Company: IPGP
Filing Date: 2025-04-07
Form Type: DEF 14A
Source: 0001111928-25-000054
Chunk: 18

Company: IPG PHOTONICS CORP
Filing Date: 2025-04-07
Form: DEF 14A
Chunk 18
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 develop and implement changes improving effectiveness. |     |                                                                                                                                                                      |

#### Role in M&A
The Board plays an active and integral role in overseeing the Company's mergers and acquisitions (M&A) process. This oversight is conducted both individually by directors and through an ad hoc committee specifically formed to address M&A activities. The Board's involvement begins early in the potential transaction's lifecycle. In collaboration with management, directors provide valuable feedback and insights on potential transactions, ensuring that risks and opportunities related to M&A are thoroughly evaluated. The M&A committee advised management in several meetings and other engagements with respect to the acquisition and integration of cleanLaser, acquired in December 2024. The Board regularly receives reports from management regarding the integration targets and activities of cleanLaser. This proactive engagement allows the Board to offer strategic guidance and for management to address concerns early in the process.

As part of the approval process, the Board receives a comprehensive integration plan from management. This plan outlines the steps necessary to successfully integrate the acquired entity into the Company's operations. The Board reviews this plan in detail, providing further input and ensuring that all aspects of the integration are well-considered.

Following consummation of a deal, the Board continues to monitor the success and performance of the transaction. This ongoing oversight includes regular updates from management on the progress of the integration and the achievement of key milestones. The Board's continuous involvement ensures that the transaction aligns with the Company's strategic objectives and delivers the anticipated benefits to stockholders.

Additionally, the Board may engage external advisors to provide independent assessments and expert opinions on complex M&A transactions. This external perspective further enhances the Board's ability to make informed decisions and uphold its fiduciary responsibilities.

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| Board Structure |

#### Board Leadership Structure
#### •

#### Non-Executive Chair: John Peeler
• Audit and Compensation Committees and Nominating Subcommittee composed entirely of independent directors

• Independent directors meet in executive session at each of the Board's regular quarterly meetings and as needed outside of such meetings

There is no single board leadership structure that is optimal in all circumstances. The Board, with its broad range of skills and experience, considers the most appropriate leadership structure for the Company in the context of the specific circumstances and challenges facing the Company. The directors come from a variety of organizational backgrounds with direct experiences in a wide range of leadership and management structures. The independent directors, who comprise 70% of our Board, challenge management and demonstrate the independence necessary for effective oversight. The NCGC, in consultation with the