Company: PRGO
Filing Date: 2025-03-21
Form Type: DEF 14A
Source: 0000950170-25-042897
Chunk: 8

Company: PERRIGO Co plc
Filing Date: 2025-03-21
Form: DEF 14A
Chunk 8
---
 A. Alford, Orlando D. Ashford, Julia M. Brown, Kevin Egan, Adriana Karaboutis, Jeffrey B. Kindler, Albert A. Manzone, Donal O’Connor, Geoffrey M. Parker and Jonas Samuelson as well as current director, Katherine C. Doyle, who is not standing for re-election. Patrick Lockwood-Taylor is not independent under these standards because he is currently serving as an officer of Perrigo. In making its independence determination, the Board of Directors has broadly considered all relevant facts and circumstances and concluded that there are no material relationships that would impair these directors’ independence.

#### PERRIGO•2025 PROXY STATEMENT1
Corporate Governance Board Oversight of Risk While management is responsible for day-to-day risk management, the Board of Directors is responsible for the overall risk oversight, including cybersecurity and Environmental, Social and Governance (“ ESG ”) risks, and the Audit Committee is responsible for the overall framework for the risk assessment and enterprise risk management (“ ERM ”) process for the Company. The Board’s committees take the lead in discrete areas of risk oversight when appropriate. For example, the Audit Committee is primarily responsible for risk oversight relating to financial statements; the TCC is primarily responsible for risk oversight relating to executive compensation and the Company’s compensation policies and practices, along with corporate culture; and the NGC is primarily responsible for risk oversight relating to corporate governance and cybersecurity, along with sustainability and environmental matters. These committees report to the Board of Directors on risk management matters. Management periodically presents to the Board of Directors its view of the major risks facing the Company, which may include a dedicated ERM presentation. Matters such as risk appetite and management of risk are also discussed at this meeting. In addition, risk is regularly addressed in a wide range of Board discussions, including those related to segment or business unit activities, specific corporate functions (such as treasury, intellectual property, capital allocation and taxation matters), acquisitions, divestitures and consideration of other extraordinary transactions. As part of these discussions, our directors ask questions, offer insights and challenge management to continually improve its risk assessment and management of identified risks. Additionally, independent directors have the opportunity to meet in executive sessions with management and compliance leaders. The Board has full access to management as well as the ability to engage advisors to assist the Board in its risk oversight role. The following chart provides a summary overview of key areas of risk oversight for the Board and management.

|                                                                                           |     | Board of Directors   |
|                                                                                           |