Company: BCO
Filing Date: 2025-03-21
Form Type: DEF 14A
Source: 0001104659-25-026390
Chunk: 16

Company: BRINKS CO
Filing Date: 2025-03-21
Form: DEF 14A
Chunk 16
---
 CEO. The Board also annually reviews and discusses a robust pipeline of senior leaders who are potential successors for executive officers and other critical roles. Board’s Role in Sustainability Matters Corporate responsibility and sustainability are important priorities for the Board and the Company. We have a strong commitment to being an ethical and responsible company acting with integrity and respect for each other, our communities and the environment, which starts with the tone set by the Board. The Board has primary responsibility for oversight of the Company’s Sustainability Program, including initiatives and programs related to sustainability, human capital management and corporate culture (with input from the Compensation Committee). Board’s Role in Compensation Risk The Board delegates to the Compensation Committee responsibility for oversight of management’s compensation risk assessment. The Compensation Committee oversees all Company compensation policies and procedures (including those of our subsidiaries) and the incentives that they create to assess risk. At the Compensation Committee’s direction, the Company’s Human Resources Department, in partnership with its Internal Audit Department, conducted a risk assessment of the 2024 compensation programs. Management concluded that the compensation policies and practices of the Company do not create risks that are reasonably likely to have a material adverse effect on the Company. Management presented the results of its assessment to the Compensation Committee in February 2025. The Compensation Committee reviewed management’s assessment, including with its independent compensation consultant, and continues to believe that the executive compensation program appropriately balances risk and reward in

| ​ | ​ | ​ | ​ |  ​ | ​ |
| ​ |   | ​ | ​ | 15 | ​ |

TABLE OF CONTENTS

relation to the Company’s overall business strategy and that it does not encourage employees to take excessive risks that are reasonably likely to have a material adverse effect on the Company. The Compensation Committee relies on the Pay for Performance Compensation Philosophy and Compensation Governance Practices to mitigate compensation-related risks and to align compensation with market practices and shareholder interests. See “Pay for Performance Compensation Philosophy” and “Compensation Governance Practices” in the “Compensation Discussion and Analysis,” beginning on page 28 for details. The Compensation Committee will continue to consider compensation risk implications, as appropriate, in designing any new executive compensation components. Board Independence For a director to be deemed “independent,” the Board must affirmatively determine, in accordance with the listing standards of the New York Stock Exchange (the “NYSE”), that the director has no material relationship with the Company, either directly or as a partner, shareholder or officer of an organization that has a relationship with the Company. In making this determination, the Board has adopted the following categorical