. Grants of Plan-Based Awards in Fiscal Year 2025

    | (2) The amounts reported in the Estimated Future Payouts Under Equity Incentive Plan Awards columns reflect the target number of performance shares (“PS”) awarded to the NEOs under the Equity Plan on February 18, 2025, and the threshold and maximum number of performance shares that may be earned. Performance shares are earned on three measures: (i) Relative Sales Growth (“RSG”), (ii) Adjusted Operating Profit Margin (“OPM”), and (iii) Relative Total Shareholder Return (“TSR”). The actual number of performance shares earned will be determined at the end of a three-year period. See the “Performance Share Awards” section on page 50. | | (3) The amounts reported in the All Other Stock Awards and All Other Option Awards columns reflect the number of shares of Restricted Stock (“RS”) and Stock Appreciation Rights (“SARs”) awarded under the Equity Plan on February 18, 2025. SARs are subject to vesting in three equal annual installments on the anniversary of the grant date. Upon retirement, RS will vest in full. SARs and RS become fully vested upon death or disability. | | (4) The amount reported in the Exercise or Base Price of Option Awards column reflects the mean between the high and low trading prices of Hubbell common stock on the trading day immediately preceding the date of grant, which was the fair market value of such stock as defined under the Equity Plan. | | (5) The amounts reported in the Grant Date Fair Value of Stock and Option Awards column reflect the aggregate fair value of the RS and SARs granted to each NEO on February 18, 2025, based upon the probable outcome of performance conditions, as applicable, and disclosed in Note 17 within the Notes to the Consolidated Financial Statements in the Company’s 2025 Annual Report on Form 10-K filed with the SEC on February 12, 2026. |

  131. Option Exercises and Stock Vested During Fiscal Year 2025

    Option Exercises and Stock Vested During Fiscal Year 2025 The following table provides information on the number of shares acquired and the value realized by the NEOs during fiscal year 2025 on the exercise of SARs and on the vesting of restricted stock and performance shares.

  132. Option Exercises and Stock Vested During Fiscal Year 2025

    | | Option Awards(1) | | Stock Awards | | | Name | No. of Shares Acquired on Exercise (#) | Value Realized Upon Exercise ($) | No. of Shares Acquired on Vesting (#) | Value Realized Upon Vesting ($) | | GERBEN W. BAKKER | 25,000 | 5,538,125 | 6,322 | 2,526,018(2) | | | — | — | 25,286 | 9,639,978(3) | | WILLIAM R. SPERRY | — | — | 2,421 | 967,335(2) | | | — | — | 9,684 | 3,691,947(3) | | MARK E. MIKES | 6,551 | 2,110,707 | 504 | 201,378(2) | | | — | — | 2,018 | 769,346(3) | | GREGORY A. GUMBS | — | — | — | — | | KATHERINE A. LANE | — | — | 1,143 | 456,697(2) | | | — | — | 4,574 | 1,743,747(3) |

  133. Option Exercises and Stock Vested During Fiscal Year 2025

    | (1) The amounts reported in the Option Awards - Value Realized Upon Exercise column reflect the number of shares acquired upon exercise multiplied by the difference between the base price of the SAR and the market price of Hubbell common stock on the date of exercise. | | (2) The amounts reported in the Stock Awards - Value Realized Upon Vesting column reflect the number of shares of time-based restricted stock acquired upon vesting multiplied by the closing market price of Hubbell common stock on February 7, 2025 - $399.56. | | (3) The amounts reported in the Stock Awards - Value Realized Upon Vesting column reflect the number of performance shares earned multiplied by the closing market price of Hubbell common stock on the following vesting dates – February 12, 2025 - $397.43 and May 6, 2025 - $349.81. |

  134. Outstanding Equity Awards at 2025 Fiscal Year-End

    Outstanding Equity Awards at 2025 Fiscal Year-End The following table provides information on all restricted stock, SARs, and performance share awards held by the NEOs and the value of such holdings measured as of December 31, 2025. All outstanding equity awards are in shares of Hubbell common stock.

  135. Outstanding Equity Awards at 2025 Fiscal Year-End

    | | | | Option Awards(1) | | | Stock Awards | | | | | Name | Grant Date | No. of Securities Underlying Unexercised Options Exercisable (#) | No. of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | No. of Shares or Units of Stock that have not Vested(2) (#) | Market Value of Shares or Units that have not Vested(3) ($) | Equity Incentive Plan Awards: No. of Unearned Shares, Units, or other Rights that have not Vested(4) (#) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or other Rights that have not Vested(5) ($) | | GERBEN W. BAKKER | 2/10/21 | 9,845 | — | 163.26 | 2/10/31 | — | — | — | — | | | 2/8/22 | 29,936 | — | 185.87 | 2/8/32 | — | — | — | — | | | 2/7/23 | 15,250 | 7,625 | 241.17 | 2/7/33 | 5,784 | 2,568,732 | 11,569 | 5,137,909 | | | 2/6/24 | 5,547 | 11,094 | 352.55 | 2/6/34 | 4,155 | 1,845,277 | 8,311 | 3,690,998 | | | 2/18/25 | — | 18,360 | 393.16 | 2/18/35 | 4,677 | 2,077,102 | 9,354 | 4,154,205 | | WILLIAM R. SPERRY | 2/10/21 | 4,956 | — | 163.26 | 2/10/31 | — | — | — | — | | | 2/8/22 | 11,465 | — | 185.87 | 2/8/32 | — | — | — | — | | | 2/7/23 | 5,329 | 2,665 | 241.17 | 2/7/33 | 2,021 | 897,546 | 4,043 | 1,795,537 | | | 2/6/24 | 1,893 | 3,787 | 352.55 | 2/6/34 | 1,418 | 629,748 | 2,836 | 1,259,496 | | | 2/18/25 | — | 9,986 | 393.16 | 2/18/35 | 2,544 | 1,129,816 | 2,543 | 1,129,372 | | MARK E. MIKES | 2/10/21 | 36 | — | 163.26 | 2/10/31 | — | — | — | — | | | 2/8/22 | 797 | — | 185.87 | 2/8/32 | — | — | — | — | | | 2/7/23 | 1,230 | 1,231 | 241.17 | 2/7/33 | 933 | 414,355 | 829 | 368,167 | | | 7/6/23 | 575 | 576 | 328.73 | 7/6/33 | 456 | 202,514 | — | — | | | 2/6/24 | 1,419 | 2,841 | 352.55 | 2/6/34 | 1,064 | 472,533 | 1,418 | 629,748 | | | 2/18/25 | — | 2,746 | 393.16 | 2/18/35 | 699 | 310,433 | 1,399 | 621,310 | | GREGORY A. GUMBS | 7/6/23 | 3,355 | 1,678 | 328.73 | 7/6/33 | 1,331 | 591,110 | — | — | | | 2/6/24 | 946 | 1,894 | 352.55 | 2/6/34 | 709 | 314,874 | 1,418 | 629,748 | | | 2/18/25 | — | 2,746 | 393.16 | 2/18/35 | 699 | 310,433 | 1,399 | 621,310 |

  136. Outstanding Equity Awards at 2025 Fiscal Year-End

    | | | | Option Awards(1) | | | Stock Awards | | | | | Name | Grant Date | No. of Securities Underlying Unexercised Options Exercisable (#) | No. of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | No. of Shares or Units of Stock that have not Vested(2) (#) | Market Value of Shares or Units that have not Vested(3) ($) | Equity Incentive Plan Awards: No. of Unearned Shares, Units, or other Rights that have not Vested(4) (#) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or other Rights that have not Vested(5) ($) | | KATHERINE A. LANE | 12/14/18 | 2,868 | — | 105.49 | 12/14/28 | — | — | — | — | | | 7/1/19 | 8,118 | — | 129.28 | 7/1/29 | — | — | — | — | | | 2/13/20 | 7,417 | — | 149.49 | 2/13/30 | — | — | — | — | | | 2/10/21 | 6,796 | — | 163.26 | 2/10/31 | — | — | — | — | | | 2/8/22 | 5,414 | — | 185.87 | 2/8/32 | — | — | — | — | | | 2/7/23 | 2,596 | 1,298 | 241.17 | 2/7/33 | 985 | 437,448 | 1,970 | 874,897 | | | 2/6/24 | 1,041 | 2,083 | 352.55 | 2/6/34 | 780 | 346,406 | 1,560 | 692,812 | | | 2/18/25 | — | 2,746 | 393.16 | 2/18/35 | 699 | 310,433 | 1,399 | 621,310 |

  137. Outstanding Equity Awards at 2025 Fiscal Year-End

    | (1) The Option Awards column reflects SARs that were granted to each NEO on the dates shown. SARs entitle the recipient to receive the value in shares of Hubbell common stock equal to the positive difference between the base price and the fair market value of such shares upon exercise. Generally, SARs vest and become exercisable in three equal installments on each of the first three anniversaries of the grant date. See the “Equity Award Plan Vesting Provisions - Grant Terms” section on page 60. | | (2) The No. of Shares or Units of Stock that have not Vested column reflects restricted stock granted on the following dates: 2/18/25, 2/6/24, 7/6/23, and 2/7/23. RS grants vest on the three-year anniversary of the grant date. See the “Equity Award Plan Vesting Provisions - Grant Terms” section on page 60. | | (3) The Market Value of Shares or Units that have not Vested is based upon the closing market price of Hubbell common stock on December 31, 2025, the last business day of 2025, of $444.11. | | (4) The Equity Incentive Plan Awards: No. of Unearned Shares, Units, or Other Rights that have not Vested column reflects performance shares granted on the following dates: 2/7/23, 2/6/24, and 2/18/25. Performance share grants vest based on achievement with respect to three performance measures, as described in the “Performance Share Awards” section on page 50, at the end of a three-year performance period (1/1/23 - 12/31/25, 1/1/24 - 12/31/26, and 1/1/25 – 12/31/27, respectively, for the foregoing grants). | | (5) The Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights that have not Vested column is based upon the closing market price of Hubbell common stock on December 31, 2025, the last business day of 2025, of $444.11. |

  138. Pension Benefits in Fiscal Year 2025

    Pension Benefits in Fiscal Year 2025 The following table provides information on the retirement benefits for the NEOs who participate in the Company’s DB Plan and DB Restoration Plan. See the “Employee Benefit Programs” section on page 54.

  139. Pension Benefits in Fiscal Year 2025

    | Name | Plan Name | No. of Years Credited Service (#) | Present Value of Accumulated Benefit(1) ($) | Payments During the Last Fiscal Year ($) | | GERBEN W. BAKKER | DB Plan | 25.92 | 933,179 | — | | | DB Restoration Plan | 25.92 | 3,287,662 | — | | MARK E. MIKES | DB Plan | 27.67 | 946,827 | — | | | DB Restoration Plan | 27.67 | 1,201,760 | — |

  140. Pension Benefits in Fiscal Year 2025

    | (1) For the DB Plan and the DB Restoration Plan, the present value of accrued benefits at December 31, 2025, is determined based on the Pri-2012 Healthy Annuitant Mortality Tables, with generational projection from 2012 using Scale MP-2021 and using a discount rate of 5.50%. Participants are assumed to retire at age 62 or current age, if later. |

  141. Non-Qualified Deferred Compensation

    Non-Qualified Deferred Compensation

  142. Non-Qualified Deferred Compensation in Fiscal Year 2025

    Non-Qualified Deferred Compensation in Fiscal Year 2025 The following table provides information on the benefits earned by each NEO under the Company’s EDCP and DC Restoration Plan.

  143. Non-Qualified Deferred Compensation in Fiscal Year 2025

    | Name | EDCP Executive Contributions in 2025(1) ($) | EDCP Aggregate Earnings in Last FY(2) ($) | DC Restoration Plan Registrant Contributions in 2025(3) ($) | DC Restoration Plan Aggregate Earnings in Last FY(2) ($) | Aggregate Withdrawals/ Distributions ($) | Aggregate Balance at 12/31/25(4) ($) | | GERBEN W. BAKKER | 163,735 | 339,896 | 225,567 | 128,370 | — | 3,091,964 | | WILLIAM R. SPERRY | 52,394 | 31,129 | 90,648 | 119,543 | (56,434) | 1,401,601 | | MARK E. MIKES | — | 461,952 | 70,083 | 41,796 | — | 4,279,850 | | GREGORY A. GUMBS | 46,317 | 6,334 | 50,240 | 6,372 | — | 172,578 | | KATHERINE A. LANE | 288,117 | 364,214 | 65,619 | 37,391 | — | 2,354,700 |

  144. Non-Qualified Deferred Compensation in Fiscal Year 2025

    | (1) The amounts reported in the EDCP Executive Contributions in 2025 column reflect elective deferrals of short-term incentive awards as follows: Mr. Bakker: 6%, Mr. Gumbs: 3%, and Ms. Lane: 50%, and elective deferrals of base salary as follows: Mr. Bakker: 6%, Mr. Sperry: 7%, Mr. Gumbs: 5%, and Ms. Lane: 10%. The short-term incentive amounts were earned and deferred for services in 2024 but credited to the EDCP in 2025, which is the time payments under the Incentive Compensation Plan are generally made. The amounts in this column include amounts also included in the Summary Compensation Table for 2025 under the Salary column (for 2025) and the Non-Equity Incentive Compensation Plan column (for 2024). | | (2) The amounts reported in the EDCP Aggregate Earnings in Last FY and DC Restoration Plan Aggregate Earnings in Last FY columns include aggregate notional earnings on the EDCP account balances and the DC Restoration Plan balances in 2025. Amounts deferred under the EDCP and the DC Restoration Plan are credited with earnings on the basis of individual notional investment directions made by each participant. | | (3) The amounts reported in the DC Restoration Plan Registrant Contributions in 2025 column reflect each NEO’s credits under the DC Restoration Plan earned for services in 2024 and credited to the DC Restoration Plan in 2025. The amount does not include the following accrued restoration company retirement contributions and restoration match contributions earned in 2025 to be credited in 2026, which amounts are detailed in the footnote and included in the All Other Compensation column of the Summary Compensation Table on page 57 for 2025: Mr. Bakker - $166,525, Mr. Sperry - $76,973, Mr. Mikes - $38,244, Mr. Gumbs - $53,546, and Ms. Lane - $47,822. | | (4) The amounts reported in the Aggregate Balance at 12/31/25 column reflect each NEO’s balance credited to the EDCP and the DC Restoration Plan. |

  145. Non-Qualified Deferred Compensation in Fiscal Year 2025

    The material terms of the non-qualified deferred compensation plans are further described under the “Pension Benefit Calculations” section on page 64 and the “Non-Qualified Deferred Compensation” section above.

  146. Potential Payments

    Potential Payments The following table reflects the estimated incremental post-termination amounts that would have been payable to each NEO on December 31, 2025, in the event of death, disability, involuntary termination without cause, retirement, or a change in control combined with an involuntary termination. No benefits are provided to an NEO upon a change in control unless such officer also experiences a qualifying termination. The amounts in the table are calculated in accordance with the terms of the applicable plans, policies, and agreements described above and assume that the NEO has met the applicable eligibility requirements. The amounts in the table do not include (i) any value that would be realized upon the exercise of vested SARs or settlement of vested Performance Shares or RS to the extent the awards were vested prior to December 31, 2025, by their terms, or (ii) the estimated value of vested and accrued pension benefits that would be received upon any termination of employment under the terms of the Company’s retirement plans.

  147. Post-Employment and Change in Control Payment Table

    | Name | Severance(1) ($) | Equity Awards with Accelerated Vesting(2)(3) ($) | Pension Benefits(4) ($) | Welfare Benefits(5) ($) | Total ($) | | GERBEN W. BAKKER | | | | | | | Death | — | 22,972,849 | — | — | 22,972,849 | | Disability(6) | — | 22,972,849 | — | — | 22,972,849 | | Involuntary Termination(7) | 3,219,970 | 6,491,111 | — | 86,582 | 9,797,663 | | Retirement(8) | — | 6,491,111 | — | — | 6,491,111 | | Change in Control and Involuntary Termination(9),(10),(11) | 4,793,256 | 22,972,849 | 501,865 | 114,703 | 28,382,673 | | WILLIAM R. SPERRY | | | | | | | Death | — | 8,237,874 | — | — | 8,237,874 | | Disability(6) | — | 8,237,874 | — | — | 8,237,874 | | Involuntary Termination(7) | 1,730,764 | 2,657,110 | — | 73,256 | 4,461,130 | | Retirement(8) | — | 2,657,110 | — | — | 2,657,110 | | Change in Control and Involuntary Termination(9),(10),(11) | 2,692,210 | 8,237,874 | — | 98,168 | 11,028,252 | | MARK E. MIKES | | | | | | | Death | — | 3,735,369 | — | — | 3,735,369 | | Disability(6) | — | 3,735,369 | — | — | 3,735,369 | | Involuntary Termination(7) | 1,428,786 | 1,399,835 | — | 76,676 | 2,905,297 | | Retirement(8) | — | 1,399,835 | — | — | 1,399,835 | | Change in Control and Involuntary Termination(9),(10),(11) | 1,187,134 | 3,735,369 | 124,891 | 88,534 | 5,135,928 | | GREGORY A. GUMBS | | | | | | | Death | — | 2,974,406 | — | — | 2,974,406 | | Disability(6) | — | 2,974,406 | — | — | 2,974,406 | | Involuntary Termination(7) | 806,254 | — | — | 59,984 | 866,238 | | Change in Control and Involuntary Termination(9),(10),(11) | 1,871,904 | 2,974,406 | — | 92,968 | 4,939,278 | | KATHERINE A. LANE | | | | | | | Death | — | 3,877,350 | — | — | 3,877,350 | | Disability(6) | — | 3,877,350 | — | — | 3,877,350 | | Involuntary Termination(7) | 1,094,730 | — | — | 60,740 | 1,155,470 | | Change in Control and Involuntary Termination(9),(10),(11) | 1,280,618 | 3,877,350 | — | 71,328 | 5,229,296 |

  148. CEO Pay Ratio

    CEO Pay Ratio The SEC requires annual disclosure of the ratio of the CEO’s annual total compensation to the annual total compensation of the Company’s median employee. Mr. Bakker had 2025 annual total compensation of $10,346,752 as reflected in the “Total” column reported in the Summary Compensation Table on page 57. Hubbell’s median employee’s annual total compensation for 2025, as described more fully below, was estimated as $64,210. As a result, we estimate that Mr. Bakker’s annual compensation was approximately 161 times that of Hubbell’s median employee. There have not been any significant changes to our employee base, our compensation program or our median employee’s situation that would significantly affect our pay ratio disclosure. Accordingly, as permitted by SEC rules, we calculated the 2025 pay ratio using the same median employee we used for purposes of calculating our 2024 pay ratio. What follows is a description of the methodology used from 2024. Pursuant to Instruction 7 to Item 402(u), Hubbell is omitting from its pay ratio calculation those employees that became employees of the Company in 2025 as a result of the Alliance USAcqCo 2, Inc. (“Ventev”), Nicor, Inc., and Power Rose Acquisition, Inc. (“Power Rose” and together with its subsidiaries, “DMC Power”) acquisitions which aggregated to 457 of Hubbell’s approximately 18,000 employees as of December 31, 2025. In 2024, we identified the median of the annual total compensation of all our employees by examining the 2024 annual salary for all employees, excluding the CEO, who were employed by us on November 15, 2024, as reflected in our payroll records as reported to the Internal Revenue Service on Form W-2 for 2024, as well as our payroll records for all non-U.S. entities. We selected November 15, 2024, because it enabled us to make such identification in a reasonably efficient and economical manner. We did not make any assumptions, adjustments, or estimates with respect to this compensation measure and we did not annualize the compensation for any full-time employees who were not employed by Hubbell for all of 2024. We calculated annual total compensation for 2025 for such employee in accordance with SEC rules using the same employee as identified for 2024. SEC rules permit companies to rely on a range of estimates, assumptions, adjustments, and statistical sampling when preparing their pay ratio disclosures. As a result, these disclosures involve a degree of imprecision. Our pay ratio is merely a reasonable estimate calculated in a manner consistent with SEC rules, and it may not be comparable to the pay ratio disclosures of other companies.

  149. Pay Versus Performance

    Pay Versus Performance The following table provides information about the relationship between the compensation paid to Hubbell’s executives and the Company’s financial performance.

  150. Pay Versus Performance

    | | | | Average Summary Compensation Table Total for Non-PEO Named Executive Officers ($)(1) | Average Compensation Actually Paid to Non-PEO Named Executive Officers ($)(1)(2) | Value of Initial Fixed $100 Investment Based on:(3) | | | | | Year | Summary Compensation Table Total for PEO ($)(1) | Compensation Actually Paid to PEO ($)(1)(2) | | | Total Shareholder Return ($) | Peer Group Total Shareholder Return ($)(4) | Net Income Attributable to Hubbell ($ millions)(5) | Adjusted Diluted EPS(5)(6) | | 2025 | 10,346,752 | 11,636,745 | 2,830,219 | 3,144,443 | 307.70 | 222.79 | 887.1 | 18.21 | | 2024 | 9,321,451 | 23,267,814 | 2,724,290 | 5,336,496 | 286.40 | 167.74 | 777.8 | 16.57 | | 2023 | 9,666,284 | 25,195,604 | 2,755,598 | 4,109,289 | 222.14 | 126.87 | 759.8 | 15.33 | | 2022 | 8,145,111 | 16,337,722 | 2,343,695 | 4,107,995 | 155.99 | 100.61 | 511.3 | 10.62 | | 2021 | 6,088,700 | 12,169,471 | 2,180,790 | 3,924,025 | 135.59 | 123.73 | 365.0 | 8.05 |

  151. Pay Versus Performance

    | (1) Gerben W. Bakker became Chief Executive Officer, effective October 1, 2020, and is reflected in the tables above and below as Principal Executive Officer (“PEO”) for all years presented. The non-PEO NEOs for 2025 and 2024 were William R. Sperry, Mark E. Mikes, Gregory A. Gumbs, and Katherine A. Lane. The non-PEO NEOs for 2023 were William R. Sperry, Allan J. Connolly, Mark E. Mikes, Katherine A. Lane, and Gregory A. Gumbs. The non-PEO NEOs for 2022 were William R. Sperry, Allan J. Connolly, Peter J. Lau, Katherine A. Lane and Alyssa R. Flynn. The non-PEO NEOs for 2021 were William R. Sperry, Allan J. Connolly, Peter J. Lau and Katherine A. Lane. |

  152. Pay Versus Performance

    | (2) Compensation Actually Paid (“CAP”) reflects the exclusions and inclusions for the PEOs and NEOs set forth below. |

  153. Pay Versus Performance

    | PEO: Gerben W. Bakker | | 2025 | 2024 | 2023 | 2022 | 2021 | | Summary Compensation Table Total ($) | | 10,346,752 | 9,321,451 | 9,666,284 | 8,145,111 | 6,088,700 | | Less: | Aggregate grant date fair value of restricted stock and performance shares granted in the applicable year as calculated in accordance with FASB ASC Topic 718 | (5,526,100) | (4,692,033) | (4,249,556) | (3,579,025) | (3,130,670) | | Less: | Aggregate grant date fair value of SARs granted in the applicable year as calculated in accordance with FASB ASC Topic 718 | (1,838,754) | (1,464,957) | (1,394,918) | (1,174,988) | (1,025,488) | | Plus: | The fair value as of the end of the fiscal year of unvested equity awards granted in that year | 9,883,153 | 10,459,480 | 10,631,950 | 8,505,609 | 6,411,661 | | Plus: | The change in fair value during the year of equity awards granted in prior years that remained outstanding and unvested at the end of the year | (353,642) | 8,810,234 | 6,757,770 | 2,784,556 | 3,216,228 | | Plus: | The change in fair value during the year through the vesting date of equity awards granted in prior years that vested during that year | (596,019) | 1,026,927 | 3,784,074 | 1,656,459 | 601,582 | | Plus: | Dividends or other earnings paid in stock or option awards in the covered fiscal year prior to the vesting date that are not otherwise included in the total compensation for the covered fiscal year | — | — | — | — | — | | Plus: | Awards that are granted and vest in the same year, the fair value as of the vesting date | — | — | — | — | — | | Less: | Aggregate change in the actuarial present value of accumulated benefit under the retirement plans in which they participate | (278,645) | (193,288) | — | — | — | | Less: | Awards granted in any prior fiscal year that fail to meet the applicable vesting conditions during the covered fiscal year, the amount equal to the fair value at the end of the prior fiscal year | — | — | — | — | — | | Plus: | Service costs, or the actuarial present value of applicable benefit under all such plans attributable to services rendered during the applicable fiscal year and any prior service costs, where applicable | — | — | — | — | 7,458 | | Compensation Actually Paid to PEO ($) | | 11,636,745 | 23,267,814 | 25,195,604 | 16,337,722 | 12,169,471 |

  154. Pay Versus Performance

    | Non-PEO Named Executive Officers | | 2025 | 2024 | 2023 | 2022 | 2021 | | Summary Compensation Table Total ($) | | 2,830,219 | 2,724,290 | 2,755,598 | 2,343,695 | 2,180,790 | | Less: | Aggregate grant date fair value of restricted stock and performance shares granted in the applicable year as calculated in accordance with FASB ASC Topic 718 | (1,120,357) | (1,052,082) | (645,123) | (776,747) | (834,774) | | Less: | Aggregate grant date fair value of SARs granted in the applicable year as calculated in accordance with FASB ASC Topic 718 | (456,284) | (350,019) | (307,501) | (254,992) | (273,441) | | Plus: | The fair value as of the end of the fiscal year of unvested equity awards granted in that year | 2,100,901 | 2,365,188 | 1,597,127 | 1,845,901 | 1,709,616 | | Plus: | The change in fair value during the year of equity awards granted in prior years that remained outstanding and unvested at the end of the year | (69,319) | 1,488,421 | 890,754 | 623,409 | 884,446 | | Plus: | The change in fair value during the year through the vesting date of equity awards granted in prior years that vested during that year | (106,199) | 186,795 | 521,081 | 326,729 | 257,388 | | Plus: | Dividends or other earnings paid in stock or option awards in the covered fiscal year prior to the vesting date that are not otherwise included in the total compensation for the covered fiscal year | — | — | — | — | — | | Plus: | Awards that are granted and vest in the same year, the fair value as of the vesting date | — | — | — | — | — | | Less: | Aggregate change in the actuarial present value of accumulated benefit under the retirement plans in which they participate | (34,518) | (26,097) | — | — | — | | Less: | Awards granted in any prior fiscal year that fail to meet the applicable vesting conditions during the covered fiscal year, the amount equal to the fair value at the end of the prior fiscal year | — | — | (702,647) | — | — | | Plus: | Service costs, or the actuarial present value of applicable benefit under all such plans attributable to services rendered during the applicable fiscal year and any prior service costs, where applicable | — | — | — | — | — | | Compensation Actually Paid to Non-PEO Named Executive Officers ($) | | 3,144,443 | 5,336,496 | 4,109,289 | 4,107,995 | 3,924,025 |

  155. Pay Versus Performance

    | (3) Dollar values assume $100 was invested for the cumulative period from December 31, 2020 through December 31, 2025, in either the Company or the Peer Group, and reinvestment of the pre-tax value of dividends paid. Historical stock performance is not necessarily indicative of future stock performance. |

  156. Pay Versus Performance

    | (4) For purposes of this disclosure, the Peer Group used is the Dow Jones U.S. Electrical Components & Equipment Index. |

  157. Pay Versus Performance

    | (5) Net Income Attributable to Hubbell and Adjusted Diluted EPS are calculated as set forth in our Annual Report on Form 10-K for the applicable year. |

  158. Pay Versus Performance

    | (6) “Adjusted Diluted EPS” was determined to be the “most important” financial performance metric used to link performance to CAP for 2025. Adjusted Diluted EPS is a non-GAAP financial measure. A reconciliation to the comparable GAAP financial measure can be found in Management’s Discussion and Analysis of Financial Condition and Results of Operations in our Annual Report on Form 10-K for the year ended December 31, 2025, filed with the SEC on February 12, 2026. |

  159. Most Important Measures to Determine CAP for the fiscal year ended December 31, 2025

    | Compensation Actually Paid vs. Total Shareholder Return | Compensation Actually Paid vs. Net Income Attributable to Hubbell | | | |

  160. Most Important Measures to Determine CAP for the fiscal year ended December 31, 2025

    | Compensation Actually Paid vs. Adjusted Diluted EPS(1) | | |