Company: SPR
Filing Date: 2025-04-23
Form Type: DEF 14A
Source: 0001140361-25-015209
Chunk: 7

Company: Spirit AeroSystems Holdings, Inc.
Filing Date: 2025-04-23
Form: DEF 14A
Chunk 7
---
 other things. The Governance Guidelines are available at http://investor.spiritaero.com/corporate-governance/govdocs/default.aspx. Board Leadership Our Governance Guidelines require the appointment of a lead independent director at any time that the Chief Executive Officer (“CEO”) and Board Chair roles are not separate. Currently, the Company has separate CEO and Board Chair roles, so the Board has not deemed it necessary to appoint a lead independent director. The Board currently believes that separation of these roles is appropriate for the Company as it maximizes the ability of the CEO to focus on managing Company operations, strategy, and performance, while benefiting from the Board Chair’s independent perspective and insight. The Board Chair performs the following duties:

| • | Approves the agenda for Board meetings; |

| • | Presides over and manages Board meetings (including meetings of non-employee directors); |

| • | Presides over and manages stockholder meetings; |

| • | Serves as a liaison between the CEO and the non-employee directors; |

| • | Provides feedback to the CEO on behalf of the independent directors regarding business issues and Board management; and |

| • | Engages with the CEO regularly to discuss Company performance and matters of significance. |

Board Composition and Refreshment Our Board strives to maintain an appropriate balance of tenure and different attributes. In order to promote thoughtful Board refreshment, we undertake annual Board and Committee assessments to maintain director accountability and identify areas of improvement. The Board has periodically evaluated age and term limits, along with retirement policies, and has determined that such limits and policies may arbitrarily restrict valuable Board members from service. Instead, the Board has determined that it will continue evaluating its members on their merits based on the contributions they make in the boardroom and their ability to enhance overall Board effectiveness. The Board’s succession plans are focused on three important priorities: (i) ensuring critical director skills are identified and cultivated, (ii) overlapping longer-tenured directors with newer directors to assist in the transfer of knowledge and overall business continuity, and (iii) the importance of different voices, backgrounds, and experiences across Board members. Four of our director nominees have joined the Board since 2021. Selecting qualified individuals to serve as directors is key to the Board’s performance. The Governance Committee is responsible for evaluating qualified potential candidates to serve on the Board and recommending to the Board nominees to stand for election at the Company’s annual meeting of stockholders. This responsibility is further described in the Governance Committee’s charter (available at: http://investor