Company: CCNE
Filing Date: 2025-03-05
Form Type: 424B3
Source: 0001193125-25-047258
Chunk: 108

Company: CNB FINANCIAL CORP/PA
Filing Date: 2025-03-05
Form: 424B3
Chunk 108
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 plans and incentive payouts                                                                                       |
|                                                                                                                   |     | •                                                      |     | Incorporate risk-mitigating factors into the incentive program to discourage taking undue risk                                                                             |

Compensation Elements CNB’s executive compensation program is designed to be simple, straightforward, and fair, and consists of the following elements:

| • |     | Base salary; |

| • |     | Annual incentives; |

| • |     | Long-term incentives (equity); and |

| • |     | Benefits |

Target Pay and Mix for Compensation Elements The ECC reviews both total compensation and each element of compensation when making pay decisions and recommendations to the CNB Board of Directors. 72

In allocating compensation among these pay elements, CNB’s program is designed to provide a balance between fixed and variable compensation, cash and equity compensation, short and long-term performance, absolute and relative performance and corporate strategic goals and shareholder interests. This balanced approach helps to mitigate the influence of any one element of compensation which might be considered to drive excessive risk taking. Compensation Highlights Summarized below are highlights with respect to CNB’s executive compensation program in 2024:

| • |     | Measured absolute performance in CNB’s annual short-term incentives using a team-based approach with four                       
 common performance goals included in the formula for all NEOs, except for Mr. Peduzzi, who has one additional performance goal; |

| • |     | Continued to provide a significant portion of executive compensation in incentive-based pay (ensuring a pay-for-performance alignment); |

| • |     | Granted time-based long-term incentives through common stock-based awards intended to motivate long-term common 
 stock value accretion and greater align the executives’ and shareholders’ interests;                            |

| • |     | Continued a separate performance-based long-term incentive program, with the opportunity to realize additional 
 common stock awards, for executive officers;                                                                   |

| • |     | With the assistance of an independent consultant, examined the competitiveness of CNB’s executive                  
 compensation program to confirm that it meets CNB’s objectives of attracting, retaining and motivating executives; |

| • |     | Continued to maintain a clawback policy; |

| • |     | Continued to require executives to meet or make reasonable progress toward achieving stock ownership guidelines; 
 and                                                                                                              |

| • |     | Retained risk mitigation features, such as including an element focused on the efficiency ratio and cost-control                 
 and an overall risk modifier (i.e. net charge-offs ratio) which could reduce payout amounts in the