Company: SYY
Filing Date: 2025-10-02
Form Type: DEF 14A
Source: 0000096021-25-000147
Chunk: 22

Company: SYSCO CORP
Filing Date: 2025-10-02
Form: DEF 14A
Chunk 22
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 and compliance program, its Global Code of Conduct, its principal officers, and its internal and Independent Auditors. In addition, the Orientation Program includes visits to the Company’s headquarters and to at least one of the Company’s operating sites to educate directors on the Company’s business and strategy. The Company may develop continuing education programs sponsored by the Company from time to time, including programs addressing legal, financial, regulatory and industry specific topics. In addition, we encourage directors to attend director education seminars at the Company’s expense. ANNUAL BOARD AND COMMITTEE SELF- EVALUATIONS Every year, the Board conducts a self-evaluation to determine whether the Board and its committees are functioning effectively. The Chair of the Board, the Lead Independent Director and the Chair of the Governance Committee led a discussion of the Board’s performance in executive session. The discussion yields actionable feedback which results in continuous enhancements to the Board. In addition, each Board committee conducts a self-evaluation of its performance, focused on the committee’s key responsibilities. As part of the evaluation process, each director completes a committee self-evaluation questionnaire developed by the Governance Committee. This year, the questionnaire responses were compiled and reviewed by internal legal counsel. Each committee chair received a summary of the responses, without attribution to any individual director. The committees reviewed feedback from their respective self-evaluations, as did the full Board. Key learnings from the Board and committee self-evaluations play an important role in informing the Board’s approach to refreshment and succession planning. For the past seven years, the Board’s self-evaluation process has been enhanced to include periodic “360 degree” individual director performance reviews, which involve a confidential evaluation of the individual performance of directors selected by the Governance Committee by each of the other directors, key members of senior management, and representatives of certain independent, third- party firms that routinely interact with the directors assessed. An independent, third-party corporate governance firm compiles and communicates the feedback from these reviews to the directors assessed. MANAGEMENT DEVELOPMENT AND SUCCESSION PLANNING On an ongoing basis, the Board plans for succession to the position of CEO and other key management positions. The Governance Committee is responsible for reviewing and recommending to the Board the appointment of all executive officers and other senior officers that report to the CEO. To assist the Board, the CEO periodically assesses the senior executives and their potential to succeed to the position of CEO and provides the Board with an assessment of potential successors to other key positions. Management development and succession planning remained top priorities of executive management and the