DEF 14A of Integra Lifesciences Holdings Corp, Apr 6, 2026

DEF 14A of Integra Lifesciences Holdings Corp

Filed Apr 6, 2026 · FY20250000917520-26-000015

Open on EDGAR

  1. Diverse Range of Qualifications and Skills Represented by Our Directors

    Diverse Range of Qualifications and Skills Represented by Our Directors The table below summarizes the key experience, qualifications, and attributes for each director nominee and highlights the balanced mix of experience, qualifications, and attributes of the Board as a whole. This high-level summary is not intended to be an exhaustive list of each director nominee’s skills or contributions to the Board. No individual experience, qualification, or attribute is solely dispositive of becoming a member of our Board.

  2. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Bradley | Clay | Essig | Graves | Hill | Lo | Poul | Schade | | Skills/Qualifications | | | | | | | | | | Healthcare Industry Experience Knowledge or experience in an industry involving healthcare and medical products and services | ● | ● | ● | ● | ● | | ● | ● | | Senior Leadership and Oversight Experience Experience with the leadership and oversight of organizations, offering practical perspectives on organizational and strategic planning, including M&A activity, talent development and driving long-term growth | | ● | ● | ● | ● | ● | ● | ● | | Manufacturing Operations and Supply Chain Experience Experience with the relationships and activities required to manufacture goods and maximize overall supply chain efficiency | | | ● | ● | ● | | ● | | | Corporate Sales and Marketing Experience Experience with the marketing of an organization's products and services | | ● | ● | ● | ● | ● | ● | | | Risk Management Experience Knowledge and experience in managing major risk exposures for complex, large organizations | | ● | ● | ● | ● | | ● | ● | | Regulatory, Compliance and Product Safety Experience Experience with regulatory schemes and product quality control and safety | | | ● | ● | ● | | ● | ● | | Financial Acumen Experience in financial accounting/reporting and corporate finance | ● | ● | ● | ● | | | ● | ● | | International Business Experience Prior experience at, or study of, organizations that operates internationally | ● | ● | ● | ● | ● | ● | ● | | | Public Company Board Experience Experience serving on and/or leading boards/committees of other public companies | ● | | ● | ● | ● | | ● | ● | | Technology and Cybersecurity Expertise Knowledge or experience relating to the use or deployment of information technology to facilitate business objectives, including cybersecurity and data privacy | ● | | ● | ● | | ● | | | | Corporate Governance Expertise Knowledge of or experience with the rules, practices, and processes used to direct and manage a company | ● | | ● | ● | ● | | ● | ● | | Corporate Sustainability Expertise Knowledge of or experience with oversight and implementation of corporate sustainability matters and human capital management | | | ● | ● | ● | | ● | |

  3. Diverse Range of Qualifications and Skills Represented by Our Directors

    | 10 | 2026 Proxy Statement |

  4. Diverse Range of Qualifications and Skills Represented by Our Directors

    Director Nominees Set forth below is certain information furnished to us by the director nominees. There are no family relationships among any of our current directors or executive officers. None of the corporations or other organizations referenced in the biographical information below are a parent, subsidiary, or other affiliate of Integra LifeSciences Holdings Corporation.

  5. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Keith Bradley, Ph.D. – Former Professor of International Management & Management Strategy, Open University and Cass Business School, U.K. | | | Dr. Bradley has been a consultant to a number of business, government and international organizations. Dr. Bradley was formerly a visiting professor at the Harvard Business School, Wharton and UCLA, a visiting fellow at Harvard’s Center for Business and Government and a professor of international management and management strategy at the Open University and Cass Business School, U.K. Dr. Bradley taught at the London School of Economics and was the director of the School’s Business Performance Group for more than six years. Dr. Bradley was formerly an adviser to RPH Capital, Canada. Other Public Company Directorships: Prior to its merger with Orthofix Medical Inc. (Nasdaq: OFIX) in 2023, Dr. Bradley was a director of SeaSpine Holdings Corporation from 2015 to 2023. Other Professional Experience and Community Involvement: Dr. Bradley served as a director and chair of North Star Capital Management Limited and GRS Financial Solutions Limited. Between 1996 and 2003, he was a director of Highway Insurance plc, an insurance company listed on the London Stock Exchange. Education: Dr. Bradley received B.A. (Hons) degree from Middlesex University, and M.A. and Ph.D. degrees from the University of Essex, UK. Key Experience and Qualifications: We believe Dr. Bradley's qualifications to serve on our Board include his international experience, extensive business experience in the healthcare and medical device industries, and financial literacy coupled with his more than 30 years of service on the boards of publicly traded companies. | | Age: 81 Director since: 1992 Committees: Nominating and Corporate Governance, Audit, Finance | |

  6. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Shaundra D. Clay – Former Global Vice President, Finance, Beam Suntory | | | From 2021 through April 2024, Ms. Clay served as the global vice president of finance at Beam Suntory, Inc., a global premium spirits company, where she was responsible for enterprise-wide financial planning and analysis and led the integration of the short-, mid-, and long-term planning processes to optimize resource deployment. Prior to Beam Suntory, Ms. Clay was a managing director in the commercial banking group at JP Morgan Chase. Ms. Clay also spent 13 years in leadership roles within the healthcare industry in the United States and internationally. She served as chief financial officer for Australia, Canada, and Europe at Eli Lilly and Company and spent a decade at Medtronic in a variety of leadership roles in the U.S. and abroad, including as chief financial officer for the cardiovascular group for Western Europe and Canada. Ms. Clay began her career in accounting and financial analytics at Allstate Insurance Company. Other Professional Experience and Community Involvement: Ms. Clay currently serves on the board of directors of Just Born Quality Confections, the Executive Leadership Council, as well as on the board of trustees (ex officio) of Clark Atlanta University. Education: She earned a Bachelor’s degree in accounting from Clark Atlanta University and her M.B.A. from the University of Illinois at Chicago. Ms. Clay is an alumna of the Wharton School of the University of Pennsylvania. Key Experience and Qualifications: We believe Ms. Clay's qualifications to serve on our Board include her record as a corporate executive coupled with her extensive experience in the fields of finance, the healthcare industry, and international business and her expertise in finance, healthcare, global business management and risk assessment. | | Age: 55 Director since: 2021 Committees: Audit, Finance | |

  7. Diverse Range of Qualifications and Skills Represented by Our Directors

    | 2026 Proxy Statement | 11 |

  8. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Stuart M. Essig, Ph.D. – Managing Director, Prettybrook Partners, LLC | | | Dr. Essig is Integra’s Chairman of the Board of Directors. He has been our Chairman since January 2012 and a director since he joined Integra in 1997. He served as our Chief Executive Officer from 1997 through 2012 and our President from 1997 until 2010. From February 2024 to June 2025 he served as the Executive Chairman of the Board. Prior to joining the Company, he acted as the managing director in mergers and acquisitions for the medical technology practice at Goldman, Sachs & Co. He currently serves as managing director of Prettybrook Partners, LLC, a family office dedicated to investing in healthcare companies, which he cofounded in 2012. Other Public Company Directorships: Dr. Essig currently serves on the board of directors of IDEXX Laboratories, Inc. (Nasdaq: IDXX) since 2017 and Piper Sandler Companies (NYSE: PIPR) since February 2026. Dr. Essig previously served on the board of directors of Orthofix Medical Inc. (Nasdaq: OFIX) from 2023 to 2024, SeaSpine Holdings Corporation from 2014 to 2022, and St. Jude Medical Corporation from 1999 to 2017, prior to its sale to Abbott Corporation. From 2013 until 2019 he served on the board of directors of Owens & Minor, Inc., (NYSE: OMI), from 2005 until 2008 he served on the board of directors of Zimmer Holdings, Inc., (NYSE: ZMH), and from 1998 to 2002, he served on the board of directors of Vital Signs, Inc., (Nasdaq: VITL). Other Professional Experience and Community Involvement: Dr. Essig currently serves on the board of managers of Availity, LLC, the nation’s largest real-time health information network. Dr Essig is a venture partner at Wellington Partners Advisory AG, a venture capital firm. He previously served as a senior advisor to TowerBrook Capital Partners and Water Street Healthcare Partners and as an executive-in-residence at Cardinal Partners. Dr. Essig is also the former chairman of the board of directors of venture-backed Mission Bio Inc., and former lead director and executive chairman of the board of directors of private-equity backed Breg, Inc., a premium provider of high-value sports medicine products and services that advance patient care in orthopedics. Dr. Essig has also served on the executive committee, nominating and governance committee, and was the treasurer of, ADVAMED, the Advanced Medical Technology Association. Dr. Essig has also been involved in several non-profit and charitable organizations. He serves on the Leadership Council of the Princeton University School of Engineering and Applied Sciences, and previously served on the NACD Compensation Committee Chair Advisory Council. From 2012 to 2018, he served on the board of directors of Trenton-area non-profit, Isles, Inc. and from 2006 to 2023 served as a volunteer and fundraiser for the Children’s Brain Tumor Foundation. Education: Dr. Essig received an A.B. degree, and graduated with magna cum laude honors, from the Princeton School of Public and International Affairs at Princeton University and an M.B.A. and Ph.D. in Financial Economics from the University of Chicago, Graduate School of Business. Key Experience and Qualifications: We believe Dr. Essig's qualifications to serve on our Board include his broad experience in the medical device and healthcare industries, executive management and oversight, international business, manufacturing, finance, and accounting fields coupled with his service on the boards of publicly traded companies for over 30 years and his extensive knowledge of the health care industry. | | Age: 64 Director since: 1997 Chairman Committees: Quality (Chair) | |

  9. Diverse Range of Qualifications and Skills Represented by Our Directors

    | 12 | 2026 Proxy Statement |

  10. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Jeffrey A. Graves, Ph.D. – President and CEO, 3D Systems Corporation | | | Dr. Graves is currently President and CEO of 3D Systems Corporation, a leading additive manufacturing solutions provider to industrial and healthcare companies. From 2012 to May 2020, Dr. Graves served as President and Chief Executive Officer and a director of MTS Systems Corporation, a global supplier of test, simulation, and measurement systems. From 2005 until 2012, he served as President and CEO of C&D Technologies, Inc. Dr. Graves also held leadership roles with Kemet Corporation as Chief Operating Officer (2001 to 2003) and CEO (2003 to 2005). Previously he held a number of leadership and technical roles with GE, Rockwell, and Howmet Corporation. Other Public Company Directorships: Since May 2020, Dr. Graves has served as a board member of 3D Systems Corporation (NYSE: DDD). Dr. Graves served on the board of Hexcel Corporation (NYSE: HXL) 2007 to 2024. Dr. Graves previously served as a board member for FARO Technologies, Inc. (Nasdaq: FARO) from 2019 to 2022, MTS Systems Corporation from 2012 to 2020, and Teleflex Incorporated from 2007 to 2019. Education: Dr. Graves received a bachelor’s degree in metallurgical engineering from Purdue University and completed his master’s degree and Ph.D. in metallurgical engineering at the University of Wisconsin. Key Experience and Qualifications: We believe Dr. Graves' qualifications to serve on our Board include his management experience, strategic, operational and financial experience and a perspective on strategy and growth for the benefit of our stockholders. In addition, Dr. Graves has extensive experience serving on the boards of other publicly traded companies. | | Age: 64 Director since: 2023 Committees: Compensation, Nominating and Corporate Governance, Quality | |

  11. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Barbara B. Hill – Operating Partner, NexPhase Capital | | | Ms. Hill is currently an operating partner of NexPhase Capital, a private equity firm (formerly Moelis Capital Partners), where she focuses on healthcare related investments and has provided strategic operating support for its healthcare portfolio companies since 2011. From March 2006 to September 2010, Ms. Hill served as chief executive officer and a director of ValueOptions, Inc., a managed behavioral health company, and FHC Health Systems, Inc., its parent company. Prior to that, Ms. Hill served as president and a director of Express Scripts, Inc., a pharmacy benefits management company. In previous positions, Ms. Hill was responsible for operations nationally at Cigna HealthCare, and also served as the CEO of health plans owned by Prudential, Aetna and the Johns Hopkins Health System. Other Public Company Directorships: Ms. Hill currently serves as a board member of Omega Healthcare Investors, Inc. (NYSE: OHI) and previously as a board member for Owens & Minor Inc. (NYSE: OMI), and St. Jude Medical Corporation (NYSE: STJ). Other Professional Experience and Community Involvement: Ms. Hill has been active with the boards and committees of the Association of Health Insurance Plans and other health insurance industry groups. Education: Ms. Hill received B.A and M.S. degrees from Johns Hopkins University. Key Qualifications: We believe Ms. Hill's qualifications to serve on our Board include her management experience, strategic and operational experience in the managed healthcare and pharmaceutical industries, as well as compliance and manufacturing experience in the healthcare industry, coupled with her experience serving on boards of other publicly traded companies. | | Age: 73 Director since: 2013 Presiding Director Committees: Compensation, Nominating and Corporate Governance (Chair), Quality | |

  12. Diverse Range of Qualifications and Skills Represented by Our Directors

    | 2026 Proxy Statement | 13 |

  13. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Renee W. Lo – Vice President APAC, Sales Solutions, LinkedIn Corporation | | | Since February 2025, Ms. Lo has served as Vice President APAC, Sales Solutions for LinkedIn Corporation, responsible for leading the commercial organization focused on sales and marketing efforts for customers in the Asia Pacific region. From October 2022 to January 2025, Ms. Lo served as partner CTO, APAC Regional Director for Google, responsible for leading the partner technology organization across the Asia Pacific region. From 2019 to September 2022, Ms. Lo was the general manager for Microsoft, leading its data and artificial intelligence business in Asia. Prior to Microsoft, from 2015 to 2019, she built regional technology teams at Amazon Web Services and ran the global business development team for Amazon.com, focusing on telecommunications, consumer hardware devices, and new services. Ms. Lo has more than 13 years of experience in North America, including roles with Microsoft, SAP and Pivotal Software, in addition to Amazon, focusing on collaborative and cloud technologies. She has held leadership roles within product development, commercial, operations, business and corporate strategy. Education: Ms. Lo received a bachelor’s degree in computer science from the University of British Columbia, and an M.B.A. from the University of Manchester. Primary Qualifications: We believe Ms. Lo's qualifications to serve on our Board include her experience driving digital transformation across industries and implementing global corporate strategies, bolstered by her management experience, including leadership roles within product development, commercial, international operations, business and corporate strategy functions. | | Age: 45 Director since: 2022 Committees: Compensation (Chair) | |

  14. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Mojdeh Poul – President and Chief Executive Officer | | | Ms. Poul has served as our President and Chief Executive Officer since January 2025. Ms. Poul has over thirty years of experience leading global businesses and operations in large multinational organizations. From April 2019 to June 2022, Ms. Poul served as the Executive Vice President and Group President of 3M Company’s Healthcare Business, where she led the global P&L, strategy, manufacturing and commercial operations, and R&D for the $8.6 billion Healthcare Business Group. Prior to that, Ms. Poul held multiple leadership roles at 3M, including Executive Vice President of Safety & Graphics Business Group, President of 3M Canada, and President of two divisions within the 3M Healthcare Business Group. Before joining 3M in April of 2011, Ms. Poul held global business leadership roles of increasing responsibility with leading global medical technology companies, including Medtronic, Boston Scientific, and Teleflex Medical. Other Public Company Directorships: Ms. Poul has served on the board of directors of Align Technology since December 2023 and is a member of the audit committee. Previously, Ms. Poul served on the board of directors of Stanley Black and Decker, Inc. from February 2021 to May 2025 and iRhythm Technologies, Inc. form June 2023 to May 2025. Education: Ms. Poul holds an M.B.A. from University of North Carolina at Chapel Hill as well as a Master of Engineering and B.S. in Mechanical Engineering from University of Louisville. Key Experience and Qualifications: We believe Ms. Poul's qualifications to serve on our Board include her over 30 years of executive management experience in the Healthcare/MedTech industry and her history of success in development and execution of corporate strategy, business transformation, portfolio management, and innovation. Moreover, Ms. Poul has extensive skills and experience in global business operations, P&L management, marketing and government relations. | | Age: 63 Director since: 2025 | |

  15. Diverse Range of Qualifications and Skills Represented by Our Directors

    | 14 | 2026 Proxy Statement |

  16. Diverse Range of Qualifications and Skills Represented by Our Directors

    | | Christian S. Schade – Former Chief Executive Officer, Halda Therapeutics LLC | | | Mr. Schade served as the Chief Executive Officer of Halda Therapeutics LLC ("Halda"), a clinical-stage biotechnology company, discovering novel medicines to target cancer and overcome drug resistance, from October 2024 until Halda's sale to Johnson & Johnson Co. in December 2025 . Prior to his appointment at Halda, Mr. Schade served as a Growth Partner at Flagship Pioneering, a venture capital company that invests in biotechnology, life sciences, health and sustainability companies from January 2023 to October 2024. Previously, from April 2016 to 2022, he served as the chairman and chief executive officer of Aprea Therapeutics, Inc. Prior to joining Aprea Therapeutics, Mr. Schade was the chief executive officer of Novira Therapeutics, Inc., an antiviral drug discovery company until it was acquired by Johnson & Johnson. He also served as executive vice president and chief financial officer of Omthera Pharmaceuticals, Inc., an emerging specialty pharmaceuticals company until it was purchased by AstraZeneca Plc. Mr. Schade previously held executive level positions with other publicly traded companies such as NRG Energy, serving as executive vice president and chief financial officer and Medarex Inc., as senior vice president administration and chief financial officer. He also held various corporate finance and capital markets positions in New York and London for both Merrill Lynch and JP Morgan Chase & Co. Other Public Company Directorships: From July 2023 to January 2025, Mr. Schade served on the board of Omega Therapeutics, Inc. (Nasdaq: OMGA), where he served as a member of its compensation committee and as chair of its nominating and corporate governance committee, and as chair of the board from August 2023 to January 2025. From 2016 to August 2023, Mr. Schade served on the board of Aprea Therapeutics, Inc. (Nasdaq: APRE). Education: Mr. Schade received an A.B. degree from Princeton University, and received an M.B.A. from the Wharton School at the University of Pennsylvania. Primary Qualifications: We believe Mr. Schade's qualifications to serve on our Board include his wealth of corporate management, finance, manufacturing, accounting, human resources, business development and risk management skills coupled with his significant knowledge and experience in the life sciences industry. In addition, he has held several senior leadership positions at both private and public companies and has experience serving on the boards of other public companies. | | Age: 65 Director since: 2006 Committees: Audit (Chair), Finance (Chair) | |

  17. Diverse Range of Qualifications and Skills Represented by Our Directors

    | 2026 Proxy Statement | 15 |

  18. Diverse Range of Qualifications and Skills Represented by Our Directors

    Information Concerning Meetings, Executive Sessions and Director Independence The Board held seven (7) regularly scheduled and one (1) special meetings during 2025. The Company’s independent directors meet at least twice a year in executive session without management present. The Board has determined that all of the Company’s directors, except for Ms. Poul and Dr. Essig, are independent, as defined by the applicable Nasdaq Stock Market listing standards and the rules of the Securities and Exchange Commission. Dr. Essig does not qualify as an independent director due to the fact that he was employed by the Company as Executive Chairman during the past three years, with his employment ending on June 30, 2025 in connection with his transition to our Non-Executive Chairman.

  19. Board Evaluations

    Board Evaluations The Board performs a rigorous evaluation annually. Each Director evaluates each other and all of the Committees as well as the Board as a whole. The evaluation process is primarily managed by the Corporate Secretary’s office with oversight from the Nominating and Corporate Governance Committee. As part of the evaluation, the Directors assess individual skill sets, board leadership, and the effectiveness of each Committee. The results of the evaluation are then provided to, and reviewed by, each Director. Afterwards, the Directors and management collaborate towards making improvements based on the feedback disclosed. The Company believes this overall process leads to purposeful results. In addition to the evaluations, each Committee also reviews its charter annually. For information about the factors considered by the Board and Nominating and Corporate Governance Committee in evaluating candidates, please refer to "Criteria for Board Membership and Director Qualifications" above. Our Board is committed to ensuring that it serves the best interests of its stockholders and positions the Company for future success. Accordingly, the Board, as it deems necessary, may have conversations with individual Directors in connection with evaluations, the board refreshment process, and the consideration of the annual slate of Director nominees. The Company expects to continue these practices going forward. Board Leadership Structure The Board recognizes that one of its key responsibilities is to evaluate and determine the optimal leadership structure to best serve the interests of our stockholders. Given the dynamic and competitive environment in which we operate, the optimal size and structure of the Board may vary with changing internal and competitive circumstances. The Company currently has eight members of the Board, who will serve until the conclusion of the Annual Meeting and until their successors are duly elected and qualified. The current directors are Keith Bradley, Ph.D., Shaundra D. Clay, Stuart M. Essig, Ph.D., Jeffrey A. Graves, Ph.D., Barbara B. Hill, Renee W. Lo, Mojdeh Poul, and Christian S. Schade. All current members of the Board are nominees for election to the Board at the Annual Meeting. Following the conclusion of the Annual Meeting, assuming all of the nominees for election are duly elected by our stockholders, the Board will consist of eight members. As indicated above, Ms. Poul has served as both President and Chief Executive Officer and as a director of the Company since January 2025. Her position is separate from that of the Chairman of the Board. We view having the Chairman position separate from the Chief Executive Officer as a good governance practice because it puts the Board in the best position to oversee all executives of the Company and set a pro-stockholder agenda without presenting potential conflicts that having the two positions combined might pose, thus resulting in a more effective Board. Stuart M. Essig, Ph.D. has served as Chairman of the Board since June 2012 and has been a director since 1997. He served as Non-Executive Chairman of the Board from June 2012 to February 2024 and since July 1, 2025. He served as Executive Chairman of the Board from January 2012 to June 2012 and from February 2024 to June 2025 as well as President from 1997 to 2010 and as Chief Executive Officer from 1997 to 2012. He has significant experience with, and knowledge of, the Company, its operations, products and history. In addition, he is a significant stockholder of the Company. We believe we benefit greatly by having a Chairman with his level of experience with the Company and whose interests are strongly aligned with those of our stockholders. We believe his experience and knowledge of the Company will aid our efforts to solidify and strengthen the operational foundations of the Company and enhance our ability to drive improved stockholder value. Barbara B. Hill has served as Presiding Director since September 2018 and she has been a director since 2013. Ms. Hill has significant experience with, and knowledge of, the Company, its operations, products and history. We believe the Company significantly benefits from having a Presiding Director with deep knowledge of the Company. In addition, the presence of an active and independent Presiding Director ensures independent oversight of the Board and its responsibilities. Further, we believe having a separate Presiding Director to, among other things, (1) serve as the primary liaison between the independent directors and the Chief Executive Officer, (2) counsel the Chief Executive Officer on key board governance issues, and (3) preside over board meetings if the Chairman of the Board is absent, leads to a more effective board of directors. The Presiding Director also serves as a contact person to facilitate communications between stockholders and other third parties and the independent directors. Please see “Communications with Directors” for additional information on contacting the Board.

  20. Board Evaluations

    | 20 | 2026 Proxy Statement |

  21. Board Evaluations

    We believe the mix of backgrounds, experience, attributes and skills of our directors provides a good balance for the Board composition. See “Criteria for Board Membership and Director Qualifications” above for a description of the specific experience, qualifications, attributes or skills of each of our director nominees that the Nominating and Corporate Governance Committee considered relevant in nominating them and “Proposal 1. Election of Directors” for each director nominee’s biographical information. In addition, we believe the current size of the Board and Board Committees is appropriate, given the size, nature, structure and complexity of the Company. The Board continues, however, to monitor and evaluate the optimal size and composition of the Board to ensure an optimal leadership structure. Accordingly, we believe our Board leadership structure is appropriate at this time. The Board’s Role in Risk Oversight The Board has overall responsibility for the oversight of risk management at the Company, which includes overseeing our process for identifying, assessing and mitigating significant financial, operational, strategic, cybersecurity and other risks that may affect the Company. A fundamental part of risk oversight is understanding the risks that Integra faces, the steps management is taking to manage those risks, and assessing the Company's appetite for risk. The risk assessment process also considers whether risks are short-, medium-, or long-term, such that the management of significant risks can be prioritized, in part, based on the timeframe of such risks. Risk management systems, including our internal auditing procedures, internal control over financial reporting and corporate compliance programs, are designed in part to inform management about our material risks. Our Board receives regular reports from management on matters relating to strategic and operational initiatives, financial performance, cybersecurity and legal developments, including the related enterprise-risk exposures. The involvement of the Board in the oversight of our strategic planning process is a key part of its assessment of the risks inherent in our corporate strategy. The Board has delegated responsibility for the oversight of certain areas of risk management to the standing Committees of the Board, as described below. Each standing Board committee reports to the full Board following each committee meeting. In performing this function, each committee meets in executive session with key management personnel and representatives of outside advisors as needed and has full access to management, as well as the ability to engage advisors. The Board believes that delegating certain responsibilities and oversight functions to its committees, as described below, allows for more nuanced oversight processes, reflecting the technical expertise and subject matter focus of the Board's individual committees, and is also more conducive to a proactive oversight of management's actions. Summarized below are the specific risk areas of focus for each standing committee.

  22. Board Evaluations

    | 2026 Proxy Statement | 21 |

  23. Board Evaluations

    | Audit Committee | •Oversees risks relating to the accounting and financial reporting process of the Company and audits of the Company’s financial statements •Meets regularly with management to review and discuss the financial risk management processes, including compliance with Sarbanes-Oxley and related internal controls and procedures, disclosure controls and procedures and accounting and reporting compliance, as well as tax, treasury and compliance matters •Receives periodic reports from the internal audit team, which is responsible for providing an annual audit assessment of the Company’s processes and controls; developing an annual audit plan using risk-based methodology; implementing the annual audit plan; coordinating with other control and monitoring functions; issuing periodic reports to the Audit Committee and management summarizing the results of audit activities; assisting with investigations of significant suspected fraudulent activities within the organization; and notifying management and the Audit Committee of the results •Provides oversight for the Company's major technology initiatives in conjunction with the internal audit team •Regularly discusses liquidity, capital, funding needs and other financial matters with management •Oversees risks relating to the quality and integrity of the Company's data relating to climate change and similar corporate sustainability matters | | Compensation Committee | •Oversees risks relating to executive compensation and other incentive programs in the Company •Considers risks during its deliberations on the design of the Company’s executive compensation programs with the goal of appropriately balancing short-term objectives and long-term performance without encouraging excessive and unnecessary risk-taking behaviors •Reviews and evaluates management reports on the Company’s incentive compensation programs •Assesses how executive compensation practices may impact the Company's reputation through Say-on-Pay among stockholders, employees, customers and the public |

  24. Board Evaluations

    | Nominating and Corporate Governance Committee | •Oversees risks relating to the Company’s governance structures and processes •Oversees corporate governance matters, including the annual evaluations of the Board, its Committees and members •Establishes policies and procedures for good corporate governance •Oversees the Company's corporate sustainability policies and practices, including material risk assessment and goal tracking and reporting •Oversees the Company's cybersecurity programs, policies and procedures | | Finance Committee | •Oversees matters relating to the Company’s financing strategy, as well as the Company’s capital structure, capital allocation initiatives and other financial matters | | Quality Committee | •Oversees matters relating to operations, quality and regulatory compliance within the Company |

  25. Board Evaluations

    | 22 | 2026 Proxy Statement |

  26. Board Evaluations

    The Board is committed to oversight of the Company’s business strategy and strategic planning, including through the work of the Board committees and regular Board meetings. This ongoing effort enables the Board to focus on Company performance over the short, intermediate and long term. In addition to financial and operational performance, non-financial measures, including sustainability goals, are addressed by the Board and Board committees. The Company has also implemented an Enterprise Risk Management (“ERM”) program to further enhance its oversight of risks inherent to the business. The ERM programs helps Integra's management to identify, assess, manage and mitigate a broad range of risks across our businesses, regions and functions, and to ensure alignment of our risk assessment and mitigation efforts with our overall corporate strategy. This ERM program allows the Board and management to gain a greater understanding and awareness of risks facing the business and the efforts being undertaken to mitigate those risks. Additionally, the executive leadership team’s individual performance objectives are aligned with the top risks identified in the annual ERM process. In addition to periodic updates management provides to the Board on the ERM program, management presents an annual report to the Board detailing the Company’s processes for (1) assessing and addressing risks, (2) compliance reporting, and (3) the reporting of other material information. Our President and Chief Executive Officer, who functions as our chief risk officer, is supported in this role by both our Chief Legal Officer and our Chief Compliance Officer, who reports to our Chief Legal Officer. As chief risk officer, our President and Chief Executive Officer has responsibility for ensuring management provides periodic updates to the Board or Board committees regarding risks in many areas, among them accounting, treasury, information systems, legal, governance, legislative (including reimbursement), general compliance (including sales and marketing compliance), quality, regulatory, corporate sustainability risks and opportunities, corporate development, operations and sales, marketing and cybersecurity. Both formal reports and less formal communications between the Board and our President and Chief Executive Officer derive from a continual flow of communication throughout the Company regarding risk and compliance. We believe our Board and senior management team promote a culture that actively identifies and manages risk. The ERM program, along with our annual processes for creating and reviewing with the Board our strategic plan, budget and internal audit plans, as well as regular processes and communications throughout the Company, including between management and the Board and Board committees, combine to ensure the Company is continually addressing its business risks in a disciplined fashion. Compensation Committee Interlocks and Insider Participation Ms. Lo (chair), Ms. Hill and Dr. Graves are the current members of the Compensation Committee and served as members during the last completed fiscal year. None of our Compensation Committee members currently serves, nor did they ever serve, as an officer or employee or former officer of the Company or had any relationship requiring disclosure herein pursuant to SEC regulations. No executive officer of the Company served as a member of a Compensation Committee or a director of another entity under circumstances requiring disclosure under SEC regulations. Corporate Sustainability Strategy At Integra, our purpose of restoring lives is at the core of everything we do and informs our corporate sustainability strategy. Guided by our values, we seek to advance health with integrity and accountability. We strive to embed our purpose and values across every aspect of our business —from ethical governance to sustainable practices and transformational care and high-quality innovations. With our purpose and values as our guide, we are shaping a tomorrow where we play our part in making people, workplaces, and the world healthier. We view our corporate sustainability strategy as an extension of our company strategy, driving our success, stockholder value and the positive impact we strive to make in the lives of every patient and healthcare professional who encounter an Integra product, service or employee.

  27. Board Evaluations

    | 2026 Proxy Statement | 23 |

  28. Board Evaluations

    In 2025, we made meaningful improvements to our corporate sustainability strategy by shifting to a broader approach that considers financial health and how our actions impact environmental and social factors. A double materiality approach aligns with evolving global standards, and strengthens stakeholder trust by providing greater transparency on our corporate sustainability impacts. Investors, customers, employees and regulators increasingly expect businesses to account for their contribution to a sustainable future. In addition to reinforcing our commitment to accountability and progress, double materiality enhances integration across strategy, decision-making and innovation, ensuring long-term business resilience. Our latest materiality assessment, conducted with input from key stakeholders, has provided deep insights into priority sustainability issues. As we continue to advance of our corporate sustainability efforts, we remain dedicated to refining our strategy to drive both business value and positive global impact. For more information regarding Integra's corporate sustainability strategy see our 2024 Environmental, Social, and Governance Report, which is available at https://www.integralife.com/esg-report. Such report, or any other information from the Integra website, are not part of, or incorporated by reference into, this proxy statement. Some of the statements and reports contain cautionary statements regarding forward-looking information that should be carefully considered. The Company recognizes its responsibility to be a good corporate citizen, guided by high moral and ethical standards in its interactions with customers, stockholders, employees and the community in which we operate. Our company purpose and values have long guided our corporate responsibility priorities. Such efforts include the following: Community & Philanthropy: Integra’s commitment improving patients’ lives goes beyond the walls of the operating room and extends to the global communities in which the Company participates. Integra has an extensive history of partnering with patients and working alongside organizations such as Wounded Warriors, the Children’s Brain Tumor Foundation, the Phoenix Burn Society, and the Hydrocephalus Association, among many others. In addition, we donate products to organizations where our products can be used in teaching and research and development. The logistics of product donations are often complex, with many different regulatory and international rules, but we strive to make our products available to make a meaningful difference and change lives. The Company works closely with the Integra Foundation, a 501(c)(3) organization which awards grants to other nonprofits that support medical education in plastic and reconstructive surgery, wound care, neurosurgery, neurotrauma, and neuromonitoring. It also provides grants for needs-based patient support and health education programs in our clinical areas of focus and within our regional communities. Each year Integra colleagues have the opportunity to connect with their communities and volunteer their time for community improvement projects such as supporting disaster relief efforts, charity walks and other charitable initiatives. Compliance & Ethics: Integra is committed to its Code of Conduct and to holding the Company accountable as a leader in the medical technology industry. The Company operates a comprehensive compliance program, which is supported by a training program led by Integra’s Chief Compliance Officer. Our comprehensive Code of Conduct reflects our expectation of compliance with laws, regulations, and codes of ethics relevant to our industry around the world. This Code of Conduct is on the Integra website and applies to all employees, including officers and directors, individuals and organizations that are suppliers to or third-party intermediaries for Integra. It establishes minimum requirements and expectations for the conduct of Integra’s business partners, and Integra encourages its partners to establish stricter or more extensive requirements where appropriate. Consistent with this policy, Integra will not tolerate any forms of slavery, servitude, forced labor and human trafficking, and business partners must not engage in any practice that constitutes any form of modern slavery. People: Integra believes its people are its greatest assets and understands that the work we do every day makes a significant, positive difference in improving patients’ lives. Attracting, developing, and retaining key talent is a high priority for our management team and our Board. We value creating an inclusive workplace environment and are committed to leveraging our different ideas, backgrounds, interests, and beliefs to make Integra a stronger, higher performing company and a place our employees, partners, and potential employees want to work. Education is critical to cultivating a culture of growth and development. Our onboarding approach includes learning about our business, products and markets, our culture, and creating meaningful and inclusive connections with colleagues on a broad-base. Our comprehensive human capital development programs are designed to support the personal success of our colleagues, because without them, we could not secure the success of our business. Continued learning and development is a critical component of employee job satisfaction, retention, and career advancement—and ultimately, a driver of business success. We regularly seek employee feedback and sentiment about our workplace through global engagement surveys conducted on an annual basis and we are committed to improving the quality of life of our employees and their families by offering numerous well-being programs and initiatives.

  29. Board Evaluations

    | 24 | 2026 Proxy Statement |

  30. Board Evaluations

    Organizational Culture: At all levels of the Company, Integra focuses on creating an inclusive culture that values the diversity of ideas, backgrounds and interests of our employees and community. Having a culture and workforce in line with this focus area is a business priority and key to the Company’s long-term success. The Company’s commitment to our culture starts at the top with our Board and Chief Executive Officer. A few of the Company’s notable efforts include but are not limited to the following:

  31. Board Evaluations

    | Board and Leadership Diversity | Through mentorship, sponsorship, recruitment efforts, and development programs the Company looks to continue to develop its leadership talent. Currently, 50% of the Board, 46% of our executive leaders and 37% of senior leaders (non-executive vice presidents) are female. | | Business Resource Groups | The Company supports representative resource groups, totaling eight in 2025. These resource groups provide opportunities for employees with shared interests and backgrounds to connect, learn and grow, while also working together to empower our employees, enhancing team dynamics, develop new skills and build a more inclusive and collaborative work environment across Integra. | | Commitment to an Inclusive Culture | We consider a welcoming and inclusive work environment central to our business strategy and long-term success. As an equal opportunity employer, Integra is committed to providing equal employment opportunities to all qualified applicants and employees. A healthy, safe and respectful workplace, free from harassment, discrimination, intimidation and retaliation, is among our most important priorities as a company. Upon joining Integra, colleagues globally participate in two programs to promote a culture of inclusion: Introduction to Managing Unconscious Bias and Practicing Inclusion, courses that create awareness of different perspectives in the workplace and provide tools to build better collaboration skills. | | Building Our Talent Pipeline | The Integra Rotational Leadership Program (IRLP) has been a significant avenue for recruiting, educating, and retaining talent since it was established 14 years ago. Each new Rotational Associate serves in three eight-month assignments over two years that can include Operations, Quality, Regulatory, R&D, and other functions. These emerging leaders receive extensive onboarding, coaching, and exposure to Integra executives. |

  32. Board Evaluations

    Environmental Health, Safety & Security: Integra is committed to providing a safe environment for all employees and visitors and we seek to achieve the highest environmental health, safety and security ("EHS&S") standards for our employees, contractors and the communities where we work. Our EHS&S policy is implemented through a comprehensive EHS&S Management System, with oversight at every level of Integra. There are several core components to our EHS&S Management System, including leadership; employee participation; risk management, emergency preparedness and event management; monitoring performance and continuous improvement; and the management of contractors, third parties and external manufacturers in our supply chain. Managers are also entrusted to oversee and ensure health and safety at their respective sites and foster a workplace culture to achieve that end. We implement our approach globally by our systems and support at regional and country levels from colleagues that implement proper safety protocols, identify and correct hazards, and remain safety conscious at all times. Managers are expected to enforce health and safety regulations, including compliance with applicable federal, state and local laws. All employees at our sites receive training on workplace hazards. When needed, we perform exposure assessments, ergonomic assessments and industrial hygiene evaluations, using the expertise of local laboratories or third-party service providers. We continue to develop and refine our standards to our sites to address any identified issues and implement industry best practices. We conduct EHS&S audits for our locations to both ensure our compliance with regulatory requirements and identify opportunities for improvement.

  33. Board Evaluations

    | 2026 Proxy Statement | 25 |

  34. Board Evaluations

    Our EHS&S organizational structure incorporates both workplace EHS&S coordinators and compliance teams. We have developed an Incident Procedure Policy and General Safety Rules that guide our colleagues to improve our workplace environment, monitor our performance, improve safety, and reduce risk and costs. An EHS&S council includes key executives and business leaders and oversees the Company’s EHS&S policies, programs and performance, including approval of our policy, available on our corporate website. The corporate EHS&S team works with businesses and operational teams at our global sites to strengthen our EHS&S culture. Monthly, EHS&S joins a network of colleagues, from sites and functions and across the business to discuss key topics covering, for example, leadership skills, employee engagement and continuous improvement. For more information regarding Integra’s corporate responsibility efforts, including specific policies and programs, please visit https://www.integralife.com/csr. Information on that website is updated periodically and believed to be true at the time it is posted. References to our website throughout this proxy statement are provided for convenience only and the content on our website does not constitute a part of this proxy statement. Risk Assessment Regarding Compensation Policies and Practices The Company recently conducted a risk assessment of our compensation policies and programs, including our executive compensation programs (which also covers certain other employees globally). We reviewed and discussed the findings of the assessment with the Compensation Committee and the full Board at its meeting in February 2026 and concluded that our compensation programs are designed with an appropriate balance of risk and reward in relation to our overall business strategy and do not encourage excessive or unnecessary risk-taking behavior. As a result, we do not believe that risks relating to our compensation programs are reasonably likely to have a material adverse effect on the Company. The Compensation Committee reviewed management’s report on the review and assessment of such compensation programs and approved these conclusions. In conducting this review, we considered the following attributes of our programs: •Mix of base salary, annual bonus opportunities and long-term equity compensation; •Balance between annual and long-term performance opportunities; •Alignment of annual and long-term incentives to ensure that the awards encourage consistent behaviors and achievable performance results, without encouraging excessive or unnecessary risk-taking; •Ability to use non-financial and other qualitative performance factors in determining actual compensation payouts; •Use of equity awards that vest over time, discouraging excessive or unnecessary risk-taking by senior leadership; •The provision of senior executives with long-term equity-based compensation on an annual basis. We believe as executives accumulate awards over a period of time, they are encouraged to take actions that promote the long-term sustainability of our business; •Stock ownership guidelines and vesting requirements that are reasonable and align the interests of the executive officers with those of our stockholders while discouraging executive officers from focusing on short-term results without regard for long-term consequences; and •Systems and processes in place to identify and assess risk. Our Compensation Committee considered the implications of our compensation practices during its deliberations on the design of our 2026 executive compensation programs, with the goal of appropriately balancing short-term incentives and long-term performance, in order to appropriately address risk.

  35. Board Evaluations

    | 26 | 2026 Proxy Statement |

  36. Board Evaluations

    Director Attendance at Annual Meetings It is our policy to encourage our directors to attend the annual meeting of stockholders. All of our directors who served at the time of the prior year’s annual meeting of stockholders, and who were also director nominees at such meeting, attended last year’s meeting. Communications With the Board Stockholders may communicate with our Board, any of its constituent committees or any member thereof by means of a letter addressed to the Board, its constituent committees or individual directors and sent care of Integra LifeSciences Holdings Corporation, 1100 Campus Road, Princeton, NJ 08540, Attention: Executive Vice President, Chief Legal Officer and Secretary. The Corporate Secretary reviews correspondence addressed to our Directors and forwards to the appropriate member of the Board those communications that deal with the functions of our Board or its committees, or that otherwise require Board attention. The Corporate Secretary will not forward communications that are unrelated to the duties and responsibilities of our Board, such as business solicitations or advertisements.

  37. Board Evaluations

    | 2026 Proxy Statement | 27 |

  38. Board Evaluations

    DIRECTOR COMPENSATION The Board believes that providing competitive compensation is necessary to attract and retain qualified non-employee directors. The key components of non-employee director compensation are an annual equity grant and an annual retainer, as described below. The Compensation Committee annually reviews compensation paid to non-employee directors and makes adjustments, as appropriate. In December 2024, the Compensation Committee reviewed the compensation structure for non-employee directors, considered advice from its independent compensation consultant and approved: (i) an increase to the annual equity grant to all independent directors by $20,000 (from $220,000 to $240,000); (ii) an increase to the cash retainer paid to all non-executive directors by $5,000 (from $80,000 to $85,000); (iii) an increase to the equity retainer paid to the Chairman from $50,000 to $65,000; and (iv) an increase to the cash retainer paid to the Presiding Director by $2,500 (from $37,500 to $40,000). These increases, which took effect for the compensation period beginning with the Company's 2025 Annual Meeting of Stockholders, were designed to elevate total director remuneration from below the market median to a level more closely aligned with the market median for the peer group of the Company. Additionally, in December 2024, to capture both the significance of the Company's Quality Committee and the time commitment associated with service on the Committee, the Compensation Committee approved payment of annual cash fee of $20,000 for the Chair of the Quality Committee and an annual cash fee of $7,500 for the other directors serving on the Quality Committee, effective, in each case, as of the Corporation's 2025 Annual Meeting of Stockholders. As compensation for their service during the period beginning with the Company’s 2025 Annual Meeting of Stockholders, non-employee directors received an annual equity grant in the form of restricted stock with a fair market value on the date of grant of $240,000 (or $305,000 for the Chairman). Directors were slated to receive an annual retainer of $85,000, payable in one of three ways, at their election: (1) in cash, (2) in restricted stock, or (3) one half in cash and one half in restricted stock. In addition, the Company paid the following separate annual cash fees to certain directors as follows: (1) $15,000 for the Nominating and Corporate Governance Committee Chair, (2) $15,000 for the Compensation Committee Chair, (3) $20,000 for the Audit Committee Chair, (4) $15,000 for the Finance Committee Chair, (5) $20,000 for the Quality Committee Chair, (6) $7,500 for members of the Quality Committee, (7) $40,000 for the Presiding Director and (8) $75,000 for the Chairman. The Company pays reasonable travel and out-of-pocket expenses incurred by non-employee directors in connection with attendance at meetings to transact business of the Company or attendance at meetings of the Board or any committee thereof. The following table provides details of the total compensation for non-employee directors in 2025. In addition, compensation paid to Dr. Essig in 2025 includes compensation paid to him in connection with his service as our Executive Chairman and, effective as of July 1, 2025, as the Non-Executive Chairman of the Board. There was no change to Dr. Essig's aggregate compensation in connection with his appointment to the role of Executive Chairman nor his transition to the role of Non-Executive Chairman.

  39. Board Evaluations

    | Name | Fees Earned or Paid in Cash(1) ($) | Stock Awards(2)(3) ($) | All Other Compensation ($) | Total ($) | | Keith Bradley, Ph.D. | 88,438 | 240,002 | — | 328,440 | | Shaundra D. Clay | 82,500 | 240,002 | — | 322,502 | | Stuart M. Essig, Ph.D. (4) | 85,000 | 390,003 | — | 475,003 | | Jeffrey A. Graves, Ph.D. | 66,250 | 240,002 | — | 306,252 | | Barbara B. Hill | 57,500 | 325,005 | — | 382,505 | | Renee W. Lo | 91,562 | 240,002 | — | 331,564 | | Raymond L. Murphy (5) | 40,000 | — | — | 40,000 | | Christian S. Schade | 75,000 | 325,005 | — | 400,005 |

  40. Director Compensation

    Director Compensation 2.This column reflects the aggregate grant date fair value computed in accordance with FASB ASC Topic 718, based on the closing price of the Company’s common stock on the grant date. 3.Stock awards outstanding as of December 31, 2025 for each incumbent director consisted of restricted shares of common stock, as follows: Keith Bradley — 19,592; Shaundra D. Clay — 19,592; Stuart M. Essig — 31,837; Jeffrey A. Graves — 19,592; Barbara B. Hill — 26,531; Renee W. Lo — 19,592; and Christian S. Schade — 26,531. These stock awards represent each director's annual equity grant for 2025 and any portion of a director's annual retainer which such director elected to have paid in equity. These awards were granted on May 9, 2025, the date of last year's annual meeting and will vest on the one-year anniversary of that date. 4.Effective June 30, 2025, Dr. Essig transitioned from the role of Executive Chairman to the role of Non-Executive Chairman. The amounts appearing in the table above reflect both the compensation Dr. Essig received for his service as our Executive Chairman and the compensation he received following his transition to the role of Non-Executive Chairman. . 5.Mr. Murphy was a member of our Board from 2009 through May 2025. Mr. Murphy did not stand for re-election at the 2025 annual meeting of stockholders and ceased to serve as a director following the conclusion of such meeting.

  41. Director Compensation

    | 2026 Proxy Statement | 29 |

  42. Director Compensation

    Executive officers are chosen by and serve at the discretion of the Board. Set forth below is the name, age, position, along with certain biographical information for our executive officers, not including Mojdeh Poul, our President and Chief Executive Officer. For Ms. Poul's biographical information, please see page 14 of this proxy statement.

  43. Director Compensation

    | Name | Age | Position | | Robert T. Davis, Jr. | 67 | Executive Vice President, President, Tissue Technologies | | Michael Hutchinson | 55 | Executive Vice President, Chief Legal Officer and Secretary | | Lea Knight | 54 | Executive Vice President and Chief Financial Officer | | Michael McBreen | 60 | Executive Vice President, President, Codman Specialty Surgical | | Jeffrey Mosebrook | 49 | Senior Vice President, Finance and Principal Accounting Officer | | Mojdeh Poul | 63 | President and Chief Executive Officer and Director | | Harvinder Singh | 58 | Executive Vice President & President, International | | Chantal Veillon | 55 | Executive Vice President and Chief Human Resources Officer |

  44. Director Compensation

    | | Robert T. Davis, Jr. is Integra’s Executive Vice President, President, Tissue Technologies. Mr. Davis leads global business unit operations across sales, commercial functions, marketing and strategy, product management and development, regulatory affairs, quality assurance, manufacturing services and repair and business development. Mr. Davis joined Integra in July 2012 as President of the global neurosurgery business and was appointed Integra’s Corporate Vice President in December 2012 and President — Specialty Surgical Solutions in 2014. He brings more than 25 years of executive management experience in the global healthcare industry. Prior to joining Integra, Mr. Davis was the general manager for the global anesthesia & critical care business at Baxter Healthcare and held various general management positions at GE Healthcare in the areas of interventional therapeutics, cardiovascular imaging and diagnostic ultrasound. Mr. Davis earned his B.S. in Sports Medicine from the University of Delaware, a Master’s degree in Exercise & Cardiovascular Physiology from Temple University, and an M.B.A. from Drexel University. |

  45. Director Compensation

    | 30 | 2026 Proxy Statement |

  46. Director Compensation

    | | Michael Hutchinson is Integra’s Executive Vice President, Chief Legal Officer and Secretary. Mr. Hutchinson joined Integra in January 2026. Before joining Integra, Mr. Hutchinson served as Senior Vice President, Chief Legal Officer and Company Secretary at LivaNova PLC from November 2022 to January 2026. Prior to his role at LivaNova, from March 2022 to November 2022, Mr. Hutchinson served as Senior Vice President, Chief Legal Officer and Corporate Secretary at ByHeart, Inc., a clinical research-based infant nutrition company. Mr. Hutchinson served as Senior Vice President, General Counsel at Varian Medical Systems, a Siemens Healthineers Company, from April 2021 to March 2022 and from June 2020 to April 2021, Senior Vice President, Chief Legal Officer and Corporate Secretary, at Varian Medical Systems, a publicly traded medical technology company that was acquired by Siemens Healthineers in April 2021. Prior to joining Varian Medical Systems, Inc., Mr. Hutchinson spent 12 years with Stryker Corporation, a multinational medical technologies company, where he served as Vice President and Advisor to the Chairman and CEO from March 2019 to May 2020 and Vice President, Chief Legal Officer, Corporate Secretary and General Counsel, from September 2013 to March 2019 and other roles of increasing responsibility, including Deputy General Counsel and Chief Legal Counsel at Orthopaedics Group between 2008 and 2013. Mr. Hutchinson holds a J.D. degree from The George Washington University Law School and a B.A. degree from Clark University. |

  47. Director Compensation

    | | Lea Knight is Integra’s Executive Vice President and Chief Financial Officer. Ms. Knight joined Integra in June 2023 and is responsible for overseeing accounting and financial reporting, budgeting, internal audit, tax, treasury, investor relations and information systems. Prior to joining Integra, Ms. Knight served as the executive vice president of business finance for Booz Allen Hamilton from September 2022 until June 2023, where she was responsible for providing strategic and financial leadership to their business sectors. Prior to her role at Booz Allen Hamilton, Ms. Knight worked for Johnson & Johnson for over 18 years, where she held various financial roles of increasing responsibility, including the chief financial officer of Johnson and Johnson’s North America pharmaceuticals business from September 2021 through July 2022. Ms. Knight started her career in public accounting at Arthur Andersen LLP where she managed audit engagements and helped to stand-up the firm’s Healthcare Consulting and Mergers & Acquisitions practices for the Philadelphia office. Ms. Knight is a board trustee of Thomas Jefferson University and Health System. She is also a member of the Philadelphia Forum of Executive Women and a former member and chair of the board of directors for the Public Interest Law Center. Ms. Knight earned an undergraduate degree in accounting from the University of Virginia and holds an M.B.A. in finance and strategic management from the Wharton School, University of Pennsylvania. She is a certified public accountant licensed in Pennsylvania. |

  48. Director Compensation

    | 2026 Proxy Statement | 31 |

  49. Director Compensation

    | | Michael McBreen is Integra’s Executive Vice President, President, Codman Specialty Surgical. His responsibilities within Codman Specialty Surgical include leadership of sales, marketing, product development, regulatory affairs, quality assurance, global services and repair and manufacturing worldwide. He joined Integra following the acquisition of Codman Neurosurgery from Johnson & Johnson in October 2017 as President of Integra’s international business and led the expansion of Integra’s business in all regions of the world outside of the United States. In May 2020, he was promoted to Executive Vice President and President, Codman Specialty Surgical. Mr. McBreen also held numerous U.S. and global roles of increasing responsibilities in sales and marketing at DePuy Mitek Sports Medicine, a division of Johnson & Johnson, since joining the company in 1996. Prior to Johnson & Johnson, he held various sales and marketing roles at Zimmer Biomet. Mr. McBreen has over 30 years of experience in the medical technology field, including holding various executive level positions in sales, marketing and general management. Mr. McBreen completed his bachelor’s degree in business administration at Providence College. |

  50. Director Compensation

    | | Jeffrey Mosebrook is Integra’s Senior Vice President, Finance. Mr. Mosebrook also serves as Integra's Principal Accounting Officer. He was appointed Principal Accounting Officer in October 2017. From February 2023 to June 2023, Mr. Mosebrook also served as our Principal Financial Officer. Mr. Mosebrook joined Integra in 2006 through Integra’s acquisition of Miltex, Inc. where he served as a financial reporting manager. Since joining Integra, he has served in a number of managerial positions with increasing responsibilities. In May 2010, he was named instruments Group Controller and went on to be named Group Controller, US in March 2012. In September 2014, Mr. Mosebrook was named as Vice President, Corporate Controller. Prior to Miltex, Inc., Mr. Mosebrook spent four years at Beard Miller Company, LLP (now known as Baker Tilly US, LLP) in various accounting roles. Mr. Mosebrook received a B.S. in accounting from York College and is a certified public accountant licensed in Pennsylvania. |

  51. Director Compensation

    | 32 | 2026 Proxy Statement |

  52. Director Compensation

    | | Harvinder Singh is Integra's Executive Vice President and President, International Business. Mr. Singh joined Integra in October 2022. Prior to joining Integra, Mr. Singh was at Abbott Laboratories for more than 20 years. Over this period, Mr. Singh served in increasing positions of responsibility, most recently as corporate officer and vice president of global commercial operations for the vascular business. Before joining Abbott, he worked for Guidant Corporation and Eli Lilly in sales, marketing, strategy and general management roles. He lived and worked in India, Hong Kong, Shanghai, Tokyo, Singapore, and the United States. Mr. Singh served as a member on the board of APACMed, the industry association of medical device companies in Japan and the Asia Pacific region. He was also a board member of the American Medical Devices and Diagnostics Manufacturers’ Association in Japan. Mr. Singh graduated with a bachelor’s degree in chemistry and biology from Punjab University and received his M.B.A. from University of Indore, India. He is an alumnus of the Harvard Business School’s Advanced Management Program. |

  53. Director Compensation

    | | Chantal Veillon is Integra’s Executive Vice President and Chief Human Resources Officer. Ms. Veillon, who has served in this role since joining the Company in August 2023, is responsible for providing leadership in developing and executing human resources strategy in support of the overall business plan and strategic direction of the organization. Ms.Veillon brings significant global Human Resources leadership experience. Prior to joining Integra, Ms. Veillon worked at Bristol Myers Squibb for over 10 years and held senior human resources leadership roles of increasing responsibility, supporting research and development, manufacturing, supply chain, commercial operations, corporate functions globally and regionally in the United States and Europe. Ms. Veillon also held various global human resources leadership roles at Honeywell and GE Healthcare prior to joining Bristol-Myers Squibb. She started her career at Vivendi Games as its in-house lawyer with international responsibilities and during her tenure, she expanded her scope to include the HR function. Ms. Veillon received both her J.D. and M.B.A. in international commercial law from Université Paris 1 Panthéon-Sorbonne in France. |

  54. Director Compensation

    | 2026 Proxy Statement | 33 |

  55. Director Compensation

    Integra is a global medical technology company dedicated to restoring lives. We are advancing transformational care through impactful innovation and our portfolio of highly differentiated technologies is trusted by healthcare professionals to deliver transformative care. We are guided by our integrated growth strategy, which we believe will enable us to capitalize on the favorable market dynamics, achieve profitable growth acceleration and create shareholder value now and into the foreseeable future. Delivering this strategy requires a team of highly engaged and skilled leaders who are rewarded for the performance they deliver. To ensure our leaders are driven to deliver excellence for customers, patients, stockholders and colleagues, our executive compensation program is designed to link business priorities with performance.

  56. Director Compensation

    | Our Executive Compensation Philosophy Our executive compensation programs are based on a pay-for-performance philosophy and are designed to... •Attract, motivate and retain talented executives who have the skills to drive our continued profitability, growth and success; •Connect executive compensation with our short- and long-term corporate goals with an appropriate balance across pay programs prioritizing performance while discouraging unnecessary or excessive risk-taking; •Align the interests of our executives with those of our stockholders; and •Reward executives for exceptional performance that improves patient outcomes and drives stockholder value (pay-for performance). |

  57. Director Compensation

    This Compensation Discussion and Analysis (“CD&A”) describes the 2025 compensation of our named executive officers ("NEOs") listed below. It also provides an overview of our executive compensation program, which we continue to refine based on stockholder feedback, competitive market practice, and Company performance. As a result of a leadership transition during 2025 and in accordance with SEC requirements, we have six NEOs for 2025. Mr. De Witte served as our President and Chief Executive Offer until January 5, 2025, when Mr. De Witte’s employment with the Company terminated upon his retirement and after which he and the Company entered into a consulting relationship. Ms. Poul commenced her tenure as the Company’s President and Chief Executive Offer on January 6, 2025. Unless otherwise noted, references to our “NEOs” refer to the NEOs other than Mr. De Witte and compensation tables include Mr. De Witte to the extent required under SEC rules.

  58. Director Compensation

    | Named Executive Officer | Role | 2025 Time In Role | | Ms. Mojdeh Poul | President and Chief Executive Officer (CEO) | Commenced January 6 | | Ms. Lea Knight | Executive Vice President and Chief Financial Officer (CFO) | Full Year | | Mr. Robert T. Davis, Jr. | Executive Vice President, President, Tissue Technologies | Full Year | | Mr. Michael J. McBreen | Executive Vice President, President, Codman Specialty Surgical | Full Year | | Mr. Harvinder Singh | Executive Vice President, President, International | Full Year | | Mr. Jan De Witte | Former President and Chief Executive Officer (CEO) | January 1 – January 5 |

  59. Director Compensation

    | 34 | 2026 Proxy Statement |

  60. Director Compensation

    Summary of Our 2025 Decisions The Compensation Committee makes decisions regarding NEO total compensation (base salary, annual bonus objectives and payments, and annual equity grants) in connection with our annual performance review process. The table below summarizes the Compensation Committee’s key decisions and provides information on updates to the compensation programs for 2025.

  61. Director Compensation

    | Factors That Guided Total Compensation Decisions | •Our executive compensation philosophy •Degree of achievement of key strategic financial and operational goals •Individual performance •Advancement of our organizational culture •Recommendations of our President and CEO (other than with respect to her own compensation) •Advice of an independent compensation consultant •Stockholder input •Market pay practices •Current and historical Integra compensation | | Key 2025 Compensation Decisions (See Pages 42–51 For More Information) | Base Salary Decisions NEOs received salary increases based on business performance, competitive compensation data and individual performance. NEOs received an increase aligned to our 2025 global merit budget and based on 2024 performance with the exception of Ms. Poul and Mr. McBreen. Ms. Poul was not eligible for a merit increase due to her hire date and Mr. McBreen received a lump sum payment of $22,531 in lieu of merit due to his position relative to market peers. | | | Cash Bonus Decisions In February 2025, the Compensation Committee approved the short-term incentive design, metrics and performance goals for NEOs, which cascades more broadly to all plan participants. In 2025, an individual performance modifier was introduced into the short-term incentive design. The individual performance modifier recognizes behaviors that contribute to long-term shareholder value. As a result of business performance goals in 2025 and the Compensation Committee's approved tariff adjustment to our reported adjusted EBITDA, the overall annual bonus pool was funded at 13.3% of target. The Compensation Committee exercised its discretion to approve bonus awards above the 13.3% funding level to: (i) recognize the contributions of the NEOs to advance our CMP, strengthening our quality systems and improving operations; and (ii) retain leadership as the Company continues to deliver on its transformation journey. The discretionary funding resulted in a total annual bonus pool funding at 40% of target, which was less than what was funded for the general employee population. |

  62. Director Compensation

    | 2026 Proxy Statement | 35 |

  63. Director Compensation

    | Key 2025 Compensation Decisions (See Pages 42–51 For More Information) | Equity Grant Decisions For NEOs, annual equity grants consist of 50% PSUs, 25% non-qualified stock options and 25% restricted stock awards (RSAs). The annual equity grant for Ms. Poul followed a similar structure with different grant dates than the other NEOs due to her date of hire. On January 6, 2025, the effective date of Ms. Poul’s hire, Ms. Poul received a portion of her annual equity grant consisting of 25% restricted stock units and 25% non-qualified stock options each with a fair market value of approximately $1,500,000, respectively. Ms. Poul received her PSU grant in March 2025 in alignment with the Company’s annual grant with a fair market value of approximately $3,000,000. In addition to the annual equity grant, Ms. Poul received a one-time, new hire grant of restricted stock units and non-qualified stock options, each with a fair market value of approximately $750,000, respectively. The one‑time equity award was granted as an employment inducement to secure her acceptance of the Chief Executive Officer role and to replace compensation she was expected forgo by not standing for re‑election to two external boards on which she previously served. | | Key 2025 Compensation Decisions (See Pages 42–51 For More Information) | PSU Performance Goals and Vesting Decisions The 2025 PSU target level goal is 5% annual organic revenue growth from 2024. The PSU's maximum level of performance is 7% annual organic revenue growth and the vesting percentage opportunity for this award is 150% when exceptional performance is achieved or surpassed. In February 2026, the Compensation Committee reviewed the annual organic revenue growth goal for 2025 performance as it relates to the vesting of 2023, 2024 and 2025 PSU grants. Based on the Company's performance, PSUs tied to the 2025 performance year vested at 0% of target for the 2023, 2024 and 2025 PSUs. | | Key 2026 Compensation Decisions | Starting with the 2026 annual equity grants, the Compensation Committee has approved the replacement of the grant of RSAs to the NEOs who previously received them with RSUs to better align to market practice. We also suspended the use of stock options due to their high share usage negatively impacting our burn rate and long-term share pool sustainability. Equity grants shall now consist of 50% RSUs and 50% PSUs for Ms. Poul and the other NEOs. Beginning with the 2026-2028 performance cycle, the Compensation Committee, in consultation with WTW, approved changes to the PSU award design to further align long‑term incentives with the Company’s strategic priorities and stockholder interests. Specifically, adjusted EBITDA margin will be used as a second performance metric for PSU awards. Under the revised PSU award program, each of the performance metrics will be weighted equally when determining achievement of performance goals under the revised PSU awards. In addition, the performance vesting percentage for achievement at the maximum level was increased from 150% to 200%. The Compensation Committee believes these changes will both better align our PSU award program with the market and our peers and drive improved top line and bottom line performance. Such changes will further align our plan with long-term value creation. | | Say-On-Pay Results And Stockholder Feedback | The Company continues to receive high levels of Say-on-Pay support, with 98.1% of votes cast in favor at our 2025 annual meeting of stockholders. The Compensation Committee believes this support, coupled with positive feedback from stockholders, to be an endorsement of our current program, which is considered as part of the Compensation Committee’s annual review. |

  64. Director Compensation

    | 36 | 2026 Proxy Statement |

  65. Director Compensation

    Supporting Our Pay-For-Performance Philosophy

  66. Director Compensation

    | In support of our pay-for-performance philosophy and achievement of strong Company performance, the majority of the total compensation opportunity that our President and CEO and other NEOs receive is “at-risk” and dependent upon future performance. Market-competitive base salaries are established to provide our NEOs with a stable and secure source of income with “at-risk” pay aligned to driving our five strategic pillars. Consistent with the Company’s overall executive compensation philosophy, NEOs are rewarded for their strong leadership and individual performance and provided with equity incentives to ensure alignment of their interests with those of our stockholders. For Ms. Poul, 87% of her target total direct compensation opportunity was at-risk, as shown below. On average, the target total direct compensation for our NEOs other than Ms. Poul that is at-risk is 76%. | The majority of total direct compensation for our NEOs, 87% for our President and CEO and an average of 76% for our other NEOs, is “at-risk” based on the achievement of specific performance goals and stock price performance. |

  67. Stockholder Input On Executive Compensation

    Over the course of 2025, we continued to gather feedback on our executive compensation program through ongoing shareholder engagement. Integra’s management team engaged with institutional shareholders representing approximately 40 percent of the outstanding shareholder base through investor events and direct meetings, where we discussed our strategy and execution priorities. Through these engagements, we received feedback on corporate strategy, governance and sustainability matters, as well as business and financial performance. Investor feedback continued to emphasize consistent execution, organic revenue growth, and cash flow generation as important indicators of business strength and key drivers of long-term shareholder value creation. To strengthen our pay-for-performance culture, the Compensation Committee considered our strong 2025 vote results and the feedback obtained from our investor outreach when making decisions relating to compensation for our NEOs for 2025. Our philosophy is to use performance metrics that directly align with our business strategy and stockholder interests. Based on these factors, annual organic revenue growth has been used as our long-term incentive performance shares metric since 2018. Beginning in 2026, we added a second performance metric, adjusted EBITDA margin, to the long-term incentive performance share design to complement the organic revenue growth metric. This ensures leaders are rewarded not only for growing the business, but for doing so profitably and sustainably. This further aligns our plan more closely with long-term value creation.

  68. Role of the Compensation Committee

    | Step 1: Input On Compensation | | Step 2: Compensation Committee Decisions | | Step 3: Compensation Committee Oversight | | At the beginning of each year, management, including the President and CEO, provides recommendations to the Compensation Committee regarding the compensation of the NEOs. The CEO does not make recommendations on her own pay. These recommendations take into consideration the competitive market pay data provided by the Board’s independent consultant, as well as an evaluation of the NEO’s role, performance and contributions to the Company’s results, as well as the individual’s long-term potential. (See more below on the Compensation Committee's independent compensation consultant.) | | The Compensation Committee considers these recommendations together with the input of our independent compensation consultant and subsequently the Compensation Committee determines the NEOs’ compensation, ensuring it is aligned with our compensation philosophy. All aspects of the CEO’s compensation are determined solely by the Compensation Committee, with input from the independent compensation consultant. | | For the coming year, the Compensation Committee reviews and approves: •Objectives for the CEO •Variable pay target opportunities for annual bonus and long-term equity incentives •Performance metrics for the annual bonus and equity grants The Compensation Committee ensures performance metrics are consistent with the financial, operational and strategic goals set by the Board, that the performance goals are sufficiently ambitious and that amounts paid (when target performance levels are achieved) are consistent with our executive compensation philosophy. |

  69. Role of the Independent Compensation Consultant

    Role of the Independent Compensation Consultant The Compensation Committee engages WTW (formerly known as Willis Towers Watson) as its independent executive compensation consultant. WTW conducts thorough market analyses and offers strategic recommendations that serve as inputs for the Compensation Committee's decisions. WTW updates the Compensation Committee on pertinent market trends and evolving regulatory landscapes as it relates to executive compensation on an ongoing basis. In addition to reviewing executive compensation proposals presented by management, WTW collaborates closely with the Compensation Committee to validate and strengthen the pay-for-performance relationship and alignment with stockholders. Pursuant to the rules of the SEC, the Compensation Committee has reviewed the SEC’s independence factors for compensation advisers and concluded that no conflict of interest exists that would prevent WTW from independently representing the Compensation Committee. In 2025, WTW provided executive compensation consulting services to the Company, for which aggregate fees were approximately $173,098. In addition to the executive compensation consulting services provided, WTW provided health and benefits, corporate risk and brokering, and additional rewards consulting services to the Company with total fees of $1,017,863. The decision to engage WTW to provide corporate risk and brokering, and additional rewards consulting services was recommended by management, and the Compensation Committee approved the provision of such other services.

  70. Role of the Executive Compensation Peer Group

    Role of the Executive Compensation Peer Group

  71. Role of the Executive Compensation Peer Group

    | To help ensure we provide our NEOs with fair and market-competitive compensation and to support retention of our key leaders, we annually review the compensation provided to our executives against executives within our peer group of companies. In 2025, this peer group consisted of companies determined to be: •Similar in size (revenue and market capitalization), complexity and global reach to Integra; •In the healthcare equipment & supplies and medical technology or a similar industry; and •In competition with Integra for executive talent. | We generally position each element of compensation and the total compensation packages for executive officers to align with the 50th percentile of our peer group. |

  72. Role of the Executive Compensation Peer Group

    Our peer group is regularly reviewed by the Compensation Committee with consideration given to our strategy and the advice of our independent compensation consultant. The 2025 peer group approved by the Compensation Committee in setting 2025 compensation is shown below. NuVasive, Inc. was removed due to its completed merger with Globus Medical, Inc. Intuitive Surgical, Inc. and Edwards Lifesciences Corporation were removed due to their revenue growth making them no longer comparable to Integra. Organogenesis Holdings, Inc. was removed due to their smaller revenue. Globus Medical, Inc. was added due to strong business model and revenue alignment.

  73. Role of the Executive Compensation Peer Group

    | 2025 Executive Compensation Peer Group | | | | Align Technology, Inc. | Integer Holdings Corporation | Steris Plc | | CONMED Corporation | LivaNova PLC | Teleflex Incorporated | | Enovis Corporation | Masimo Corporation | The Cooper Companies, Inc. | | Globus Medical, Inc. | Merit Medical Systems | West Pharmaceutical Services, Inc. | | Haemonetics Corporation | QuidelOrtho Corporation | | | Hologic, Inc. | ResMed, Inc. | |

  74. Role of the Executive Compensation Peer Group

    | 2026 Proxy Statement | 41 |

  75. Role of the Executive Compensation Peer Group

    Elements of the Executive Compensation Program Our executive compensation program consists of fixed pay and variable pay, including cash and non-cash components. We continue to emphasize variable pay rather than fixed pay, with the majority of the compensation being “at risk” performance-based compensation. We compare our executive compensation elements and total compensation against those of our peer group companies targeting the median while aligning to our executive compensation philosophy. The chart below summarizes the various elements of Integra’s executive compensation and their purpose:

  76. Role of the Executive Compensation Peer Group

    | | Objective | Type of Compensation | Key Features | | Base Salary | Provide competitive fixed pay that is tied to the market and allows us to attract, retain and motivate executives within the medical technology industry and broader market | Cash | •Reflects individual skills, experience, responsibilities and performance over time •Influences annual bonus and long-term incentive opportunity •Provides a stable and secure source of income | | Short-Term Incentive —Annual Bonus | Encourage focus on short-term business performance | Cash | •Performance-based reward tied to achievement of short-term corporate and individual performance goals •Payment reflects the attainment of corporate financial goals (i.e., revenue, adjusted EBITDA and operating cash flow) as well as individual accomplishments in strategy, financial, and cultural elements associated with their leadership responsibilities for their given area •Paid only if threshold performance levels are met or exceeded | | Long-Term Incentive — Performance Stock Units (PSUs) | Increase multi-year organic revenue growth | Equity | •Performance-based rewards tied to achievement of long-term corporate performance goals •Vests only if threshold performance levels are met or exceeded •Promotes retention and enhances executive stock ownership •Links value to stock price | | Long-Term Incentive —Non-qualified Stock Options | Closely align executive and stockholder interests and aid in retention | Equity | •Promotes retention and enhances executive stock ownership •Links value to stock price appreciation | | Long-Term Incentive —RSAs & RSUs | Closely align executive and stockholder interests and aid in retention | Equity | •Promotes retention and enhances executive stock ownership •Links value to stock price | | Other Benefits | Aid in attracting and retaining talent | Benefit | •Broad-based benefits available to all employees •Executive physical exam program •Non-Qualified Deferred Compensation Program available to all eligible employees |

  77. Role of the Executive Compensation Peer Group

    Analysis of 2025 Compensation Decisions

  78. Annual Bonus

    Annual Bonus Our Performance Incentive Compensation Plan (the “Bonus Plan”) provides NEOs with the opportunity to earn a cash award when they deliver strong annual Company and individual performance. NEOs are eligible for bonus payments only if the Company achieves a threshold goal of at least 100% of prior year adjusted EBITDA. If 100% of prior year adjusted EBITDA is met, the Bonus Plan is funded. Actual bonuses are determined based on the Company’s achievement of annual performance goals determined by the Compensation Committee within the first 90 days of each year. The annual bonus pool is determined based on Company performance — revenue (40% weighting), adjusted EBITDA (40% weighting) and operating cash flow (20% weighting). These metrics were selected as they are key indicators of the strength of our business and we believe they drive long-term stockholder return. Additionally, an individual performance component was incorporated into the 2025 Bonus Plan and weighted at 20% for the NEOs, with the exception of the CEO whose bonus will continue to be weighted entirely on financial metrics. Each NEO has a target bonus opportunity, with no minimum (that is, the actual payment could be 0%) and a cap at 200% of their target. Actual annual bonuses paid may be modified based on an individual’s performance.

  79. Annual Bonus Pool Funding

    Annual Bonus Pool Funding The annual bonus pool is funded for all Bonus Plan participants based on individual and Company performance. The aggregate amount of the final payments to all participants, including the NEOs, may not exceed the overall funded pool. For 2025, the Company’s financial funding model was as follows:

  80. Annual Bonus Pool Funding

    | Performance Metric | Weight | Performance Goals as a % of Target | | | | | | | Below Threshold | Threshold | Target | Maximum | | Revenue | 40% | 95.9% | 96% | 100% | 104% | | Adjusted EBITDA¹ | 40% | 92.9% | 93% | 100% | 107% | | Operating Cash Flow | 20% | 84.9% | 85% | 100% | 115% | | Annual Bonus Pool Funding (as a % of Target) | | 0% | 20% | 100% | 150% |

  81. Annual Bonus Pool Funding

    1.Defined as GAAP net income excluding: (i) depreciation and amortization; (ii) other income (expense); (iii) interest income and expense; (iv) income tax expense (benefit); (v) impairment charges; and (vi) those operating expenses also excluded from adjusted net income. For fiscal year 2025, the Compensation Committee also adjusted the adjusted EBITDA calculation for purposes of our annual cash bonus program to account for unanticipated tariff impacts affecting the operations and results of the Company. See "Appendix A - Non-GAAP Financial Measures".

  82. Annual Bonus Pool Funding

    | 2026 Proxy Statement | 43 |

  83. Annual Bonus Pool Funding

    Our reported results may be adjusted when comparing to our annual bonus targets for unusual events outside the control of Management including currency impact versus budget and unforeseen circumstances. We also may exclude or include certain transactions depending on their timing, such as acquisitions and divestitures, if these items were not included in the performance target. In 2025, we drove tangible operational progress while continuing to deliver for our customers and patients. As we continue on our transformation journey, 2025 was pivotal in our efforts to build a sustainable foundation. In connection with our implementation of the CMP, we completed baseline audits across all manufacturing facilities, conducted CMP training, and made significant progress in prioritizing our work streams and resources. Our operational and execution focus resulted in significant outcomes in key areas, namely Integra Skin supply reliability, healthier safety stock levels across our portfolio, and the early relaunch of PriMatrix and Durepair through a third-party manufacturing agreement. We experienced strong demand for our differentiated portfolio of leading brands and have begun to make important strategic investments in our processes and capacity expansion of our facilities and equipment to meet increasing demand and support future growth. In April 2025, the U.S. government announced new tariffs on goods imported into the U.S. from dozens of countries, including China and the European Union member states. The unanticipated tariff actions affected our costs, supply chain efficiency, and market demand. The tariff actions occurred after the annual incentive goals were approved resulting in financial impacts that were not contemplated when targets were established. The tariff‑related pressures did not reflect underlying operational performance but rather represented unexpected macroeconomic shocks beyond management’s control. After the tariffs were implemented, the Compensation Committee determined applying a limited, one-time tariff adjustment was appropriate to ensure incentive outcomes fairly reflected management’s performance in navigating these external conditions. The Compensation Committee concluded that a one-time adjustment better aligned pay with performance and supported the Company’s pay‑for‑performance philosophy by recognizing management’s effective stewardship through highly unpredictable trade conditions. Absent the tariff adjustment referenced above, actual financial results under the annual cash bonus plan would have fallen below the adjusted EBITDA gate, despite strong execution on controllable operating priorities and effective management mitigation efforts. The chart below shows our achievements against the performance targets for each metric in 2025:

  84. Annual Bonus Pool Funding

    | Revenue | Adjusted EBITDA | Operating Cash Flow | | ($ in Millions) | ($ in Millions) | ($ in Millions) |

  85. Annual Bonus Pool Funding

    | Achieved 94.5% of Target | Achieved 94.2% of Target | Achieved 29.5% of Target |

  86. Annual Bonus Pool Funding

    The specific revenue metric adjustment reviewed and made by the Compensation Committee for 2025, as reflected in the graph above, included an adjustment for constant currency to eliminate any fluctuations when calculating performance result. Revenue was adjusted by $11 million to $1,624 million from $1,635 million. The specific adjusted EBITDA adjustment reviewed and made by the Compensation Committee for 2025, as reflected in the graph above, included an adjustment for unanticipated tariff actions. Adjusted EBITDA was adjusted by $6.5 million to $324 million from $317.5 million. See "Appendix A - Reconciliation of Non-GAAP Financial Measures".

  87. Annual Bonus Pool Funding

    | 44 | 2026 Proxy Statement |

  88. Annual Bonus Pool Funding

    Following the Compensation Committee's approval of a tariff adjustment to adjusted EBITDA, the overall annual bonus pool was funded at 13.3% of target. The Compensation Committee exercised its discretion to approve bonus awards above the 13.3% funding level to: (i) recognize the contributions of the NEOs to advance our CMP, strengthen our quality systems and improve operations, and drive strong commercial execution; and (ii) retain leadership as the Company continues to deliver on its transformation journey. The discretionary funding resulted in a total annual bonus pool funding at 40% of target which was less than the general employee population and which the Committee believed was appropriate to recognize and reward resilience and continued focus on delivering to our customers and patients. Mr. McBreen received additional funding in recognition of his individual assessed performance at an exceeds rating and his exceptional leadership in delivering differentiated commercial execution despite supply challenges as well as advancing product portfolio innovation. For the actual annual bonus amounts paid for fiscal year 2025, see “—2025 Annual Bonus (Paid in March 2026)” below. In determining the awards for NEOs, the Compensation Committee considered the bonus pool funding as well as the collective and individual performance of our NEOs, noting the following accomplishments in areas spanning our financial, strategic, operational and people and culture progress.

  89. Annual Bonus Pool Funding

    | | KEY ACCOMPLISHMENTS | | Mojdeh Poul | •2025 full year reported revenues of $1,635.2 million, an increase of 1.5% on a reported basis (and a decrease of 0.7% on an organic basis) compared to 2024; delivered full year EPS within guidance range, taking tariffs into consideration •Strengthened the executive leadership team with appointments of six talented leaders: CVP, Global Supply Chain; SVP, Transformation & Project Management Office; Chief Medical Officer; Chief Quality Officer; Chief Legal Officer; and Chief Technology Officer •Developed and launched a comprehensive transformation and margin expansion plan, encompassing operating model redesign, procurement and third party cost reduction, and engineering workflow optimization •Drove material progress on regulatory compliance and quality remediation, advancing the CMP, completing all manufacturing site audits ahead of plan, strengthening executive quality governance, and maintaining constructive engagement with the FDA on progress towards completion of committed deliverables for the December 2024 warning letter •Advanced operational and supply chain resilience initiatives, including supplier quality and resiliency programs, manufacturing yield improvements (e.g., >50% improvement in Integra Skin yields), and critical capacity expansion investments supporting long term growth •Led disciplined enterprise-wide portfolio and program prioritization and capital allocation under Program Management Office oversight. Improved supply reliability for key products, relaunched PriMatrix & Durepair one year ahead of plan, and remains on-track for SurgiMend relaunch in Q4 2026 •Set a clear tone for quality, accountability, and execution across the enterprise, refreshing the company’s Purpose, Vision, and Values, and launching a disciplined, multi-year cultural transformation focused on leadership expectations, operating rigor, and performance outcomes |

  90. Annual Bonus Pool Funding

    | 2026 Proxy Statement | 45 |

  91. Annual Bonus Pool Funding

    | | KEY ACCOMPLISHMENTS | | Lea Knight | •2025 full year reported revenues of $1,635.2 million, an increase of 1.5% on a reported basis (and a decrease of 0.7% on an organic basis) compared to 2024; delivered full year EPS within guidance range, taking tariffs into consideration •Led significant operational expense management throughout 2025 and across the company; implemented proactive tariffs impact mitigation strategies, resulting in achievement of adjusted EBITDA margin of 19.4% •Established CAPEX council, enabling rigorous proactive capital expenses management process and delivering beyond expected savings in 2025; strengthened EU-MDR program supervision and execution resulting in reduction in expected spending •Strengthened Finance capabilities notably through augmented financial analytics and improved business engagement and budgeting process; served as a core member of the Company Transformation and Program Management Office •Led the advancement of inclusive workplace initiatives by serving as the executive sponsor of the Business Resource Group BUILD (Black Employees United at Integra for Leadership and Development) | | Robert T. Davis, Jr. | •Delivered lower than expected reported revenues with decline of 6.9% vs. 2024, partly attributable to quality and operational issues associated with MediHoney •Successfully led the return of the PriMatrix and Durepair products to the market, almost a year ahead of plan through an outsourced partner •Advanced critical PMA (SurgiMend and DuraSorb) and clinical evidence programs, underpinning future growth in Surgical Reconstruction and Wound Reconstruction •Realized significant progress in preparing, submitting, and implementing requirements for EU MDR compliance, with multiple file submissions and implementations •Stabilized core operations and talent, driving disciplined cost management, inventory controls, and retention of key leadership and commercial team •Led the advancement of inclusive workplace initiatives by serving as the executive sponsor of Integra’s Veteran (IVET) Business Resource Group |

  92. Annual Bonus Pool Funding

    | 46 | 2026 Proxy Statement |

  93. Annual Bonus Pool Funding

    | | KEY ACCOMPLISHMENTS | | Michael J. McBreen | •Achieved reported growth of 5% overall, with strong performance in ENT, Instruments and neurosurgery in the US •Product launches: successfully launched TruDi 3.1 FMR as part of the ENT business (Acclarent portfolio); launched Durepair 8 months ahead of schedule with strong commercial performance indicators; Mayfield Ghost launched in Q4 with promising commercial start; obtained Libertis 510k on time •Sponsored global marketing capabilities redesign as part of company transformation, enabling new model deployment in 2026 •Maintained stability in leadership and sales teams while enabling an overall strong commercial execution and delivery of strategic projects •Led the advancement of inclusive workplace initiatives by serving as the executive sponsor of Integra’s Asian American and Pacific Islander Business Resource Group | | Harvinder Singh | •Grew international markets overall by approximately 3% over 2024 despite supply constraints •Focused on and expanded in the iNPH (idiopathic normal pressure hydrocephalus) market through driving therapy awareness and education, adding over 50 new accounts across international for this indication •Recaptured market share for shunts business, recovering the 2023 level as supply was restored •Implemented India direct go-to-market model in Q2 2025, resulting in significant price increase with >50 % increase in gross margin profile •Expanded China addressable market achieving listings in approximately 190 new hospitals, positioning the company for growth in 2026 •Realized major progress on the In-China-For-China manufacturing investment. Submitted both Cerelink and Duragen plus for PTR submission in September 2025 •Increased leadership robustness and talent at all levels, improving key country and regional leadership, notably in Europe and Asia Pacific |

  94. 2025 Annual Bonus (Paid in March 2026)

    2025 Annual Bonus (Paid in March 2026) The following table shows the actual annual bonus amounts awarded for 2025.

  95. 2025 Annual Bonus (Paid in March 2026)

    | | Target as a % of Base Salary | Target Award Opportunity | Actual Award Based on 13.3% Funding | Actual Award Based on Discretionary Funding | Actual Total Amount Awarded | Actual as a % of Target | | Mojdeh Poul | 125% | $1,312,500 | $174,563 | $350,438 | $525,000 | 40% | | Lea Knight | 90% | $580,138 | $77,158 | $154,897 | $232,055 | 40% | | Robert T. Davis, Jr. | 70% | $416,588 | $55,406 | $69,594 | $125,000 | 30% | | Michael J. McBreen | 85% | $547,188 | $72,776 | $189,874 | $262,650 | 48% | | Harvinder Singh | 60% | $341,550 | $45,426 | $91,194 | $136,620 | 40% |

  96. 2025 Annual Bonus (Paid in March 2026)

    1.Due to his retirement on January 6, 2025, Mr. De Witte did not receive an annual bonus amount for 2025.

  97. 2025 Annual Bonus (Paid in March 2026)

    | 2026 Proxy Statement | 47 |

  98. Equity Grants

    Equity Grants Equity grants help to align executive interests with those of our stockholders. The Compensation Committee considers Company performance, individual performance, long-term potential and market practice when determining the value and type of equity. We award an annual grant mix of time-based vesting equity awards (comprised of either RSAs or RSUs), non-qualified stock options and PSUs, as shown below. Ms. Poul's annual equity grant contained a mix of 25% RSUs, 25% stock options and 50% PSUs in 2025. Ms. Poul received a one-time grant of 50% RSUs and 50% stock options in connection with her hire in 2025, which is not reflected in the charts below.

  99. Equity Grants

    | | RSAs1 | RSUs2 | Non-Qualified Stock Options | PSUs | | Definition | Represents actual ownership of Integra stock that becomes the executive’s upon vesting | Notional units which are redeemable for Integra stock; their value tracks the value of Integra stock | Once vested, stock options give an executive the right to purchase Integra stock at an exercise price equal to the closing price of our common stock on the date of grant | Notional units which are redeemable for Integra stock subject to performance; their value tracks the value of Integra stock | | % of Equity Grant | 25% | 25% | 25% | 50% | | Performance Metric | Stock price and time | Stock price and time | Stock price and time | Organic revenue growth | | Vesting | Annually over three years | Annually over three years; payment is generally deferred until after CEO’s departure from Integra | Annually over four years | Annually over three years based on achievement of performance goals |

  100. Equity Grants

    1.All NEOs received RSAs, excluding Ms. Poul who received RSUs. 2.Only Ms. Poul received RSUs.

  101. Annual Equity Compensation Grants

    Annual Equity Compensation Grants Annual equity grants are typically made in March of each year. The following criteria are evaluated for each of our NEOs when determining the value of their annual equity award: •Performance over the long term; •Performance during the prior year; •Long-term potential and succession planning; •Retention considerations; •Leadership and innovation; and •Market practices for comparable positions.

  102. Annual Equity Compensation Grants

    | 48 | 2026 Proxy Statement |

  103. Annual Equity Compensation Grants

    2025 Equity Compensation Decisions The Compensation Committee reviewed the target total direct compensation of our NEOs compared to our peers and made market adjustments to annual equity grant values to continue to be competitive with our peer group. In January 2025, Ms. Poul received a portion of her annual equity grant consisting of 25% restricted stock units and 25% non-qualified stock options each with a grant date fair market value of approximately $1,500,000, respectively. In addition, Ms. Poul received a one-time grant of restricted stock units and non-qualified stock options each with a grant date fair market value of approximately $750,000. The one‑time equity award was granted as an employment inducement to secure her acceptance of the Chief Executive Officer role and to replace compensation she was expected to forgo by not standing for re‑election to two external boards on which she previously served. Ms. Poul received her PSU grant in March 2025 in alignment with the company’s annual grant with a grant date fair market value of approximately $3,000,000. In March 2025, each of the other NEOs received an annual equity grant of PSUs, non-qualified stock options and time-based vesting equity awards.

  104. Annual Equity Compensation Grants

    | | Fair Market Value At Grant — 2025 | | | | | | | Restricted Stock Awards | Restricted Stock Units | Non-Qualified Stock Options | Performance Stock Units | Total | | Mojdeh Poul | | 2,219,867 | 2,250,011 | 3,000,001 | 7,469,879 | | Lea Knight | 499,573 | | 499,574 | 999,146 | 1,998,293 | | Robert T. Davis, Jr. | 297,579 | | 297,566 | 595,134 | 1,190,279 | | Michael J. McBreen | 442,596 | | 442,583 | 885,168 | 1,770,347 | | Harvinder Singh | 227,717 | | 227,704 | 455,409 | 910,830 |

  105. Annual Equity Compensation Grants

    1.Due to his retirement on January 6, 2025, Mr. De Witte did not receive an annual equity grant for 2025.

  106. Using Organic Revenue Growth As The PSU Performance Metric

    Using Organic Revenue Growth As The PSU Performance Metric Annual organic revenue growth is the performance metric for PSU awards as it is a key indicator of the strength of our business and stockholder return. Organic revenue consists of total revenues excluding the effects of currency exchange rates, revenues from current-period acquisitions and product divestitures and discontinuances. Organic revenue growth is the increase in organic revenue compared to the prior year. The three-year annual organic revenue growth goal is derived from a rigorous process that involves input and discussions among the Compensation Committee, CEO and management. We annually review the metrics (and related targets) used in our annual bonus and equity programs to ensure they remain aligned to Integra’s strategic plan. Beginning with the 2026-2028 performance cycle, the Compensation Committee, in consultation with WTW, approved changes to the PSU award design to further align long‑term incentives with the Company’s strategic priorities and stockholder interests. Specifically, adjusted EBITDA margin will be used as a second performance metric for PSU awards. Adjusted EBITDA margin consists of our adjusted EBITDA divided by our GAAP revenues. Under the revised PSU award program, each of the performance metrics will be weighted equally when determining achievement of performance goals under the revised PSU awards. In addition, the performance vesting percentage for achievement at the maximum level was increased from 150% to 200%. The Compensation Committee believes these changes will both better align our PSU award program with the market and our peers and drive improved top line and bottom line performance. Such changes will further align our plan with long-term value creation.

  107. PSU Vesting For Equity Grants

    PSU Vesting For Equity Grants For the 2023, 2024 and 2025 PSU grants, each NEO is eligible to receive shares of the Company’s common stock ranging from 0% to 150% of target based on the Company’s achievement of an annual organic revenue growth goal over the prior year’s organic revenue amount during each fiscal year of the performance period as follows:

  108. PSU Vesting For Equity Grants

    | 2026 Proxy Statement | 49 |

  109. PSU Vesting For Equity Grants

    | | 2023 Performance Goal | 2024 Performance Goal | 2025 Performance Goal | Performance Vesting Percentage | | Below Threshold Level | <2% | <2% | <2% | 0% | | Threshold Level | 2% | 2% | 2% | 50% | | Target Level | 5.7% | 5.7% | 5% | 100% | | Maximum Level | 7% | 7% | 7% | 150% |

  110. PSU Vesting For Equity Grants

    | If... | Then... | | Growth in annual organic revenue over prior year is between threshold and target levels | Performance vesting percentage is determined by extrapolating between threshold level— anchor points of 3% annual organic revenue growth (with a 70% performance vesting percentage) and 4% annual organic revenue growth (with an 85% performance vesting percentage)—and target level. | | Growth in annual organic revenue over prior year is between target and maximum levels | Performance vesting percentage is determined by linear interpolation between target level and maximum level. | | Target performance in a particular year is not attained but the Company achieves its cumulative goal (an average three-year annual organic revenue growth rate of at least target level) | Additional PSUs will vest on the third anniversary of the grant date (as though the performance goal for the fiscal year was achieved at target level). |

  111. PSU Grant Vesting Based on 2025 Performance Results

    PSU Grant Vesting Based on 2025 Performance Results 2025 was a pivotal year in our transformation. We drove tangible operational progress while continuing to deliver for our customers and patients. We experienced strong demand for our differentiated portfolio of leading brands and have begun to make important strategic investments in our quality management systems processes and capacity expansion of our facilities and equipment to meet increasing demand and support future growth. Notwithstanding these achievements, in February 2026, the Compensation Committee determined that the Company did not exceed the threshold goal level set with respect to the Company's growth in annual organic revenue for fiscal year 2025 for the PSUs granted in 2023, 2024 and 2025. Accordingly, the portions of such grants eligible to vest in 2026 based on the Company's performance in fiscal 2025 did not vest.

  112. PSU Grant Vesting Based on 2025 Performance Results

    | | 2023 Grant (Year 3 Vesting) | 2024 Grant (Year 2 Vesting) | 2025 Grant (Year 1 Vesting) | | Baseline (Fiscal 2024 Revenue Achievement) | $1,611 | $1,611 | $1,611 | | Threshold | 2% | 2% | 2% | | Target | 5.7% | 5.7% | 5% | | Maximum | 7% | 7% | 7% | | Fiscal 2025 Revenue Achievement | $1,624 | $1,624 | $1,624 | | Organic Revenue Growth(1) | (0.7)% | (0.7)% | (0.7)% | | ACTUAL VESTING PERCENTAGE | 0% | 0% | 0% |

  113. PSU Grant Vesting Based on 2025 Performance Results

    1.Organic revenue growth excludes $29.1M in inorganic revenue attributable to the Acclarent acquisition subsequent to the April 1, 2024 acquisition date.

  114. PSU Grant Vesting Based on 2025 Performance Results

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  115. PSU Grant Vesting Based on 2025 Performance Results

    Starting in 2026, we have transitioned from issuing RSAs and will replace with RSUs for the other NEOs to better align to market practice. We also suspended the use of stock options due to their high share usage negatively impacting our burn rate and long-term share pool sustainability. Transitioning to 50% PSUs and 50% RSUs allows us to maintain competitive pay while significantly reducing dilution and maintaining a similar performance-orientation of our annual equity program. Other Benefits

  116. Timing of Equity Grants

    Timing of Equity Grants Annual equity awards, including stock options, are typically granted during an open trading window following the Company’s earnings release for the prior fiscal year. For new hires, equity awards, including stock options, are typically granted on the first of the month following their hire. Under the ESPP, eligible employees, including the NEOs, may purchase shares at a discount, with purchase dates taking place on the last trading day of each fiscal year using payroll deductions accumulated during the prior twelve-month period. The Compensation Committee does not take material nonpublic information into account when determining the timing and terms of equity awards, including stock options, and the Company does not time the disclosure of material nonpublic information for the purpose of affecting the value of executive compensation. During fiscal 2025, no stock options were granted to the NEOs in the period beginning four business days before and ending one business day after the filing or furnishing of any Form 10-Q, Form 10-K or Form 8-K that disclosed material nonpublic information.

  117. Timing of Equity Grants

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  118. Impact of Accounting and Tax Requirements on Compensation

    Impact of Accounting and Tax Requirements on Compensation In structuring compensation arrangements, the Compensation Committee considers that Section 162(m) of the Code limits the deductibility of compensation paid to the CEO, CFO and other NEOs and certain other officers to $1.0 million per year, but their decisions are not driven by this limitation. We account for stock-based compensation in accordance with FASB ASC Topic 718, which requires us to recognize compensation expense for share-based payments (including non-qualified stock options, RSAs, RSUs, PSUs and other forms of equity compensation). The Compensation Committee regularly considers the accounting implications of significant compensation decisions, especially in connection with decisions that relate to equity compensation awards. As accounting standards change, we may revise certain programs to appropriately align accounting expenses of our equity awards with our overall executive compensation philosophy and objectives. Although the Compensation Committee generally considers the tax and accounting implications of its compensation decisions, the primary drivers for determining the amount and form of executive compensation are the attraction, motivation and retention of executive talent rather than the Internal Revenue Code or accounting requirements. Employment and Post-Employment Arrangements We do not have employment agreements with our NEOs other than Ms. Poul and our former President & Chief Executive Officer, Mr. De Witte.

  119. Change-in-Control Severance Agreements for Other Named Executive Officers

    Change-in-Control Severance Agreements for Other Named Executive Officers Effective January 1 through December 31, 2025, we adopted a change in control severance program (the “Program”) under which Ms. Knight and Messrs. Davis, McBreen, and Singh were participants. The Program provides for the payment of severance and other benefits to the executives in the event of a “qualifying termination,” which means a termination of employment with the Company without “cause” or by the executive for “good reason,” in either case, on or within two years following a “change in control” of the Company (each, as defined in the Program), which was the same under the expired change-in-control severance agreement. The Program does not provide for any excise tax gross-ups and has double-trigger cash payments. In the event of a qualifying termination, the Change-in-Control Severance Agreements provide for: •A lump sum payment equal to 1.5 times (or 2.0 times in the case of Ms. Knight) the sum of the executive’s annual base salary and target bonus; •A lump sum payment equal to a pro rata portion of the executive’s target annual bonus for the partial fiscal year in which the termination occurs; •Company-subsidized COBRA premium payments for up to eighteen months following the termination date; and •Company-paid outplacement services for up to twelve months following the termination date. The executive’s right to receive the severance payments and benefits described above is subject to his/her delivery and non-revocation of an effective general release of claims in favor of the Company. The Change-in-Control Severance Agreements clarified that to the extent the executive has not yet received his/her annual bonus for his/her prior year’s performance with the Company, the executive shall still receive such annual bonus for prior year performance at the time non-terminated employees receive such annual bonus if such payment is due. In addition, under the Change-in-Control Severance Agreements, to the extent that any change in control payment or benefit would be subject to an excise tax imposed in connection with Section 4999 of the Internal Revenue Code, such payments and/or benefits may be subject to a “best pay cap” if such reduction would result in a greater net after-tax benefit to the executive than receiving the full amount of such payments. The Program was renewed effective January 1, 2026 and will expire December 31, 2026 unless renewed again by the Compensation Committee. Upon the occurrence of a change in control, however, the term of the Program will automatically be extended until the two-year anniversary of the date on which the change in control occurs. In addition, if an executive participant incurs a qualifying termination during the term of the Program, the term automatically will be further extended until each party’s rights and obligations are fully satisfied.

  120. Change-in-Control Severance Agreements for Other Named Executive Officers

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  121. Executive Severance Plan for Other Named Executive Officers

    Executive Severance Plan for Other Named Executive Officers Effective February 24, 2026, we adopted the Integra LifeSciences Executive Separation Pay Plan (the “Executive Severance Plan”) which provides certain severance benefits to the Company’s Executive Leadership Team, including Ms. Knight and Messrs. Davis, McBreen, and Singh, upon a Qualifying Termination (as defined in the Executive Severance Plan). Severance benefits under the Executive Severance Plan include: •A cash severance payment equal to twelve (12) Months of Base Pay (the “Severance Payment”) payable over 12 months (the “Separation Period”). •A pro-rated bonus payment for the calendar year in which the relevant Qualifying Termination occurred in an amount equal to the actual bonus payment which would have been paid to the Participant had such Participant remained in continuous employment through the end of the calendar year of the bonus period and pro-rated based on the number of calendar days the Participant was employed by the Company during the calendar year of the Qualifying Termination, subject to (i) the Participant having remained continuously employed by the Company for a minimum of nine (9) months during the calendar year of the Participant’s Qualifying Termination and (ii) the funding of the Company, individual performance of the Employee and any additional eligibility criteria for such bonus payment. •For Participants enrolled in Company-sponsored medical, dental and/or vision coverage, payment in an amount equal to the Company’s contribution towards such health coverage, as in effect for similarly situated active employees (as applicable, based on the Participant’s enrollment status and covered dependents, if any) covering a period through the earlier of (x) the end of the Separation Period, or (y) the date the Participant becomes eligible for group medical care coverage through other employment benefits for them and their eligible dependents through the continuation of coverage provisions. •Eligibility for outplacement services during the Separation Period. The Severance Payment will be paid in substantially equal installments during the Separation Period. The Executive Severance Plan provides that none of a termination of employment for unsatisfactory job performance, voluntary resignation or retirement, termination due to death, or disability, termination in connection with a divestiture where continued employment is offered, or certain other terminations or separations as set forth in the Executive Severance Plan will be considered a Qualifying Termination under the terms of the Executive Severance Plan. Payment of benefits under the Executive Severance Plan is subject to: (i) the execution and non-revocation of a general release of claims, (ii) compliance with applicable post-employment restrictive covenants, (iii) applicable tax withholdings, and (iv) clawback in the event of a violation of the general release of claims.

  122. Executive Severance Plan for Other Named Executive Officers

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  123. Executive Severance Plan for Other Named Executive Officers

    COMPENSATION COMMITTEE REPORT We have reviewed and discussed with management the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K, which appears in this proxy statement. Based on this review and discussion, we have recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this proxy statement and incorporated into our 2025 Annual Report on Form 10-K. Respectfully submitted,

  124. Barbara B. Hill

    | Name and Principal Position (a) | Year (b) | Salary ($) (c) | Bonus(1) ($) (d) | Stock Awards(2) ($) (e) | Option Awards(2) ($) (f) | Non-Equity Incentive Plan Compensation (3) ($) (g) | Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) (h) | All Other Compensation (4) ($) (i) | Total ($) (j) | | Mojdeh Poul | 2025 | 1,009,616 | 350,438 | 5,219,868 | 2,250,011 | 174,563 | — | 371,056 | 9,375,551 | | President and Chief | | | | | | | | | | | Executive Officer and Director | | | | | | | | | | | Lea Knight | 2025 | 638,646 | 154,897 | 1,498,719 | 499,574 | 77,158 | — | 14,000 | 2,882,994 | | Executive Vice President and | 2024 | 616,662 | 281,942 | 1,584,589 | 428,189 | 220,284 | — | 13,800 | 3,145,466 | | Chief Financial Officer | 2023 | 295,385 | 350,000 | 1,000,000 | — | — | — | 27,762 | 1,673,147 | | Robert T. Davis, Jr | 2025 | 583,354 | 69,594 | 892,712 | 297,566 | 55,406 | | 14,000 | 1,912,633 | | Executive Vice President, | 2024 | 544,944 | 134,803 | 1,203,880 | 234,620 | 130,167 | — | 13,800 | 2,262,214 | | President, Tissue Technologies | 2023 | 515,990 | — | 670,392 | 223,439 | — | — | 13,062 | 1,422,883 | | Michael J. McBreen | 2025 | 643,750 | 212,405 | 1,327,764 | 442,583 | 72,776 | | 14,000 | 2,713,278 | | Executive Vice President, | 2024 | 638,702 | 222,705 | 1,627,799 | 442,584 | 215,045 | — | 13,455 | 3,160,291 | | President, Codman Specialty Surgical | 2023 | 598,077 | — | 1,789,174 | 429,701 | — | — | 13,200 | 2,830,152 | | Harvinder Singh | 2025 | 563,993 | 91,194 | 683,126 | 227,704 | 45,426 | — | 14,000 | 1,625,444 | | Executive Vice President, | 2024 | 511,088 | 134,310 | 1,375,853 | 258,610 | 129,690 | — | 214,631 | 2,624,181 | | President, International | | | | | | | | | | | Jan De Witte | 2025 | 42,308 | — | — | — | — | — | 240,372 | 282,679 | | Former President and Chief | 2024 | 968,998 | — | 4,500,045 | 1,500,012 | 491,250 | — | 34,363 | 7,494,668 | | Executive Officer and Director | 2023 | 875,467 | — | 4,125,076 | 1,375,013 | — | — | 13,200 | 6,388,756 |

  125. Payments upon Termination by the Company without Cause or by the Executive for Good Reason Outside the Context of a Change in Control

    Payments upon Termination by the Company without Cause or by the Executive for Good Reason Outside the Context of a Change in Control Ms. Poul's Employment Agreement provides for the following severance payments and benefits upon termination of employment by the Company without “Cause” or by Ms. Poul for “Good Reason” (each as defined in the Employment Agreement) outside the context of a change in control of the Company (as described more fully in the Employment Agreement): (i) a cash severance payment equal to 2.0 times her then-current annual base salary payable over the two-year period following such termination in accordance with the Company's customary payroll practices; and (ii) a monthly cash payment equal to Ms. Poul's monthly COBRA premium for up to 18 months following such termination. The De Witte Agreement provided for the following severance payments and benefits upon termination of employment by the Company without “Cause” or by Mr. De Witte for “Good Reason” (each as defined in the De Witte Agreement) outside the context of a change in control of the Company (as described more fully in the De Witte Agreement): (i) a cash severance payment equal to 2.0 times his then-current annual base salary payable over the two-year period following such termination in accordance with the Company's customary payroll practices; (ii) a monthly cash payment equal to Mr. De Witte's monthly COBRA premium cost for family health coverage for up to 18 months following such termination; and (iii) full accelerated vesting of the initial equity award. None of the unvested equity awards held by Ms. Knight and Messrs. Davis, McBreen and Singh will vest upon the termination of such individual by the Company without “Cause” or by the individual for “Good Reason” (as defined in the Agreements) nor does the terms of such Agreements entitle the individual to any additional payments or benefits.

  126. Payments upon Termination by the Company without Cause or by the Executive for Good Reason Outside the Context of a Change in Control

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  127. Payments upon Termination for Cause or by Executive without Good Reason

    Payments upon Termination for Cause or by Executive without Good Reason The Employment Agreement and the Agreements do not provide the applicable named executive officers with any payments or other benefits in the event of their termination of employment by the Company for cause or by the executive without good reason other than amounts accrued and owing, but not yet paid, as of the date of the executive’s termination of employment.

  128. Summary of Potential Payments

    Summary of Potential Payments The following table summarizes the payments that would be made by the Company to our NEOs (other than Mr. De Witte, whose amounts reflect what the Company has actually paid in 2025 in connection with his retirement as described above under "Retirement Benefits for Mr. De Witte") upon the events discussed above, assuming their termination of employment with the Company occurred on December 31, 2025 or a change in control of the Company occurred on December 31, 2025, as applicable.

  129. Summary of Potential Payments

    | Named Executive Officer | Termination Without Cause or With Good Reason (Before a Change In Control) | Death | Disability | Termination Without Cause, With Good Reason Death or Disability (“Double trigger” after a Change in Control) | | Mojdeh Poul | | | | | | Cash Severance | $2,100,000 | $1,050,000 | $— | $7,588,875 | | Continued Health & Other Benefits(1) | $— | $— | $— | $— | | Acceleration of Stock Options | $— | $— | $— | $— | | Acceleration of Other Grants | $— | $1,270,541 | $1,270,541 | $2,826,295 | | Total | $2,100,000 | $2,320,541 | $1,270,541 | $10,415,170 | | Lea Knight | | | | | | Cash Severance | $— | $— | $— | $3,029,611 | | Continued Health & Other Benefits(1) | $— | $— | $— | $— | | Acceleration of Stock Options | $— | $— | $— | $— | | Acceleration of Other Grants | $— | $613,312 | $613,312 | $1,328,207 | | Total | $— | $613,312 | $613,312 | $4,357,818 | | Robert T. Davis, Jr. | | | | | | Cash Severance | $— | $— | $— | $1,934,156 | | Continued Health & Other Benefits(1) | $— | $— | $— | $21,586 | | Acceleration of Stock Options | $— | $— | $— | $— | | Acceleration of Other Grants | $— | $397,552 | $397,552 | $849,689 | | Total | $— | $397,552 | $397,552 | $2,805,432 | | Michael J. McBreen | | | | | | Cash Severance | $— | $— | $— | $2,333,594 | | Continued Health & Other Benefits(1) | $— | $— | $— | $889 | | Acceleration of Stock Options | $— | $— | $— | $— | | Acceleration of Other Grants | $— | $508,363 | $508,363 | $1,239,441 | | Total | $— | $508,363 | $508,363 | $3,573,925 | | Harvinder Singh | | | | | | Cash Severance | $— | $— | $— | $1,707,750 | | Continued Health & Other Benefits(1) | $— | $— | $— | $34,475 | | Acceleration of Stock Options | $— | $— | $— | $— | | Acceleration of Other Grants | $— | $398,359 | $398,359 | $783,541 | | Total | $— | $398,359 | $398,359 | $2,525,765 | | Jan De Witte | | | | | | Cash Severance | $282,679 | $— | $— | $— | | Continued Health & Other Benefits(2) | $— | $— | $— | $— | | Acceleration of Stock Options | $— | $— | $— | $— | | Acceleration of Other Grants(2) | $— | $— | $— | $— | | Total | $282,679 | $— | $— | $— |

  130. Summary of Potential Payments

    1.The Company will pay Messrs. Davis, McBreen and Singh the difference between the monthly premium cost of COBRA health insurance and such executives’ personal monthly health insurance contributions that were in effect prior to such executives’ termination for up to 18 months following such executives’ termination date. Mses. Knight and Poul declined health, dental, and vision coverage in 2025. 2.Mr. De Witte declined to continue his health, dental, and vision insurance coverage during the Consulting Period. For information on vested and deferred RSUs, see the Nonqualified Deferred Compensation table. The value of vested awards is not included in this table.

  131. Summary of Potential Payments

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  132. Summary of Potential Payments

    CEO Pay Ratio Disclosure We are required by SEC rules and regulations to disclose the annual total compensation for our CEO, an estimate of the median annual total compensation for our worldwide employee population excluding our CEO, and the ratio of annual total compensation for our CEO to the annual total compensation for our median employee. As is permitted under the SEC rules, we identified a new estimated median employee because we reasonably believe the continued transformation of the Company would result in a significant change in our pay ratio disclosure for 2025. For the fiscal year ended December 31, 2025, the annual total compensation for our CEO was $9,375,551 as reported in the Summary Compensation Table and the annual total compensation for our median employee was $86,747 calculated in accordance with the rules applicable to the Summary Compensation Table. For the year ended December 31, 2025, we estimate the annual total compensation for our CEO was one hundred and ten (110) times that of our median employee. Because the SEC rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s annual total compensation allow companies to adopt a variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their compensation practices, our pay ratio disclosure is a reasonable estimate. In addition, the pay ratio reported by other companies in our peer group may not be comparable to the pay ratio reported above, as these other companies may have different employment and compensation practices and may utilize different methodologies, exclusions, estimates and assumptions in calculating their own pay ratios. For purposes of identifying our median employee, we used our worldwide employee population as of October 1, 2025. As permitted by SEC rules and regulations, we excluded all of our employees in China (159 employees), India (27) and in the Republic of Korea (9 employees) because they account for 5% or less of Integra’s total U.S. and non-U.S. employee population. By excluding these employees, we reduced the total number of our U.S. and non-U.S. employees considered in determining the median employee from 4,397 to 4,202. We used income (full year actual 2025 base pay earnings, bonus, commission and overtime) as reported for federal income tax purposes for employees employed in the United States and an equivalent measure for employees employed in foreign jurisdictions for the 12-month period ending December 31, 2025 as our consistently applied compensation measure, and we annualized this amount for employees who commenced employment during that period. We applied this methodology to our worldwide employee population and did not use any form of statistical sampling.

  133. Summary of Potential Payments

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  134. Summary of Potential Payments

    Pay Versus Performance Disclosure As described in more detail in the CD&A section of this proxy statement, our executive compensation programs reflect a pay-for-performance philosophy with the majority of the President and CEO and other NEOs total compensation opportunity being "at-risk". We generally seek to incentivize long-term performance and do not specifically align annual performance measures with “compensation actually paid” (as computed in accordance with Item 402(v) of Regulation S-K) for a particular year.

  135. 2025 Pay Versus Performance Table

    2025 Pay Versus Performance Table The following table (the "PvP Table") reports the compensation of our Principal Executive Officer ("PEO") and the average compensation of the other Named Executive Officers ("Non-PEO NEOs") as reported in the Summary Compensation Table for the past five fiscal years, as well as their "compensation actually paid," as calculated pursuant to the recently adopted SEC rules and certain performance measures required by the rules. The disclosure in this section is not incorporated by reference to Part III of the Company's Annual Report on Form 10-K for the year ended December 31, 2025. The Compensation Committee did not consider the pay versus performance data presented below in making its pay decisions for any of the years shown.

  136. 2025 Pay Versus Performance Table

    | | | | | | | | | | Value of Initial Fixed $100 Investment Based On: | | | Company Selected Measure | | Year (a) | Summary Compensation Table total for PEO (Mojdeh Poul) (b) | Summary Compensation Table total for PEO (Jan De Witte) (b) | Summary Compensation Table total for PEO (Peter J. Arduini) (b) | Compensation Actually Paid to PEO (Mojdeh Poul) (c) | Compensation Actually Paid to PEO (Jan De Witte) (c) | Compensation Actually Paid to PEO (Peter J. Arduini) (c) | Average Compensation Table Total for Non-PEO NEOs1 (d) | Average Compensation Actually Paid to Non-PEO NEOs2 (e) | Total Shareholder Return3 (f) | Peer Group Total Shareholder Return3 (g) | Net Income4 (millions) (h) | Revenue5 (millions) (i) | | 2025 | $9,375,551 | $282,680 | n/a | $4,257,966 | -$1,256,991 | n/a | $2,283,587 | $829,351 | $19.13 | $122.62 | $(516.8) | $1,635.2 | | 2024 | | $7,494,668 | n/a | | -$217,835 | n/a | $2,798,038 | $1,308,167 | $38.92 | $137.50 | $(6.9) | $1,610.5 | | 2023 | | $6,388,756 | n/a | | $3,054,450 | n/a | $1,760,212 | $1,195,328 | $74.73 | $137.80 | $67.7 | $1,542.6 | | 2022 | | $9,319,913 | n/a | | $8,467,260 | n/a | $2,971,115 | $2,080,890 | $96.21 | $134.10 | $180.6 | $1,593.3 | | 2021 | | $251,773 | $9,839,221 | | $251,773 | $12,933,775 | $2,503,086 | $3,093,831 | $114.95 | $145.30 | $169.1 | $1,542.4 |

  137. 2025 Pay Versus Performance Table

    1.The PEO and Non-PEO NEOs for the applicable years are as follows: •2025: Ms. Poul and Mr. De Witte served as PEO and Ms. Knight and Messrs. Davis, McBreen and Singh served as Non-PEO NEOs •2024: Mr. De Witte served as PEO and Ms. Knight and Messrs. Davis, McBreen and Singh served as Non-PEO NEOs •2023: Mr. De Witte served as PEO and Mses. Knight and Anderson and Messrs. Davis, McBreen, Mosebrook and Schwartz served as Non-PEO NEOs •2022: Mr. De Witte served as PEO and Ms. Anderson and Messrs. Davis, McBreen, Schwartz and Coleman served as Non-PEO NEOs •2021: Mr. De Witte and Mr. Peter J. Arduini served as PEO and Ms. Anderson and Messrs. Davis, McBreen and Coleman served as Non-PEO NEOs

  138. 2025 Pay Versus Performance Table

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  139. 2025 Pay Versus Performance Table

    2.The table below provides the adjustments to the Summary Compensation Table total compensation made to arrive at the compensation actually paid for the PEO and the average of the Non-PEO NEOs:

  140. 2025 Pay Versus Performance Table

    | | 2021 | | 2022 | 2023 | 2024 | 2025 | | | Adjustments | Former PEO (Jan De Witte) | Former PEO (Peter J. Arduini) | Former PEO (Jan De Witte) | Former PEO (Jan De Witte) | Former PEO (Jan De Witte) | Former PEO (Jan De Witte) | PEO (Mojdeh Poul) | | Total Compensation reported in SCT | $251,773 | $9,839,221 | $9,319,913 | $6,388,756 | $7,494,668 | $282,680 | $9,375,551 | | Deduction for Stock and Options Awards reported in SCT | | $(7,250,113) | $(7,500,107) | $(5,500,089) | $(6,000,057) | $— | $(7,469,879) | | Deduction for Change in Pension Value and Nonqualified Deferred Compensation Earnings Value reported in SCT | $— | $— | $— | $— | $— | $— | $— | | Increase by FV of Awards Granted during Applicable FY that Remain Unvested as of Applicable FY End, Determined at Applicable FY End | $— | $5,560,371 | $6,647,453 | $3,775,014 | $2,061,023 | $— | $2,352,294 | | Increase by FV of Awards Granted during Applicable FY that Vested during Applicable FY, Determined at Vesting Date | $— | $2,862,580 | $— | $34,449 | $7,425 | $— | $— | | Increase or Decrease by Change in FV of Outstanding Unvested Prior FY Awards that Remain Unvested at Applicable FY End as Compared to FV as of Prior FY End | $— | $1,476,527 | $— | $(1,412,612) | $(3,157,933) | $(1,480,679) | $— | | Increase or Decrease by Change in FV of Prior FY Awards that Vested During the Applicable FY as of vesting date as compared to FV as of Prior FY End | $— | $445,188 | $— | $(231,068) | $(622,961) | $(58,993) | $— | | Deduction of FV of Prior FY Awards as of Prior FY End that were forfeited during Applicable FY (N/A) | $— | $— | $— | $— | $— | $— | $— | | Increase by amount of dividends paid on unvested awards during applicable FY prior to vesting date (N/A) | $— | $— | $— | $— | $— | $— | $— | | Increase by incremental fair value of Options/SARs modified during applicable FY (N/A) | $— | $— | $— | $— | $— | $— | $— | | Increase by Change in Pension Service Costs (N/A) | $— | $— | $— | $— | $— | $— | $— | | Increase by Above-Market or Preferential Earnings on Deferred Compensation that is Not Tax-Qualified | $— | $— | $— | $— | $— | $— | $— |

  141. 2025 Pay Versus Performance Table

    | 70 | 2026 Proxy Statement |

  142. 2025 Pay Versus Performance Table

    | | 2021 | 2022 | 2023 | 2024 | 2025 | | Adjustments | Average for Other NEOs | Average for Other NEOs | Average for Other NEOs | Average for Other NEOs | Average for Other NEOs | | Total Compensation reported in SCT | $2,503,086 | $2,971,115 | $1,760,212 | $2,798,038 | $2,283,587 | | Deduction for Stock and Options Awards reported in SCT | $(1,477,260) | $(1,859,455) | $(1,188,985) | $(1,789,031) | $(1,467,437) | | Deduction for Change in Pension Value and Nonqualified Deferred Compensation Earnings Value reported in SCT | $— | $— | | $— | $— | | Increase by FV of Awards Granted during Applicable FY that Remain Unvested as of Applicable FY End, Determined at Applicable FY End | $1,725,068 | $1,402,280 | $944,464 | $988,278 | $642,724 | | Increase by FV of Awards Granted during Applicable FY that Vested during Applicable FY, Determined at Vesting Date | $— | $106,875 | $— | $— | $— | | Increase or Decrease by Change in FV of Outstanding Unvested Prior FY Awards that Remain Unvested at Applicable FY End as Compared to FV as of Prior FY End | $279,824 | $(288,653) | $(285,475) | $(563,684) | $(593,733) | | Increase or Decrease by Change in FV of Prior FY Awards that Vested During the Applicable FY as of vesting date as compared to FV as of Prior FY End | $63,113 | $(251,272) | $(34,887) | $(125,434) | $(35,790) | | Deduction of FV of Prior FY Awards as of Prior FY End that were forfeited during Applicable FY (N/A) | $— | $— | $— | $— | $— | | Increase by amount of dividends paid on unvested awards during applicable FY prior to vesting date (N/A) | $— | $— | $— | $— | $— | | Increase by incremental fair value of Options/SARs modified during applicable FY (N/A) | $— | $— | $— | $— | $— | | Increase by Change in Pension Service Costs (N/A) | $— | $— | $— | $— | $— | | Increase by Above-Market or Preferential Earnings on Deferred Compensation that is Not Tax-Qualified | $— | $— | $— | $— | $— |

  143. 2025 Pay Versus Performance Table

    3.Reflects cumulative total shareholder return (“TSR”) of the Company and of the S&P 500 Healthcare Equipment & Services Industry Index for the year ended December 31, 2021, the two-years ended December 31, 2022, the three years ended December 31, 2023, the four years ended December 31, 2024 and the five years ended December 31, 2025, assuming a $100 investment at the closing price on December 31, 2019 and the reinvestment of all dividends. 4.This column presents the Company's consolidated net income as reported in our Form 10-K for each covered year. 5.We determined Revenue to be the most important financial performance measure used to link Company performance to Compensation Actually Paid to our PEO and Non-PEO NEOs in 2022, 2023, 2024, and 2025. This performance measure may not have been the most important financial performance measure for year 2021 and we may determine a different financial performance measure to be the most important financial performance measure in future years. Revenue for annual bonus pool purposes is defined as reported revenue adjusted for foreign exchange impact against budget and may exclude or include certain transactions depending on their timing, such as acquisitions or divestitures, if these items were not included in the performance target. See "Appendix A - Reconciliation of Annual Cash Bonus Program Performance Metrics".

  144. 2025 Pay Versus Performance Table

    | 2026 Proxy Statement | 71 |

  145. Compensation Actually Paid Versus Company Performance

    Compensation Actually Paid Versus Company Performance The following charts provide a clear, visual depiction of the relationships between the compensation actually paid for our PEO and the average compensation actually paid for our Non-PEO NEOs, to aspects of Integra's financial performance.

  146. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company TSR and Peer Group TSR

    PEO and Average Non-PEO NEO Compensation Actually Paid vs Company TSR and Peer Group TSR

  147. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company TSR and Peer Group TSR

    | 72 | 2026 Proxy Statement |

  148. PEO and Average Non-PEO NEO Compensation Actually Paid vs GAAP Net Income

    PEO and Average Non-PEO NEO Compensation Actually Paid vs GAAP Net Income

  149. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

  150. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    | 2026 Proxy Statement | 73 |

  151. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    EQUITY COMPENSATION PLAN INFORMATION The following table provides information as of December 31, 2025 regarding existing compensation plans (including individual compensation arrangements) under which equity securities of the Company are authorized for issuance:

  152. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    | Plan Category | Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights | Weighted–Average Exercise Price of Outstanding Options, Warrants and Rights | Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans(1) | | Equity compensation plans approved by stockholders | 3,471,553(2) | 42.73(3) | 6,452,491(4) | | Total | 3,471,553 | 42.73 | 6,452,491 |

  153. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    1.Excludes securities to be issued upon the exercise of outstanding options, warrants and rights. 2.Consists of (a) 279,553 shares of common stock underlying unvested Restricted Stock Units, (b) 72,703 shares of common stock underlying vested and deferred Restricted Stock Units, (c) No shares of common stock underlying outstanding unvested contract stock, (d) 615,365 shares of common stock underlying outstanding unvested options, (e) 1,764,821 shares underlying unvested Performance Stock Units, (f) no shares of common stock underlying vested and deferred Performance Stock Units, (g) no shares of common stock underlying vested and deferred contract stock and (h) 739,111 shares of common stock underlying outstanding vested options. Of these amounts, the following securities are issuable under the 2003 Plan: (a)279,553 shares of common stock underlying unvested Restricted Stock Units, (b) 72,703 shares of common stock underlying vested and deferred Restricted Stock Units, (c) 1,764,821 shares of common stock underlying outstanding Performance Stock Units, (d) no shares underlying vested and deferred Performance Stock Units, (e) no shares of common stock underlying contract stock and (f) 1,354,476 shares of common stock underlying outstanding options. Performance Stock Units granted in March 2023, March 2024 & March 2025 which are vesting in March 2026 are calculated at 0% of Target. 3.Excluding the Restricted Stock Units, Performance Stock Units and contract stock, the weighted average exercise price is $42.73. 4.Consists of 1,832,176 shares of common stock which remain available for issuance under the Employee Stock Purchase Plan and, 4,620,315 shares which remain available for issuance under the 2003 Equity Incentive Plan.

  154. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    | 74 | 2026 Proxy Statement |

  155. PEO and Average Non-PEO NEO Compensation Actually Paid vs Company Selected Measure

    CERTAIN RELATIONSHIPS AND RELATED PERSON TRANSACTIONS

  156. Director Compensation Limit

    Director Compensation Limit The Plan limits the aggregate value of cash or other compensation and equity-based awards for any non-employee director for such director’s service as a non-employee director during any fiscal year to $750,000.

  157. Director Compensation Limit

    | 2026 Proxy Statement | 85 |