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

Company: BRINKS CO
Filing Date: 2025-03-21
Form: DEF 14A
Chunk 21
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, we updated our Corporate Governance Guidelines with respect to our overboarding requirements for non-employee directors, informed by evolving investor preferences and policies on director time commitments. Our revised Corporate Governance Guidelines currently state that directors may not serve on more than three other public company boards, other than the Brink’s Board. In order to maintain an appropriate balance of director talent on the Board and to avoid potential conflicts and significant competing time commitments, the Company’s Corporate Governance Guidelines provide that the Company’s existing directors may not accept a seat on any additional public or privately-held company board or accept committee assignments on other boards without first notifying the Chair of the Corporate Governance Committee. The Corporate Governance Committee will then review the proposed directorship or committee assignment and has the final discretion as to whether to approve or disapprove such directorship or committee assignment. Board Evaluations The Board recognizes that a constructive evaluation process is an essential corporate governance tool to measure and continue to improve Board effectiveness. The Board annually assesses the effectiveness of its performance and the performance of its committees. In accordance with its charter, the Corporate Governance Committee oversees an annual Board and committee evaluation process, which is designed to assess the effectiveness of its performance and committees. The Board also completes individual director self-assessments annually. The evaluation process also includes periodic evaluations by a third-party facilitator. The results of these evaluations help inform whether the Board is equipped to provide comprehensive and effective oversight. The Corporate Governance Committee reports its findings and conclusions to the Board, identifying any areas for improvement, and overseeing follow up when needed, including any need for Board refreshment to ensure the Board as a whole and individual Board members are able to support and oversee the strategic objectives of the Company, as they change over time. Policy and Process for Approval of Related Person Transactions The Board and the Company are committed to maintaining the highest legal and ethical conduct and recognize that related person transactions can present potential or actual conflicts of interest and create the appearance that decisions are based on considerations other than the best interests of the Company and its shareholders. Nevertheless, the Company recognizes that there are situations where related person transactions may be in, or may not be inconsistent with, the best interests of the Company and its shareholders. Therefore, the Board maintains a written Related Person Transactions Policy (the “RPT Policy”) for the review and approval or ratification of related person transactions with definitions and disclosure requirements that align with Item 404 of Regulation S-K promulgated under the Exchange Act. Under the RPT Policy, subject to certain pre-approved exceptions, any transaction or relationship that