Company: ONBPP
Filing Date: 2025-04-04
Form Type: DEF 14A
Source: 0001558370-25-004483
Chunk: 24

Company: OLD NATIONAL BANCORP /IN/
Filing Date: 2025-04-04
Form: DEF 14A
Chunk 24
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 the ability to lead the Company in a positive manner with wisdom and enthusiasm as well as champion the Company’s culture and values. Our Compensation Committee oversees succession planning and leadership development for executive management (other than the CEO).

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| OLD NATIONAL BANCORP 2025 PROXY STATEMENT | 23 |

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| CORPORATE GOVERNANCE AT OLD NATIONAL | ​ |

Attract, Retain and Engage Talent – Develop Leaders and Organizational Succession Planning Our people priorities are focused on attracting, retaining and engaging talent at all levels within Old National and developing strong leaders. This also includes attracting strategic hires in priority markets and continuing to increase team member engagement through our strong culture. An important investment of time, talent and energy of our senior leadership team is to articulate our Mission, Vision and Values, and cascade our corporate culture throughout our Company. In 2022, we launched a comprehensive program to develop our leaders and bring culture shaping and leadership experiences to all people leaders. We began the program with our executive leadership team and their direct reports, and then expanded the program’s reach to other leaders withinin our organization. This culture shaping work provided a foundation to build upon, including a defined list of common beliefs, a common vocabulary with respect to culture, an articulation of the “ONB way” and a shared set of leadership relationship-building experiences. Our senior level leaders also participate in a customized 18-month program developed to enable them to be culture carriers for the organization, further educate them on our strategies and key business initiatives and continue to develop their leadership skills and emotional intelligence. This program helps prepare our top leaders for future opportunities and serves as a foundation for our talent reviews and succession planning below the CEO level. Succession planning at our Company begins with an in-depth review of all members of our executive leadership team, including discussion around career goals, aspirations and time horizons, strengths and accomplishments and areas for continued development. Executive leadership team members then assess their senior leaders for potential and readiness to take on new or expanded roles and responsibilities. This results in the creation of personalized executive development plans for each leader as well as a documented succession plan for each leadership role that is presented to the Compensation Committee of our Board annually.

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| 24 | OLD NATIONAL BANCORP 2025 PROXY STATEMENT |

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| CORPORATE GOVERNANCE AT OLD NATIONAL |

Board Succession Planning The Nominating and Corporate Governance Committee is responsible for regularly