Company: CCNE
Filing Date: 2025-02-20
Form Type: S-4
Source: 0001193125-25-030821
Chunk: 78

Company: CNB FINANCIAL CORP/PA
Filing Date: 2025-02-20
Form: S-4
Chunk 78
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 and employees, and its customers and community members, are respected and embraced to drive innovative products, services, and solutions that effectively meet the variety of needs among CNB’s broad group of stakeholders. Human Capital Management and Leadership Development CNB firmly believes in the importance of succession planning and, as such, has in place a formal succession planning process for all named executive officers, members of the executive management team, and regional presidents. The succession plan was successfully utilized in 2024 after the resignation of a named executive officer, resulting in a seamless transition to a senior executive within CNB. A critical factor of CNB’s succession plan is the training and development of its management team to create a strong internal pipeline of talent to produce the future leaders of CNB. CNB’s succession planning process is further strengthened by its presence in diversified markets that lead to opportunities to attract and retain talent with broad-based skills and experiences. CNB is dedicated to recognizing the unique contribution of each employee and is committed to supporting a workplace that understands, accepts and values the similarities and differences between individuals. CNB’s key human capital management objectives are to recruit, hire, develop and promote a deeply and broadly experienced employee team that collectively translates into an exceptional workforce committed to fostering, promoting, preserving, and reflecting the entire spectrum of CNB’s communities and culture, while successfully executing CNB’s business strategies and exemplifying its corporate values. To support these objectives, CNB’s Employee Experience processes and programs are designed and operated to:

| • |     | Attract and develop talented employees, specifically skilled for their position, from across the spectrum of professional experience, life experience, socio-economic background and geographic representation; |

| • |     | Prepare all members of CNB’s team for critical roles and leadership positions both now and the future, in serving as employees and valuable community members; |

| • |     | Reward and support employees fairly and without discrimination based on successful performance and through competitive pay and benefit programs; |

| • |     | Enhance CNB’s culture through efforts to better understand, foster, promote, and preserve a culture in alignment with CNB’s core values; and |

| • |     | Evolve and invest in technology, tools, and resources to better support employees of varying skills and backgrounds at work. |

To monitor changes in CNB’s employee and management groups relative to both composition and growth, CNB uses, among other tools, recurring management and employee surveys, profile analyses, and summaries of year-over-year changes to the pools of employees and