DEF 14A of PENTAIR plc, Mar 20, 2026

DEF 14A of PENTAIR plc

Filed Mar 20, 2026 · FY20250000077360-26-000014

Open on EDGAR

  1. Annual Election of Directors

    Annual Election of Directors Majority Voting, required for director elections, except in the case of a contested election Proxy Access, available to shareholders who meet certain ownership, retention and other requirements set forth in our Articles of Association Share Ownership Guidelines, meaningful minimum share ownership levels for directors and executive officers with a transition period for new appointments Company Strategy, reviewed and monitored throughout the year by the Board Board and Committee Self-Assessments, conducted annually Related Person Transactions Policy, designed to avoid conflicts of interest Overboarding Policy, limiting directors to serving on a total of four public company boards or, in the case of a director serving as a CEO, a total of two public company boards Compensation Recovery Policy (“Clawback Policy”), extending beyond the minimum requirements of SEC rules and NYSE listing standards and covering time-vesting as well as performance-vesting awards Fiscal Year 2025 Executive Compensation The Compensation Committee believes that the most effective executive compensation program aligns executive initiatives with shareholder interests. The Compensation Committee seeks to accomplish this objective by rewarding the achievement of specific annual, long-term, and strategic goals that create lasting shareholder value.

  2. Annual Election of Directors

    | Elements of Compensation and Pay Mix |

  3. Annual Election of Directors

    The graphics below describe the elements of our executive compensation program and illustrate the approximate targeted mix of fixed, annual, and long-term incentive compensation we provided in 2025 to our Chief Executive Officer and our other executive officers who are named in the Summary Compensation Table (the “Named Executive Officers” or “NEOs”). These graphics also illustrate the approximate amount of target direct compensation considered at risk. This summary of fiscal year 2025 compensation should be read in connection with the “Compensation Discussion and Analysis” (see page 33).

  4. Annual Election of Directors

    | Purpose | Featured | | Base Salary | | | To provide fixed compensation competitive in the marketplace | uDetermined based on numerous factors such as competitive market conditions, level of responsibility, experience, and individual performance | | Annual Incentives | | | To reward short-term performance against specific financial targets | uPaid after end of one-year performance period uBased on achievement against annual company-wide and/or segment financial performance targets uPayout range of 50% of target (at threshold) to 200% of target (at maximum) uPayout subject to a +/- 10% modifier to address progress towards our three new sustainability strategic targets announced in, and for, 2025 | | Long-Term Incentives | | | To link management incentives to long-term value creation and shareholder return | CEO u75% performance share units, an increase from 50% in 2024, based on achievement against three-year financial performance targets paid after end of three-year performance period u25% stock options with a 10-year term vesting ratably on first three grant date anniversaries | | | Other NEOs u50% performance share units based on achievement against three-year financial performance targets paid after end of three-year performance period u25% stock options with a 10-year term vesting ratably on first three grant date anniversaries u25% restricted stock units vesting ratably on first three grant date anniversaries |

  5. Tenure

    Tenure Our board refreshment has resulted in the following mix of director tenure: When considering candidates for election as directors, the Governance Committee and the Board are guided by the following principles, found in our Corporate Governance Principles: uat least a majority of the Board must consist of independent directors; ueach director should be an individual of the highest character and integrity and have an inquiring mind, vision and the ability to work well with others; ueach director should be free of any conflict of interest that would violate any applicable law or regulation or interfere with the proper performance of his or her responsibilities as a director; ueach director should possess substantial and significant experience that could be of particular importance to us in the performance of his or her duties; ueach director should have sufficient time available to devote to our affairs in order to carry out the responsibilities of a director; and ueach director should have the capacity and desire to represent the balanced, best interests of the shareholders as a whole and not primarily a special interest group or constituency and be committed to enhancing long-term shareholder value. The Governance Committee in the first instance is charged with observing these policies and strives in reviewing each candidate to assess the fit of his or her qualifications with the needs of the Board and our company at that time, given the then-current mix of directors’ attributes. Board composition, effectiveness and processes are all subject areas of our annual Board self-assessment, which is described in more detail below under “Board and Committee Self-Assessments.”

  6. Tenure

    | 10 | Pentair | 2026 Proxy Statement |

  7. Tenure

    | | Board of Directors |

  8. Tenure

    Our directors bring to the Board a balanced mix of skills, qualifications and experience that enable the Board to effectively oversee our long-term business strategy. The skills matrix below provides an overview of the areas in which our directors possess significant or deep experience and reflects the most significant skills that the Board considers in connection with board refreshment, succession planning and director nomination. The list is not comprehensive of the diverse skills that our director nominees bring to the Board, and the experience of individual directors is described in their respective biographies on the following page.

  9. Tenure

    | | | | | | | | Executive Leadership Includes directors with experience as a Chief Executive Officer or other executive at a large public or private company. |

  10. Tenure

    | | | | | | | | Growth, M&A and Transformation Includes directors with experience developing, implementing, or evaluating business strategy focused on organic and inorganic growth, including M&A strategy or transformation. |

  11. Tenure

    | | | | | | | | Manufacturing and Industry Includes directors with experience in manufacturing or the Company’s end markets. |

  12. Tenure

    | | | | | | | | Business Operations Includes directors with experience developing, implementing, or evaluating an operations plan or business strategy. |

  13. Tenure

    | | | | | | | | Supply Chain and Operations Includes directors with experience in supply chain or operations. |

  14. Tenure

    | | | | | | | | Marketing and Sales Includes directors with experience in marketing and sales. |

  15. Tenure

    | | | | | | | | Product Innovation Includes directors with experience developing, implementing, or evaluating significant product and technology innovation strategy. |

  16. Tenure

    | | | | | | | | IT Systems, Digital and Cybersecurity Includes directors with experience in IT systems, cybersecurity risk management, digital technology, data analytics, or emerging digital technology, including AI. |

  17. Tenure

    | | | | | | | | Sustainability Includes directors with experience developing, implementing, or evaluating strategic business imperatives and long-term value creation through a sustainability focused business model. |

  18. Tenure

    | | | | | | | | Product Quality and Safety, and EH&S Includes directors with experience in product quality, product safety or environmental, health, and safety. |

  19. Tenure

    | 2026 Proxy Statement | Pentair | 11 |

  20. Tenure

    | | Board of Directors |

  21. Tenure

    | Nominee Biographies |

  22. Tenure

    | MONA ABUTALEB STEPHENSON Chief Executive Officer, Medical Technology Solutions, LLC Independent Age: 63 Director Since: 2019 Committees: Governance* Compensation* Other Current Public Board Service: Atlantic Union Bankshares Corporation (2025–present) | Biography: uChief Executive Officer of Medical Technology Solutions, LLC, a provider of technology solutions for the healthcare industry, from 2019 to present uMember of the board of directors of Atlantic Union Bankshares Corporation from April 2025 to present uMember of the board of directors of Sandy Spring Bancorp, Inc. from 2015 to April 2025 uChief Executive Officer of mindSHIFT Technologies, Inc., an IT outsourcing/managed services and cloud services provider, from 2013 to 2018 uPresident and Chief Operating Officer of mindSHIFT from 2006 to 2013 uSenior Vice President of Ricoh USA from 2015 to 2017 and Executive Vice President of Ricoh Global Services from 2017 to 2018 uIn 2012, mindSHIFT was acquired by Best Buy Co., Inc. and then later, in 2014, was acquired by Ricoh Company, Ltd., a leading provider of document management solutions, IT services, printing, digital cameras and industrial systems | | | Skills & Qualifications: Ms. Abutaleb has significant executive leadership experience, including in the areas of technology, cyber risk management and strategic planning. Ms. Abutaleb’s experience serving on the board of a company operating in a highly regulated industry contributes to her experience overseeing governance and risk. * Upon completion of the Annual General Meeting, Ms. Abutaleb will join the Governance Committee and the Compensation Committees. She is currently a member of the Audit and Finance Committee. |

  23. Tenure

    | MELISSA BARRA Executive Vice President, Chief Product and Enterprise Strategy Officer, Sleep Number Corporation Independent Age: 54 Director Since: 2021 Committees: Audit and Finance | Biography: uExecutive Vice President, Chief Product and Enterprise Strategy Officer for Sleep Number Corporation, a provider of smart sleep technology, from April 2025 to present uExecutive Vice President, Chief Sales and Services Officer from 2020 to April 2025, Vice President, Strategy and Consumer Insights from 2013 to 2015, Senior Vice President, Chief Strategy and Customer Relationship Officer from 2015 to 2019, and Senior Vice President, Chief Sales, Services and Strategy Officer from 2019 to 2020, since joining Sleep Number in 2013 uSenior leadership roles in strategy, corporate development and finance for Best Buy Co., Inc., a multinational consumer electronics retailer, from 2005 to 2012 uStrategy leadership and corporate finance roles at Grupo Futuro, Citibank and GE Capital | | | Skills & Qualifications: Ms. Barra has a strong background in customer experience, sales, services and strategy, as well as experience in digital transformation and information technology. Ms. Barra’s operating and leadership experience, including with other public companies, allows her to provide insight on a variety of growth, customer, and human capital strategies important to our business. |

  24. Tenure

    | 12 | Pentair | 2026 Proxy Statement |

  25. Tenure

    | | Board of Directors |

  26. Tenure

    | TRACEY C. DOI Retired Group Vice President and Chief Financial Officer, Toyota Motor North America Independent Age: 65 Director Since: 2023 Committees: Audit and Finance Other Current Public Board Service: Quest Diagnostics Incorporated (2021–present) | Biography: uGroup Vice President and Chief Financial Officer of Toyota Motor North America, an automobile designer and manufacturer, from 2003 to 2022 uVice President, Corporate Controller of Toyota Motor Sales, USA from 2000 to 2003 uMember of the board of directors of Quest Diagnostics Incorporated from 2021 to present uIndependent trustee for SunAmerica Series Trust and Seasons Series Trust from 2021 to present uMember of the board of directors of City National Bank, a Royal Bank of Canada Company from 2016 to 2021 | | | Skills & Qualifications: Ms. Doi has a significant executive background in corporate finance, strategic planning, transformation, operations, enterprise systems, and business analytics, and brings to our Board deep experience with a global manufacturer operating in a complex industry. |

  27. Tenure

    | T. MICHAEL GLENN Chair of the Board* and Retired Executive Vice President, FedEx Corporation and Chief Executive Officer, FedEx Services Independent Age: 70 Director Since: 2007 Committees: Compensation (Chair)* Governance Other Current Public Board Service: Lumen Technologies, Inc. (2017–2026) | Biography: uMember of the board of directors of Lumen Technologies, Inc. (formerly CenturyLink, Inc.), a global communications and information technology services company, from 2017 to March 2026, including as Chair of the board of directors since May 2020 uSenior Advisor to Oak Hill Capital Partners, a private equity firm, from 2017 to 2020 uServed as Chief Executive Officer of FedEx Services, responsible for all marketing, sales, customer service and retail operation functions for FedEx Corporation, from 2000 to 2016 uExecutive Vice President, FedEx Corporation and member of the Executive Committee, from 1998 to 2016 uVarious marketing, sales and customer service roles including senior leadership positions, from 1981 to 1998 at FedEx Corporation, a global leader of supply chain, transportation and relations information services | | | Skills & Qualifications: Mr. Glenn brings extensive strategic, marketing and communications experience to our Board from his service as one of the top leaders at FedEx Corporation. He has been an active participant in the development of our strategic plans and a strong proponent for strengthening our branding and marketing initiatives. * Upon completion of the Annual General Meeting, Mr. Glenn will serve as Chair of the Board and will no longer serve as Chair of the Compensation Committee. |

  28. Tenure

    | 2026 Proxy Statement | Pentair | 13 |

  29. Tenure

    | | Board of Directors |

  30. Tenure

    | THEODORE L. HARRIS Chief Executive Officer, Balchem Corporation Independent Age: 61 Director Since: 2018 Committees: Compensation* Governance Other Current Public Board Service: Balchem Corporation (2015–present) | Biography: uChief Executive Officer and member of the board of directors of Balchem Corporation, a provider of specialty performance ingredients and products for the food, nutritional, feed, pharmaceutical, medical sterilization and industrial industries, from 2015 to present, and Chairman of Balchem’s board of directors, from 2017 to present u11 years of various senior management positions at Ashland, Inc., a global specialty chemical provider in a wide variety of markets and applications, such as architectural coatings, adhesives, automotive, construction, energy, food and beverage, personal care, and pharmaceutical, including most recently as Senior Vice President and President, Performance Materials, from 2014 to 2015 uSenior Vice President and President, Performance Materials & Ashland Supply Chain from 2011 to 2014, and prior to that, Vice President and President, Performance Materials & Ashland Supply Chain uVariety of senior level roles for FMC Corporation, a global provider of crop-protection products, from 1993 to 2004, including General Manager of the Food Ingredients Business | | | Skills & Qualifications: Mr. Harris brings to our Board broad managerial, international, operational, financial and sales experience, as well as his track record of leading businesses with complex, global supply chains, and developing worldwide marketing strategies and his strong connectivity to consumer end markets. * Upon completion of the Annual General Meeting, Mr. Harris will serve as Chair of the Compensation Committee Chair. |

  31. Tenure

    | GREGORY E. KNIGHT Senior Advisor, Digital Transformation, Boston Consulting Group, Inc. Independent Age: 58 Director Since: 2021 Committees: Audit and Finance Other Current Public Board Service: Fortis Inc. (2025–present) | Biography: uSenior Advisor, Digital Transformation at Boston Consulting Group, Inc., a global consulting firm, from 2023 to present uMember of the board of directors at Fortis, Inc. from January 2025 to present uExecutive Vice President, Customer Transformation and Business Services of CenterPoint Energy, Inc., an energy delivery company, from 2020 to 2023 uChief Customer Officer, US Energy and Utilities, of National Grid US, an energy delivery company, from 2019 to 2020 uSenior Vice President and Chief Customer Officer, Utility and Commercial Businesses, from 2014 to 2019 and Division Vice President, Customer Services, from 2009 to 2014, at CenterPoint Energy uVarious management positions at Ricoh Americas Corporation, from 2004 to 2009, Reliant retail energy, from 2001 to 2004, Allen Knight Inc., from 2000 to 2001, and Verizon, from 1992 to 2000 | | | Skills & Qualifications: Mr. Knight brings to our Board a strong background in sales, brand, marketing and customer experience in both business-to-business and business-to-customer environments in retail energy and utilities. Mr. Knight also brings executive leadership in large-scale enterprise information technology, digital transformation and cyber security. |

  32. Tenure

    | 14 | Pentair | 2026 Proxy Statement |

  33. Tenure

    | | Board of Directors |

  34. Tenure

    | MICHAEL T. SPEETZEN Chief Executive Officer, Polaris Inc. Independent Age: 56 Director Since: 2018 Committees: Audit and Finance (Chair) Other Current Public Board Service: Polaris Inc. (2021–present) | Biography: uChief Executive Officer and a member of the board of directors of Polaris Inc., a global powersports leader with a product line-up that includes side-by-side and all-terrain off-road vehicles, motorcycles, boats, and snowmobiles, from 2021 to present uInterim Chief Executive Officer, from January to May 2021, and Executive Vice President, Finance and Chief Financial Officer, from 2015 to 2020, prior to his current role at Polaris uSenior Vice President, Finance and Chief Financial Officer of Xylem Inc., a leading global water technology equipment and service provider, from 2011 to 2015 uVice President and Chief Financial Officer of ITT Fluid and Motion Control, from 2009 to 2011, Chief Financial Officer for the StandardAero division of the private equity firm Dubai Aerospace Enterprise Ltd., from 2007 to 2009, and various positions of increasing responsibility in the finance functions at Honeywell International Inc. and General Electric Company, prior to joining Xylem | | | Skills & Qualifications: Mr. Speetzen brings to our Board extensive financial experience as well as knowledge of global markets, transacting international business, and broad managerial and operational experience. |

  35. Tenure

    | JOHN L. STAUCH President and Chief Executive Officer, Pentair plc Age: 61 Director Since: 2018 Other Current Public Board Service: Deluxe Corporation (2016–present) | Biography: uPresident and Chief Executive Officer of Pentair plc, from 2018 to present, having previously served as Chief Financial Officer of Pentair, from 2007 to 2018 uChief Financial Officer of the Automation and Control Systems unit of Honeywell International Inc., from 2005 to 2007 uChief Financial Officer and Information Technology Director of PerkinElmer Optoelectronics and various executive, investor relations and managerial finance positions within Honeywell and its predecessor, AlliedSignal Inc., from 1994 to 2005 uDirector of Deluxe Corporation, from 2016 to present, where he is currently chair of the audit and finance committee and a member of the corporate governance committee | | | Skills & Qualifications: Mr. Stauch brings to our Board extensive knowledge of Pentair as our President and Chief Executive Officer and former Chief Financial Officer and extensive experience as a financial executive with many aspects of public company strategy and operations. |

  36. Tenure

    | 2026 Proxy Statement | Pentair | 15 |

  37. Tenure

    | | Board of Directors |

  38. Tenure

    | BILLIE I. WILLIAMSON Retired Senior Assurance Partner, Ernst & Young LLP Independent Age: 73 Director Since: 2014 Committees: Governance (Chair) Compensation Other Current Public Board Service: Cricut Inc. (2021–present) Cushman & Wakefield plc (2018–present) | Biography: uOver 32 years of experience auditing public companies as an employee and partner of Ernst & Young LLP, from 1974 to 1993 and 1998 to 2011 uMember of the board of directors of Cricut Inc. from 2021 to present uMember of the board of directors of Cushman & Wakefield from 2018 to present uSenior Assurance Partner at Ernst & Young from 1998 to 2011 uSenior Vice President, Finance and Corporate Controller at Marriott International, Inc. from 1996 to 1998 uChief Financial Officer at AMX Corporation from 1993 to 1996 uServed as Ernst & Young’s Americas Inclusiveness Officer, a member of its Americas Executive Board, which functions as the board of directors for Ernst & Young dealing with strategic and operational matters, and a member of the Ernst & Young U.S. Executive Board responsible for partnership matters for the firm uMember of the boards of directors of Kraton Corporation from 2018 to 2022, XL Group Ltd., in 2018, CSRA Inc., from 2015 to 2018, Janus Capital Group Inc., from 2015 to 2017, Exelis Inc., from 2012 to 2015, and Annie’s Inc., from 2012 to 2014 | | | Skills & Qualifications: Ms. Williamson brings to our Board extensive financial and accounting knowledge and experience, including her service as a principal financial officer and an independent auditor to numerous Fortune 250 companies and her professional training and standing as a Certified Public Accountant, as well as her broad experience with SEC reporting and governance matters. |

  39. Tenure

    | 16 | Pentair | 2026 Proxy Statement |

  40. Tenure

    | | Board of Directors |

  41. Tenure

    | Director Independence |

  42. Tenure

    The Board, based on the recommendation of the Governance Committee, determines the independence of each director based upon the New York Stock Exchange (“NYSE”) listing standards and the categorical standards of independence included in our Corporate Governance Principles. Based on these standards, the Board has affirmatively determined that all of our non-employee directors (i.e., Mses. Abutaleb, Barra, Doi, and Williamson and Messrs. Glenn, Harris, Jones, Knight, and Speetzen) are independent and have no material relationship with us (including our directors and officers) that would interfere with their exercise of independent judgment. Mr. Stauch, our President and Chief Executive Officer, is the only director who is not independent.

  43. Tenure

    | 9/10 DIRECTORS ARE INDEPENDENT | All Board committees are comprised solely of independent directors |

  44. Tenure

    In determining independence, our Board and Governance Committee consider, among other things, circumstances where a director serves as an employee of another company that is a customer or supplier. The Board and Governance Committee have reviewed each of the relationships set forth below. In every case, the relationship involves sales to, or purchases from, the other company that for 2025, were (a) less than the greater of $1 million or 2% of that organization’s consolidated gross revenues during 2025; and (b) not of an amount or nature that impeded the director’s exercise of independent judgment.

  45. Tenure

    | Director | Relationship(s) Considered | | Mr. Speetzen | Chief Executive Officer, Polaris Inc. |

  46. Tenure

    | Shareholder Recommendations, Nominations and Proxy Access |

  47. Tenure

    Our Corporate Governance Principles provide that the Governance Committee will consider persons properly recommended by shareholders to become nominees for election as directors in accordance with the criteria described above under “Director Qualifications, Skills and Expertise.” Recommendations for consideration by the Governance Committee, together with appropriate biographical information concerning each proposed nominee, should be sent in writing to c/o Corporate Secretary, Pentair plc, Regal House, 70 London Road, Twickenham, London, TW1 3QS, United Kingdom. Our Articles of Association set forth procedures to be followed by shareholders who wish to nominate candidates for election as directors in connection with an Annual General Meeting. All such nominations must be accompanied by certain background and other information specified in the Articles of Association and submitted within the timing requirements set forth in the Articles of Association. See “Shareholder Proposals and Nominations for the 2027 Annual General Meeting of Shareholders” below for more information. In addition, eligible shareholders may under certain circumstances be able to nominate and include in our proxy materials a specified number of candidates for election as directors under the proxy access provisions in our Articles of Association. All such nominations must be accompanied by certain background and other information specified in our Articles of Association and submitted within the timing requirements set forth in our Articles of Association. See “Shareholder Proposals and Nominations for the 2027 Annual General Meeting of Shareholders” below for more information.

  48. Tenure

    | 2026 Proxy Statement | Pentair | 17 |

  49. Tenure

    | | Sustainability Overview |

  50. Tenure

    We are focused on creating a better world for people and the planet through smart, sustainable water solutions. We are committed to continue building on our Win Right values and culture by contributing to the development of a sustainable and responsible society that we believe will help drive our future growth.

  51. Tenure

    | ENVIRONMENT | We are focused on strategic targets associated with restoration of water volume withdrawn by Pentair manufacturing sites in high-water-stress areas annually, reducing our baseline greenhouse gas emissions and assessing new products against our sustainability scorecard. | | PEOPLE | We are focused on enhancing our efforts to engage our suppliers, customers and employees. We partner with our suppliers to build a more sustainable supply chain, including through our supplier code of conduct. We are also focused on continuing our employee engagement efforts. We also remain committed to providing a safe and inclusive workplace for all our employees. |

  52. Tenure

    For more information on our sustainability efforts, please visit the Sustainability page of our website, where our reports on sustainability and corporate responsibility are located. This information and the reports are not incorporated by reference herein and do not constitute a part of this Proxy Statement.

  53. Stock Ownership for Non-Employee Directors Serving as of December 31, 2025

    | Director Compensation Table |

  54. Stock Ownership for Non-Employee Directors Serving as of December 31, 2025

    | (a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | | Name | Fees Earned or Paid in Cash ($) | Stock Awards ($)(1) | Option Awards ($)(2) | Non-Equity Incentive Plan Compensation ($) | Change in Pension Value and Deferred Compensation Earnings ($) | All Other Compensation ($)(3) | Total ($) | | Mona Abutaleb Stephenson | 118,500 | 164,957 | — | — | — | 102,059 | 385,516 | | Melissa Barra | 118,500 | 164,957 | — | — | — | 61,679 | 345,136 | | Tracey C. Doi | 118,500 | 164,957 | — | — | — | 53,376 | 336,833 | | T. Michael Glenn | 140,000 | 164,957 | — | — | — | 167,844 | 472,801 | | Theodore L. Harris | 120,000 | 164,957 | — | — | — | 68,793 | 353,750 | | David A. Jones | 300,000 | 164,957 | — | — | — | 120,990 | 585,947 | | Gregory E. Knight | 118,500 | 164,957 | — | — | — | 62,281 | 345,738 | | Michael T. Speetzen | 143,500 | 164,957 | — | — | — | 68,082 | 376,539 | | Billie I. Williamson | 140,000 | 164,957 | — | — | — | 66,938 | 371,895 |

  55. Elements of Executive Compensation

    | Element | Description | | Base Salary | uDetermined based on numerous factors such as: ncompetitive conditions for the Named Executive Officer’s position within the Comparator Group and in the broader employment market, nas well as the Named Executive Officer’s level of responsibility, experience and individual performance. | | Annual Incentives | uTied to annual business performance as measured against annual goals established by the Compensation Committee. uIndividual targets vary depending on a wide range of factors, including: ncompetitive conditions for the executive officer’s position within the Comparator Group and in the broader employment market, nas well as the executive officer’s performance, level of responsibility and experience. | | Long-Term Incentives | For 2025, the Compensation Committee approved a mix of long-term incentive awards for the CEO of performance share units at 75% and stock options at 25% of the long-term award value to provide a heightened emphasis for our CEO on compensation elements that are contingent on performance goals and increases in our share price. For the other NEOs, the Compensation Committee maintained the mix of long-term incentive award of performance share units at 50% of the total long-term award value and stock options and restricted stock units each at 25% of the total long-term award value. uStock options — Each stock option has a term of 10 years, with one-third of the options vesting on each of the first, second and third anniversaries of the grant date. uRestricted stock units — Each restricted stock unit represents the right to receive one ordinary share upon vesting. The restricted stock units generally vest as to one-third of the restricted stock units on each of the first, second and third anniversaries of the grant date. uPerformance share units — Each performance share unit represents the right to receive one ordinary share after the end of a three-year performance period if specified performance goals are achieved. |

  56. Evolution of the Executive Compensation Program

    Evolution of the Executive Compensation Program The Compensation Committee reviews annually the effectiveness of our executive compensation program and considers a number of factors, including business results, strategic priorities, shareholder alignment and market practice. As a result of the evolution of our compensation program and changes we have made in response to market dynamics and shareholder feedback, key aspects of our executive compensation program include: uCEO: 75% of the long-term incentive awards is delivered in the form of performance share units; uOther NEOs: 50% of the long-term incentive awards is delivered in the form of performance share units; u100% of our annual incentive metrics are tied to financial business objectives and are subject to a performance modifier for achievement against our social responsibility strategic targets; and uStock ownership requirements that generally meet or exceed market levels.

  57. Evolution of the Executive Compensation Program

    The Compensation Committee sets and administers the policies that govern our executive compensation, including: uestablishing and reviewing executive base salaries; uoverseeing our annual incentive compensation plans; uoverseeing our long-term equity-based compensation plan; uapproving all annual incentive and long-term, equity-based awards; uannually evaluating risk considerations associated with our executive compensation program; and uannually approving all compensation decisions for executive officers, including those for the Named Executive Officers, who are named in the Summary Compensation Table.

  58. Evolution of the Executive Compensation Program

    | FEBRUARY | MAY | SEPTEMBER | DECEMBER | | uApproved 2024 annual incentive payouts and 2025 annual incentive targets uCertified payout of 2022-2024 performance share unit awards uApproved performance share unit targets for the 2025-2027 performance period uApproved Compensation Discussion and Analysis uApproved non-officer long-term incentive allocation uCommittee self-assessment | uReviewed results of “say-on-pay” vote uCommittee self-assessment | uReviewed compensation program and possible design changes for the upcoming year uReviewed projected short- and long-term incentive plan results for current year uReviewed and approved Comparator Group for upcoming year uCompensation Committee education uReviewed stock ownership guidelines and individual ownership levels uCommittee self-assessment | uApproved executive officer compensation structures, base salary, MIP target, and equity grants for upcoming year uFinalized performance measures and weights for upcoming performance periods uReviewed preliminary achievement against short- and long-term targets for current performance periods uReviewed projected short and long-term incentive plan targets for upcoming performance periods uReviewed risk assessment of compensation programs uReviewed Compensation Committee Charter uAnnual Committee self-assessment |

  59. Evolution of the Executive Compensation Program

    | EVALUATING THE CHIEF EXECUTIVE OFFICER’S PERFORMANCE As part of the annual performance evaluation, the independent directors on the Board and the Compensation Committee employed a formal process to evaluate Mr. Stauch’s performance in the fall of 2025. Each independent director provided an evaluation of Mr. Stauch’s performance. The Board Chair and the Compensation Committee Chair discussed the evaluation results with the Compensation Committee and independent directors, and the independent directors reviewed and discussed the evaluation results and Mr. Stauch’s compensation in executive session of the Board of Directors meeting. The Board Chair and the Compensation Committee Chair finalized Mr. Stauch’s performance assessment and reviewed the assessment results and commentary with Mr. Stauch. The Compensation Committee determined Mr. Stauch’s compensation and performance targets for the following year. |

  60. Compensation Consultant

    Compensation Consultant The Compensation Committee engages an external compensation consultant to advise the Compensation Committee in implementing and overseeing appropriate compensation programs and policies. The Compensation Committee regularly evaluates the performance of its external compensation consultant and periodically conducts a competitive bid process for the role. During 2025, the Compensation Committee continued to retain Aon Consulting, an external compensation consultant, to advise the Compensation Committee on executive compensation issues. See “Corporate Governance — Committees of the Board — Compensation Committee.” The Compensation Committee evaluated the independence of Aon Consulting itself and its individual representatives who served as the Compensation Committee’s consultants based on the factors required by the NYSE. Management has retained Aon plc, the parent company of Aon Consulting to provide insurance brokerage and benefit consulting services to us. For the year ended December 31, 2025, we paid Aon plc approximately $1,061,871 for insurance brokerage and benefit consulting services and Aon Consulting approximately $367,156 for executive and non-employee director compensation consulting. The Compensation Committee concluded, based on the evaluation described above, that the services performed by Aon plc with respect to insurance and benefits administration did not raise a conflict of interest or impair Aon Consulting’s ability to provide independent advice regarding executive and non-employee director compensation matters and that Aon Consulting was independent for purposes of the Compensation Committee. At the direction of the Compensation Committee, Aon Consulting advises the Compensation Committee in implementing and overseeing appropriate compensation programs and policies. As part of this process, Aon Consulting provides the Compensation Committee with comparative market data based on analyses of the practices of the Comparator Group defined below under “Comparative Framework” and relevant survey data. The comparative market data that Aon Consulting provides addresses the structure of the compensation programs maintained by the Comparator Group companies as well as the amount of compensation they provide. Aon Consulting provides guidance on industry best practices and advises the Compensation Committee in determining appropriate ranges for base salaries, annual incentive compensation and long-term incentive compensation for each senior executive position.

  61. Compensation Consultant

    | 2026 Proxy Statement | Pentair | 39 |

  62. Compensation Consultant

    | | Compensation Discussion and Analysis |

  63. Compensation Consultant

    | Comparative Framework |

  64. Compensation Consultant

    In setting compensation for our executive officers, including our Named Executive Officers, the Compensation Committee uses competitive compensation data from an annual total compensation study of selected peer companies and other relevant survey sources to inform its decisions about overall compensation opportunities and specific compensation elements. The Compensation Committee uses multiple reference points when establishing targeted compensation levels. The Compensation Committee applies judgment and discretion in establishing targeted pay levels, taking into account not only competitive market data, but also factors such as company, business unit and individual performance, scope of responsibility, critical needs and skill sets, experience, leadership potential, and succession planning. All companies in our peer group are: upublicly-traded on a major exchange; usimilar in business scope and/or operations to our business units and global in nature; and urange from approximately 1∕2 to 2x our revenue size and in the same competitive sectors.

  65. Compensation Consultant

    | In September of 2024, the Committee approved an updated group of companies used for benchmarking purposes in the prior year (the “Comparator Group”) for use in setting target compensation for 2025 for our executive officers, including the Named Executive Officers. The Comparator Group companies had revenues ranging from approximately $2.1 billion to $9.7 billion, with median revenues of approximately $4.3 billion. Added to the peer group were Graco, ITT, Middleby, and Nordson. Removed from the peer group was Enovis. | | | | uAcuity Brands, Inc. (AYI) uA.O. Smith Corporation (AOS) uCrane Company (CR) uDonaldson Company, Inc. (DCI) uDover Corporation (DOV) uFlowserve Corporation (FLS) uFortive Corporation (FTV) uFortune Brands Innovations, Inc. (FBIN) | uGraco Inc (GGG) uIDEX Corporation (IEX) uIngersoll Rand Inc. (IR) uITT Inc (ITT) uLennox International Inc. (LII) uLincoln Electric Holdings, Inc. (LECO) uMasco Corporation (MAS) uMiddleby Corp (MIDD) | uNordson Corp (NDSN) uOwens Corning (OC) uRockwell Automation, Inc. (ROK) uSnap-on Incorporated (SNA) uThe Timken Company (TKR) uValmont Industries, Inc. (VMI) uXylem Inc. (XYL) |

  66. Compensation Consultant

    | Shareholder Outreach |

  67. Compensation Consultant

    The Compensation Committee believes it is important to maintain an open dialogue with our shareholders to gain input on their perspectives regarding our governance and our executive compensation program and to provide clarifying information enabling them to make informed decisions in our annual advisory shareholder vote on the compensation of our executive officers named in our Proxy Statement. As described in the “Shareholder Engagement” section, in 2025, we maintained our shareholder outreach to gain additional insight, better understand shareholder perspectives, and evaluate any concerns regarding our executive compensation program. The support of our shareholders for our executive compensation program was again reflected in the results of the say on pay vote at the 2025 Annual General Meeting, with 83.6% of votes cast in favor of our proposal.

  68. Compensation Consultant

    | Shareholder feedback is an important factor in how we approach and evaluate our executive compensation program. Consistent with the strong vote of shareholder approval, and support from our shareholders, we did not make any material changes to our compensation programs in 2025 in response to the say on pay vote. However, for 2026, we added a third metric, revenue, to our long-term incentive plan measures. We expect to carry forward the following general themes: uCurrent executive compensation programs viewed positively and reflect balanced market practices with alignment to Pentair’s strategic objectives. uOur executive compensation program demonstrates a pay-for-performance linkage and shareholder alignment, and is appropriately incentive-based, balancing annual and long-term performance. uOur annual incentive plan measures of income, revenue, and free cash flow, and long-term incentive plan measures of adjusted EPS, ROIC and, beginning in 2026, revenue, are aligned with shareholder interests. Additionally, consistent with previous feedback from shareholders, we incorporated a modifier for our social responsibility strategic targets in the annual incentive plan for executive officers, designed to recognize achievement well above or well below overall expected progress. |

  69. Compensation Consultant

    | 40 | Pentair | 2026 Proxy Statement |

  70. Compensation Consultant

    | | Compensation Discussion and Analysis |

  71. Compensation Consultant

    Elements and Payouts of 2025 NEO Compensation

  72. Compensation Consultant

    | 2025 Compensation Program Elements |

  73. Compensation Consultant

    Our NEO Compensation has Four Principal Components:

  74. Compensation Consultant

    | | BASE SALARY | | ANNUAL INCENTIVE COMPENSATION | | LONG-TERM INCENTIVE COMPENSATION | | ADDITIONAL BENEFITS AND PERQUISITES |

  75. Compensation Consultant

    | | Base Salary |

  76. How We Set Salary

    How We Set Salary In setting base salaries, the Compensation Committee generally references comparable positions at peer companies based on available market data, which includes published survey data and proxy statement data for our Comparator Group. The Compensation Committee considers compensation at comparable companies but does not set base salaries based on a particular peer group benchmark or any single factor. Base salaries for the Named Executive Officers are determined by the Compensation Committee based on numerous factors such as competitive conditions for the Named Executive Officer’s position within the Comparator Group and in the broader employment market, as well as the Named Executive Officer’s level of responsibility, experience and individual performance.

  77. 2025 Base Salary

    | | Annual Incentive Compensation |

  78. How We Set Award Values

    How We Set Award Values The Compensation Committee determines a percentage of each executive officer’s base salary as a targeted level of incentive compensation opportunity under the MIP, based on the Compensation Committee’s review of Aon Consulting’s recommendations, relevant survey data, and in the case of executive officers other than the Chief Executive Officer, the recommendations of the Chief Executive Officer. The Compensation Committee generally sets each executive officer’s target incentive compensation opportunity taking into consideration the Comparator Group’s target payouts but does not set target incentive compensation opportunities based on a particular peer group benchmark or any single factor. The actual target incentive compensation opportunity set by the Compensation Committee for each executive officer varies depending on a wide range of factors, including competitive conditions for the executive officer’s position within the Comparator Group and in the broader employment market, as well as the executive officer’s performance, level of responsibility and experience. An executive officer’s base salary multiplied by the incentive compensation opportunity percentage establishes the target incentive compensation for which the executive officer is eligible.

  79. 2025 Annual Incentive Award Compensation Targets

    2025 Annual Incentive Award Compensation Targets The Named Executive Officers’ incentive compensation targets as a percentage of salary and as a dollar amount were as follows:

  80. 2025 Annual Incentive Award Compensation Targets

    | | Target as % of Salary | Target ($) | | | John L. Stauch | 135% | | 1,566,000 | | Robert P. Fishman | 100% | | 745,000 | | Jerome O. Pedretti | 80% | | 540,000 | | De'Mon L. Wiggins | 80% | | 480,000 | | Adrian C. Chiu | 80% | | 480,000 |

  81. How We Establish Performance Metrics and Measures

    How We Establish Performance Metrics and Measures For the 2025 MIP, the Compensation Committee established threshold, target and maximum performance targets that were generally based on our annual operating plan, taking into account the prior year’s results, including a revenue target that, although lower than the revenue target for the 2024 MIP, represented a targeted increase over actual 2024 revenue. The following measures applied to our Named Executive Officers except Mr. Pedretti, Mr. Wiggins and Mr. Chiu: adjusted operating income, revenue, and free cash flow, each measured with respect to Company-wide performance. For Mr. Pedretti, the income and revenue performance goals were specific to the Pool segment, for which he had primary responsibility, as well as Company-wide adjusted operating income and free cash flow performance. For Mr. Wiggins, the income and revenue performance goals were specific to the Flow segment, for which he had primary responsibility, as well as Company-wide adjusted operating income and free cash flow performance. For Mr. Chiu, the income and revenue performance goals were specific to the Water Solutions segment, for which he had primary responsibility, as well as Company-wide adjusted operating income and free cash flow performance. When establishing the 2025 MIP design, the Compensation Committee approved a component addressing progress towards our three sustainability strategic targets in the form of a potential modifier to the final MIP financial calculation for executive officers. As we achieved several of our social responsibility targets at the end of 2024, we reset these targets in early 2025 to focus on three key strategic targets moving forward: water stewardship, greenhouse gas emissions reduction, and product design for sustainability, see page 48 for more information. In connection with determining the final MIP payout, the Compensation Committee evaluates the Company’s progress against each of these three targets to determine whether the modifier will be applied. This modifier may be applied to the MIP payout to increase or decrease such payout by up to 10%. Making progress toward our strategic targets is a baseline expectation. Increasing or decreasing the payout determined by the financial targets will only be for achievement well above or below overall expected progress against our three strategic targets. Threshold performance of financial targets must be met before any sustainability modifier can be applied. In addition, the maximum payout for MIP is 200% of target, regardless of performance on our sustainability strategic targets. The Compensation Committee believes this approach reflects the Company’s commitment to sustainability as a baseline expectation.

  82. How We Establish Performance Metrics and Measures

    | 2026 Proxy Statement | Pentair | 43 |

  83. How We Establish Performance Metrics and Measures

    | | Compensation Discussion and Analysis |

  84. 2025 Annual Incentive Performance Measures and Results

    2025 Annual Incentive Performance Measures and Results 2025 performance goals that applied to each of our Named Executive Officers, as well as the weight assigned to each performance goal, and the corresponding payout levels, are set forth below.

  85. Company-wide (Stauch and Fishman)

    | Financial Performance Measure | Weight | Threshold(1) (50% payout) | Target (100% payout) | Maximum (200% payout) | Payout % | Weighted Payout % | | Pentair Adjusted Operating Income(2) | | | | | 111.1% | 55.5% | | Pentair Revenue | | | | | 100.3% | 30.1% | | Pentair Free Cash Flow(2) | | | | | 121.4% | 24.3% | | Total | 100% | | | | | 109.9% | | Sustainability Modifier | +/- 10% modifier | | | | No modifier applied | 100% |

  86. Pool Segment (Pedretti)

    | Financial Performance Measure | Weight | Threshold(1) (50% payout) | Target (100% payout) | Maximum (200% payout) | Payout % | Weighted Payout % | | Pool Income(3) | | | | | 115.6% | 46.3% | | Pool Revenue(3) | | | | | 127.5% | 25.5% | | Pentair Free Cash Flow(2) | | | | | 121.4% | 24.3% | | Pentair Adjusted Operating Income(2) | | | | | 111.1% | 22.2% | | Total | 100% | | | | | 118.3% | | Sustainability Modifier | +/- 10% modifier | | | | No modifier applied | 100% |

  87. Flow Segment (Wiggins)

    | Financial Performance Measure | Weight | Threshold(1) (50% payout) | Target (100% payout) | Maximum (200% payout) | Payout % | Weighted Payout % | | Flow Income(3) | | | | | 159.1% | 63.6% | | Flow Revenue(3) | | | | | 121.5% | 24.3% | | Pentair Free Cash Flow(2) | | | | | 121.4% | 24.3% | | Pentair Adjusted Operating Income(2) | | | | | 111.1% | 22.2% | | Total | 100% | | | | | 134.4% | | Sustainability Modifier | +/- 10% modifier | | | | No modifier applied | 100% |

  88. Water Solutions (Chiu)

    | Financial Performance Measure | Weight | Threshold(1) (50% payout) | Target (100% payout) | Maximum (200% payout) | Payout % | Weighted Payout % | | Water Solutions Income(3) | | | | | 80.6% | 32.3% | | Water Solutions Revenue(3) | | | | | 67.7% | 13.5% | | Pentair Free Cash Flow(2) | | | | | 121.4% | 24.3% | | Pentair Adjusted Operating Income(2) | | | | | 111.1% | 22.2% | | Total | 100% | | | | | 92.3% | | Sustainability Modifier | +/- 10% modifier | | | | No modifier applied | 100% |

  89. Water Solutions (Chiu)

    | Consistent with our continuous effort to align pay with performance, and in response to shareholder feedback that compensation should be tied to strategic financial and operating performance goals, Named Executive Officer annual incentive compensation does not include an individual contribution component. As such, annual incentive compensation for Named Executive Officers is based on the achievement of financial performance goals and progress toward our social responsibility strategic targets. To provide an added performance incentive, the Compensation Committee determined that the amount of incentive compensation related to each performance goal would be scaled according to the amount by which the measure exceeded or fell short of the target. The Compensation Committee reviews information about annual incentive plan design among peer companies and considers the need for the Company to ensure that performance goals are reasonably attainable to provide appropriate incentives for executive officers. As such, payouts for 2025 performance were scaled from 0.50 times at threshold performance to 2.0 times at the maximum, as detailed in the tables above. In line with our long-term goal to consistently generate free cash flow that equals or exceeds 100% of net income, we set our 2025 cash flow target to equal 100% conversion of our plan net income. |

  90. How We Evaluate Performance

    | | 2025 Long-Term Incentive Compensation |

  91. 2025 Equity Mix

    2025 Equity Mix

  92. 2025 Equity Mix

    | Component | 2025 Proportion CEO | 2025 Proportion Other NEOs | Features | | Performance Share Units | | | Each performance share unit represents the right to receive one ordinary share at the end of a three-year performance period if specified performance goals are achieved. For the performance share units granted in 2025 for the performance period 2025-2027, the Compensation Committee retained Adjusted EPS and ROIC as the performance goals. | | Stock Options | | | Each stock option has a term of 10 years, with one-third of the options vesting on each of the first, second, and third anniversaries of the grant date. | | Restricted Stock Units | | | Each restricted stock unit represents the right to receive one ordinary share upon vesting. The restricted stock units generally vest as to one-third of the restricted stock units on each of the first, second, and third anniversaries of the grant date. Restricted stock units accrue dividend equivalents that will be paid out in ordinary shares if and when the award vests. |

  93. 2025 Equity Mix

    The Compensation Committee selected Adjusted EPS and ROIC as the performance share unit metrics because of their relationship to driving long-term shareholder value and alignment with business strategy. The Compensation Committee believes that, while long-term interests should be reflected in performance-based awards, the targets should also be realistic and attainable. As such, the Compensation Committee set performance metrics for the 2025-2027 performance share units based on Adjusted EPS and ROIC targets aligned with the growth objectives as defined within Pentair’s strategic plan, including payouts only if threshold levels of minimum Adjusted EPS growth and minimum ROIC performance are met. Payouts would be based on achievement of the threshold, target, and maximum level of performance set for each metric, with payouts scaled for performance between those levels.

  94. 2025 Equity Mix

    | Adjusted EPS 75% weighting | + | ROIC 25% weighting | = | PSU Payout |

  95. 2025 Equity Mix

    The number of performance share units, stock options, and restricted stock units, and the values of the awards granted to the Named Executive Officers in 2025 are reflected under “Executive Compensation Tables — Grants of Plan-Based Awards in 2025.” The value of restricted stock units that vested for each Named Executive Officer in 2025 and the value of options exercised by each Named Executive Officer in 2025 are shown in the table under “Executive Compensation Tables — 2025 Option Exercises and Stock Vested Table.”

  96. 2025 Equity Mix

    | 2026 Proxy Statement | Pentair | 49 |

  97. 2025 Equity Mix

    | | Compensation Discussion and Analysis |

  98. Results of Performance Measures Under 2023-2025 PSUs

    Results of Performance Measures Under 2023-2025 PSUs The Compensation Committee granted stock-settled performance share units to the Named Executive Officers in 2023, relating to the three-year performance period from 2023 to 2025. Each performance share unit entitled the holder to one ordinary share following the end of the three-year performance period if the Company achieved specific performance goals on metrics established by the Compensation Committee. The performance goals selected by the Compensation Committee for the 2023-2025 performance period were Adjusted EPS and ROIC, weighted at 75% and 25%, respectively. The targets set were reflective of our long-term growth and acquisition strategy. Payouts would be scaled for performance between threshold and target, and between target and maximum. The Compensation Committee reviewed and approved the performance share units for the 2023-2025 performance period as reflected in the chart below.

  99. Results of Performance Measures Under 2023-2025 PSUs

    | Financial Performance Measure | Weight | Threshold (50% Payout) | Target (100% Payout) | Maximum (200% Payout) | Actual Weighted Payout (% of Target) | | Adjusted EPS* | | | | | 103.24% | | ROIC** | | | | | 38.91% | | 2023-2025 Total Weighted Performance | | | | | 142.15% |

  100. Results of Performance Measures Under 2023-2025 PSUs

    * Adjusted EPS is determined based on full year 2025 adjusted earnings per diluted share from continuing operations. ** ROIC is determined by the sum of the trailing four quarters of Adjusted Operating Income after tax plus depreciation less capital expenditures for each of the quarters ended March 31, June 30, September 30 and December 31, 2025 divided by the average of the trailing five quarters invested capital (Total Shareholders’ Equity + Long-term Debt + Current Maturities of Long-term Debt and Short-term Borrowings — Cash and Cash Equivalents) as of December 31, 2025.

  101. 2026 Performance Measures

    2026 Performance Measures For the performance share units granted in 2026 for the 2026-2028 performance period, the Compensation Committee approved adding a third metric, revenue, weighted 25%, to accelerate the focus on growth. Adjusted EPS will have a reduced weight of 50% and ROIC will retain a weighting of 25%.

  102. 2026 Performance Measures

    | | Additional Benefits and Perquisites |

  103. Deferred Compensation

    Deferred Compensation We sponsor a non-qualified deferred compensation program, called the Sidekick Plan, for our U.S. executives within or above the pay grade that has a midpoint annual salary of $212,900 in 2025. This plan permits executives to defer up to 25% of their base salary and 75% of their annual cash incentive compensation. Certain executives may also defer receipt of restricted stock units or performance share units. We normally make contributions to the Sidekick Plan on behalf of participants with respect to each participant’s contributions from that portion of his or her income above the maximum imposed by the U.S. Internal Revenue Code of 1986, as amended (the “Code”), which was $350,000 in 2025, but below the Sidekick Plan’s compensation limit of $700,000. Please see the narrative following the “2025 Non-Qualified Deferred Compensation Table” below for additional information on our contributions. Participants in the Sidekick Plan may invest their account balances in a number of possible mutual fund investments. Fidelity Investments Institutional Services Co. provides these investment vehicles for participants and handles all allocation and accounting services for the Sidekick Plan. We do not guarantee or subsidize any investment earnings under the Sidekick Plan, and our ordinary shares are not a permitted investment choice under the Sidekick Plan, although deferred restricted stock units and performance share units are automatically invested in Pentair shares. Amounts deferred, if any, under the Sidekick Plan by the Named Executive Officers are included in the “Salary” and “Non-Equity Incentive Plan Compensation” columns in the Summary Compensation Table. Our contributions allocated to the Named Executive Officers under the Sidekick Plan are included in the “All Other Compensation” column in the Summary Compensation Table.

  104. Severance and Change in Control Benefits

    Severance and Change in Control Benefits We provide severance and change in control benefits to selected executives to facilitate smooth executive transitions, attract and retain executive talent, and provide for continuity of management upon a threatened or completed change in control. We believe that the security that these benefits provide helps our key executives to remain focused on our ongoing business and reduces the key executives’ concerns about future employment. We also believe that these benefits, due to the economic security they afford, allow our executives to consider the best interests of our company and shareholders. We currently provide the following severance and change in control benefits to our executive officers: uWe have KEESAs with our Named Executive Officers that provide for certain benefits upon a covered termination following a change in control. The benefits under these agreements are designed to provide economic protection to key executives following a change in control of our company so that our executives can remain focused on our business without undue personal concern. uIf after a change in control of the Company, an eligible employee is terminated by the Company other than by reason of death, disability or cause (as defined in the KEESA), then all options, restricted stock and restricted stock units that are unvested become fully vested (e.g., double trigger vesting); all performance awards (other than annual incentive awards) are paid in full based on performance at the better of target or trend; and all annual incentive awards are paid based on full satisfaction of the performance goals (i.e., target). In addition, if an employee’s employment is involuntarily terminated for a reason other than cause, death or disability, or if an employee who is a Board-appointed corporate officer voluntarily terminates employment for good reason, then the employee’s outstanding awards will be eligible for continued or accelerated vesting as described below under “Executive Compensation Tables — Potential Payments Upon Termination or Change in Control.” uOur Executive Officer Severance Plan (“Executive Severance Plan”) provides our executive officers with severance benefits in the event of certain types of terminations of employment (other than a termination following a change in control). The severance benefits are aligned with market practices and are designed to attract and retain executive talent. We explain these benefits more fully below under “Executive Compensation Tables — Potential Payments Upon Termination or Change in Control.” Other Compensation Policies and Practices

  105. Severance and Change in Control Benefits

    | Stock Ownership Guidelines |

  106. Severance and Change in Control Benefits

    The Compensation Committee has established stock ownership guidelines for the Named Executive Officers and other executives to motivate them to become significant shareholders, to further encourage long-term performance and growth and to align their interests with those of shareholders generally. The Compensation Committee monitors executives’ compliance with these guidelines and periodically reviews the definition of “stock ownership” to reflect the practices of companies in the Comparator Group. “Stock ownership” currently includes ordinary shares owned by the executive officers both directly and indirectly, the pro-rated portion of unvested restricted stock units and shares held in our employee stock ownership plan or our employee stock purchase plan. Stock ownership does not include performance share units until they are earned at the end of the performance period and unvested or vested but unexercised stock options. The Compensation Committee determined that, over a period of five years from appointment, certain executives should accumulate and hold ordinary shares equal to specified multiples of their base salaries.

  107. Severance and Change in Control Benefits

    | Executive Level | Stock Ownership Guidelines (as a multiple of salary) | | Chief Executive Officer | 6.0x base salary | | Executive Vice President, Chief Financial Officer | 3.0x base salary | | Executive Vice President and Chief Human Resources Officer Executive Vice President, General Counsel and Secretary Executive Vice President and Chief Information Officer & Chief Information Security Officer Executive Vice President, Chief Strategy, Innovation and Digital Officer Segment Chief Executive Officers and Presidents | 2.5x base salary | | Other Key Executives | 2.0x base salary |

  108. Severance and Change in Control Benefits

    | 52 | Pentair | 2026 Proxy Statement |

  109. Severance and Change in Control Benefits

    | | Compensation Discussion and Analysis |

  110. Share Ownership Requirements

    | (a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | (j) | | Name and Principal Position | Year | Salary ($)(1) | Bonus ($) | Stock Awards ($)(2) | Option Awards ($)(3) | Non-Equity Incentive Plan Compensation ($)(1)(4) | Change in Pension Value and Non-Qualified Deferred Compensation Earnings ($)(5) | All Other Compensation ($)(6) | Total Compensation ($) | | John L. Stauch | 2025 | 1,160,045 | — | 5,100,019 | 1,699,986 | 1,721,034 | 1,605,908 | 87,263 | 11,374,255 | | President and Chief Executive Officer | 2024 | 1,115,043 | — | 4,874,970 | 1,625,007 | 1,868,316 | 1,246,840 | 39,788 | 10,769,964 | | | 2023 | 1,075,041 | — | 4,649,995 | 1,549,963 | 1,630,743 | 1,064,217 | 38,510 | 10,008,469 | | Robert P. Fishman | 2025 | 745,029 | — | 1,387,528 | 462,491 | 818,755 | — | 48,241 | 3,462,044 | | Former Executive Vice President, Chief Financial Officer | 2024 | 725,028 | — | 1,349,962 | 449,994 | 899,870 | — | 50,022 | 3,474,876 | | | 2023 | 705,027 | — | 1,312,473 | 437,490 | 822,665 | — | 40,995 | 3,318,650 | | Jerome O. Pedretti | 2025 | 675,026 | — | 1,124,982 | 374,995 | 638,820 | — | 37,850 | 2,851,673 | | Executive Vice President and Chief Executive Officer, Pool | 2024 | 660,025 | — | 1,087,487 | 362,497 | 717,077 | — | 38,350 | 2,865,436 | | | 2023 | 640,025 | — | 1,049,996 | 349,987 | 285,133 | — | 36,250 | 2,361,391 | | De'Mon L. Wiggins | 2025 | 600,023 | — | 1,012,534 | 337,492 | 645,120 | — | 37,296 | 2,632,465 | | Executive Vice President and President, Flow | 2024 | 550,021 | — | 899,975 | 299,996 | 626,384 | — | 49,650 | 2,426,026 | | | 2023 | 525,020 | — | 750,003 | 249,988 | 676,662 | — | 38,622 | 2,240,296 | | Adrian C. Chiu | 2025 | 600,023 | — | 1,012,534 | 337,492 | 443,040 | — | 37,541 | 2,430,630 | | Executive Vice President and President, Water Solutions | 2024 | 550,021 | — | 899,975 | 299,996 | 511,984 | — | 58,583 | 2,320,559 | | | 2023 | 525,020 | — | 824,991 | 274,991 | 680,904 | — | 38,610 | 2,344,516 |

  111. Retirement

    Retirement The table below shows the amount of compensation payable to our Named Executive Officers upon a retirement. As of December 31, 2025, Messrs. Stauch and Pedretti were the only Named Executive Officers eligible for a qualifying retirement, on the basis of 10 years of service and age 60 for Mr. Stauch and on the basis of 10 years of service and age 55 for Mr. Pedretti.

  112. Retirement

    | Executive | Stock Option Vesting ($)(1) | Restricted Stock Unit Vesting ($)(1) | Performance Share Unit Vesting ($)(1)(2) | Total ($) | | John L. Stauch | 3,934,322 | 2,858,226 | 10,217,592 | 17,010,140 | | Jerome O. Pedretti | — | 818,243 | 986,900 | 1,805,143 |

  113. Retirement

    (1)For Mr. Stauch, stock options continue vesting and are exercisable for the earlier of five years or the expiration date, restricted stock units vest in full upon separation, and performance share units vest following conclusion of the performance period based on actual performance. For Mr. Pedretti, unvested stock options are forfeited, vested stock options may be exercised for up to ninety (90) days following separation, restricted stock units (that are not performance awards or for which any performance goals have been satisfied) vest pro rata upon separation, and performance share units vest pro rata following conclusion of the performance period based on actual performance. The amounts listed above assume our ordinary shares were valued at $104.14, the closing market price for our ordinary shares on the last trading day of 2025. (2)The amount shown assumes target performance. The actual amount is determined on the basis of actual performance through the end of the applicable performance period.

  114. Death or Disability

    | | CEO Pay Ratio |

  115. Death or Disability

    | | Pay Versus Performance |

  116. Death or Disability

    | Pay Versus Performance Table |

  117. Death or Disability

    | (a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | | Year | Summary Compensation Table Total Compensation for CEO ($)(1)(2) | Compensation Actually Paid to CEO ($)(3) | Average Summary Compensation Table Total Compensation for Other NEOs ($)(1)(2) | Average Compensation Actually Paid to Other NEOs ($)(2)(3) | Value of Initial Fixed $100 Investment based on: | | Net Income ($) | Company-Wide Adjusted Operating Income ($)(6) | | | | | | | Total Shareholder Return ($)(4) | Peer Group Total Shareholder Return ($)(5) | | | | 2025 | 11,374,255 | 14,499,234 | 2,844,203 | 3,607,821 | 209.48 | 200.35 | 653,800,000 | 1,053,500,000 | | 2024 | 10,769,964 | 22,763,473 | 2,784,507 | 5,431,476 | 200.41 | 168.50 | 625,400,000 | 959,200,000 | | 2023 | 10,008,469 | 17,893,209 | 2,722,854 | 4,497,393 | 143.15 | 134.45 | 622,700,000 | 855,100,000 | | 2022 | 7,783,265 | (1,944,891) | 2,053,323 | 206,764 | 87.20 | 103.08 | 480,900,000 | 767,700,000 | | 2021 | 9,429,546 | 22,765,163 | 2,756,991 | 5,517,160 | 139.24 | 127.89 | 553,000,000 | 685,900,000 |

  118. Death or Disability

    | | Pay Versus Performance |

  119. 2025 Adjustments

    | | Pay Versus Performance |

  120. CAP Versus Net Income & Adjusted Operating Income 2021-2025

    | | Pay Versus Performance |