Company: BK-PK
Filing Date: 2025-03-05
Form Type: DEF 14A
Source: 0001193125-25-046216
Chunk: 29

Company: Bank of New York Mellon Corp
Filing Date: 2025-03-05
Form: DEF 14A
Chunk 29
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 the respective committee Chairs in executive session after feedback is gathered.• The independent Chair (or Lead Director, as applicable) leads an executive session of the full Board in which Board self-evaluation results are presented and the standing committee self-evaluations are reported.• During the externally facilitated cycle, the third-party advisor attends the Board and committee executive sessions to facilitate this discussion.BNY 2025 PROXY STATEMENT 27

## ITEM 1. ELECTION OF DIRECTORSCorporate Governance and Board InformationFollow-Up andAccountability• Self-evaluation results are compared to prior year results to track improvements and promote long-term accountability.• Board and management take appropriate action as necessary to address additional considerations.Areas in which director feedback has led to further discussion and enhancements in recent cycles:• Addition to Board and committee agendas of topics and perspectives to aid directors in their oversight responsibilities.• Adjustments to content, timing and style of Board and committee meeting materials.• Format, structure and content of the new director orientation process and continuing education program.• Allocation of time at Board and committee meetings to enable more time for director discussion.• Arrangement of the Board meeting schedule to facilitate informal engagement among directors as well as individual and small group touchpoints beyond the members of senior management that typically interact with the Board.Succession PlanningOur governance framework prioritizes senior leadership succession planning to facilitate long-term, resilient and sustainable business practices. In accordance with our Corporate Governance Guidelines, the Board, through its CGNSR Committee and HRC Committee, takes an active role in the oversight of CEO and senior management succession planning. At least on an annual basis, the CGNSR Committee reviews with the CEO the succession plan for the CEO role, including his recommendations and evaluation of potential successors. This review includes development plans, as appropriate, for such individuals. The CGNSR Committee reports to the independent directors regarding its CEO succession planning activities as well as recommendations, if appropriate, and is authorized to work together with the independent Chair and any other committee of the Board on succession-related matters. In addition, the CGNSR Committee maintains and annually reviews a CEO emergency succession management plan.In addition to CEO succession, the HRC Committee regularly engages in formal succession planning for our Executive Committee members. This succession protocol includes identifying a rank and readiness level for potential internal candidates and strategically planning for external hires when desirable, such as, for positions where capability gaps are identified. The HRC Committee reviews the succession plans for all Executive