DEF 14A of Carpenter Technology Corp, Sep 12, 2025

DEF 14A of Carpenter Technology Corp

Filed Sep 12, 2025 · FY20250001193125-25-202215

Open on EDGAR

  1. of Stockholders

    | Proxy Summary | 6 | Directors, Nominees and Management Stock Ownership | 36 | | Proposal No. 1 – Election of Directors | 10 | Director Compensation | 38 | | Nomination Process and Criteria for Selection | 10 | Fiscal Year 2025 Director Compensation Table | 40 | | Board Diversity and Experience | 11 | Proposal No. 2 – Ratification of Appointment of Independent Registered Public Accounting Firm | 41 | | Nominees | 12 | Audit/Finance Committee Report | 43 | | Corporate Governance | 24 | Proposal No. 3 – Advisory Vote to Approve the Compensation of Our Named Executive Officers | 44 | | Board Information | 24 | Human Capital Management Committee Report | 45 | | Majority Voting Standard for Election of Directors | 24 | Compensation Discussion and Analysis (Table of Contents) | 46 | | Board Independence | 24 | Executive Compensation (Table of Contents) | 70 | | Board Leadership Structure | 24 | General Information | 93 | | Meetings of the Board, Committees and Independent Directors | 25 | Why We Solicit Proxies | 93 | | Board Committees | 26 | Method and Cost of Solicitation | 93 | | Board of Directors’ Role in Risk Oversight | 28 | Who Can Vote | 93 | | Stockholder Engagement and Communication with the Board | 29 | How to Vote | 93 | | Transactions with Related Parties | 30 | Broker Non-Votes and Abstentions | 94 | | Compensation Committee Interlocks and Insider Participation | 30 | Quorum and Required Votes | 95 | | Corporate Responsibility and Sustainability | 31 | Stockholder Nominations to the Board of Directors | 95 | | Sustainability Overview | 31 | 2026 Stockholder Proposals | 95 | | Environmental | 31 | Householding of Proxy Materials | 96 | | Safety | 33 | Where You Can Find More Information | 96 | | Social | 33 | Other Matters | 96 | | Governance Policies and Practices | 33 | Appendix: Reconciliation of GAAP and Non-GAAP Financial Measures | 97 | | Security Ownership of Principal Beneficial Owners | 35 | | |

  2. Election of Directors

    Election of Directors Carpenter Technology has a strong Board, bringing diverse experience and perspectives in areas vital to our business as a global leader in high-performance, specialty alloy materials and process solutions for critical applications in the aerospace and defense, medical, energy, transportation, and industrial and consumer end-use markets. Our Board is currently comprised of twelve directors (and will be comprised of eleven directors immediately prior to the Annual Meeting of Stockholders (the "Annual Meeting") due to the retirement of one director) that serve in three classes, with each class serving for three-year terms. The term of office of one class of directors expires each year at the Annual Meeting. Dr. Viola L. Acoff, Stephen M. Ward, Jr. and Howard H. Yu have been re-nominated for election at the 2025 Annual Meeting of Stockholders to serve for an additional term. If elected, their terms will expire at the 2028 Annual Meeting. Unless otherwise directed by the stockholders, the shares represented by proxies will be voted for the three nominees. Each nominee has consented to being nominated as a director and is expected to serve as a director if elected. Majority voting standard: Generally, directors will be elected by a majority of the votes cast. In the event of a contested election, where the number of candidates exceeds the number of directors to be elected, directors will be elected by a plurality of the votes cast. Resignation policy: If an incumbent director fails to obtain the required majority vote in an uncontested election, that director must promptly tender a resignation to the Board. The Corporate Governance Committee will recommend to the Board whether to accept or reject the resignation. The Board will then decide whether to accept or reject the resignation and publicly disclose its decision within 90 days following certification of the election results. Mandatory retirement policy: All non-management directors must retire at the Annual Meeting of Stockholders that occurs after the director attains age 75, unless the Board determines there are extraordinary circumstances that warrant a longer tenure. A management director (officer of Carpenter Technology) must retire from the Board at the Annual Meeting of Stockholders that occurs after the management director attains age 65, unless otherwise provided by resolution of the Board. I. Martin Inglis, Chairman of the Board of Directors, will have attained the mandatory retirement age as of the Company's 2025 Annual Meeting and will retire from the Board immediately before the meeting.

  3. Nomination Process and Criteria for Selection

    Nomination Process and Criteria for Selection The Board’s Corporate Governance Committee is responsible for identifying and recommending qualified individuals to become members of the Board of Directors. Candidates are considered for nomination based upon various criteria, including their general training and experience in business, science, engineering, finance or administration, and their personal integrity and judgment. The Corporate Governance Committee will review and consider any candidates for director recommended by a stockholder of record who is entitled to vote at an annual meeting and who satisfies the notice, information and consent provisions set forth in Carpenter Technology’s By-Laws. The Corporate Governance Committee will use the same evaluation criteria and process for director nominees recommended by stockholders as it uses for other director nominees. The Corporate Governance Committee functions pursuant to a written charter that was adopted and is reviewed annually by the Board. A copy of the charter is posted on Carpenter Technology’s website at https://ir.carpentertechnology.com/governance/committee-charters. In evaluating candidates to recommend to the Board of Directors, the Corporate Governance Committee considers whether a candidate enhances the diversity of the Board. The Corporate Governance Committee considers a number of characteristics, including each candidate’s professional background and capabilities, knowledge of specific industries, and experience working outside the United States. We believe the foremost responsibility of a Carpenter Technology director is to represent the interests of stockholders, which requires directors to have time available to devote to Board activities. Accordingly, Carpenter Technology seeks to attract and retain highly qualified directors who have sufficient time to attend to their substantial duties and responsibilities to the Company. Carpenter Technology believes there should be mostly independent directors on the Board, and it is our policy to avoid nominating outside professionals, such as lawyers, investment bankers, or accountants, whose firms provide services to the Company.

  4. Nomination Process and Criteria for Selection

    | 10 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  5. Board Diversity and Experience

    Board Diversity and Experience Our Board of Directors brings diverse experience and perspectives to areas critical to our business. Their collective knowledge ensures appropriate management and risk oversight and supports our strategy of long-term sustainable stockholder value creation.

  6. Board Diversity and Experience

    | Director Name: | Acoff | Beck | Hart | Inglis | Karol | Ligocki | McLane | Pritchett | Thene | Ward | Younessi | Yu | | Knowledge, Skills and Experience | | | | | | | | | | | | | | CEO Experience - Chief Executive Officer experience demonstrating a practical understanding of strategy, risk management, business operations and talent development. | | | | | ● | ● | | | ● | ● | | | | CFO Experience - Chief Financial Officer experience demonstrating an in-depth understanding of financial management, financial reporting and capital allocation processes. | | ● | | ● | | | ● | | ● | | | ● | | Key Industry Experience - Provides valuable, in-depth knowledge of our industry and/or the end-use markets we serve, with a detailed understanding of our business challenges and opportunities. | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | | Operational Manufacturing Experience - Experience and practical understanding of the development and implementation of our business plan and the risks and opportunities that can impact our operations and strategies. | | | | ● | ● | ● | | ● | ● | | ● | | | Financial Experience - Experience in, and an understanding of, financial reporting and accounting processes, resulting in proficiency in financial management and reporting, capital allocation, and internal controls. | | ● | | ● | ● | ● | ● | ● | ● | ● | ● | ● | | Strategy Experience - Experience in allocation of capital and designing and implementing new initiatives to grow a business and create stockholder value. | | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | ● | | International Experience - Experience in working in global markets and understanding the nuances of international business environments. | | ● | | ● | ● | ● | ● | ● | ● | ● | ● | ● | | R&D or Innovation Experience - Experience in technology-related business, technological functions or implementing innovative technological business strategies, as well as an understanding of emerging technology trends. | ● | | ● | ● | | | | ● | | ● | ● | | | Age/Board Tenure | | | | | | | | | | | | | | Average Age: 63 | 58 | 63 | 46 | 74 | 71 | 68 | 72 | 52 | 64 | 70 | 60 | 53 | | Average Years on the Board: 8 | 6 | 0 | 6 | 22 | 13 | 8 | 5 | 2 | 10 | 24 | 4 | 1 | | Gender | | | | | | | | | | | | | | Female | ✓ | ✓ | | | | ✓ | | ✓ | | | | | | Male | | | ✓ | ✓ | ✓ | | ✓ | | ✓ | ✓ | ✓ | ✓ | | Race/Ethnicity | | | | | | | | | | | | | | Asian | | | | | | | | | | | | ✓ | | Black/African American | ✓ | | | | | | | | | | | | | Middle Eastern | | | | | | | | | | | ✓ | | | White/Caucasian | | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | | |

  7. Board Diversity and Experience

    | | FOR | The Board of Directors recommends that you vote FOR the election of Dr. Viola L. Acoff, Stephen M. Ward, Jr. and Howard H. Yu. |

  8. Board Diversity and Experience

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 11 |

  9. Nominees

    Nominees

  10. Nominees

    | Dr. Viola L. Acoff Dr. Acoff is the Dean of the School of Engineering and Professor of Mechanical Engineering at the University of Mississippi, a position she has held since July 2023. From 2014 through June 2023, Dr. Acoff was the Associate Dean for Undergraduate and Graduate Programs and Professor of Metallurgical Engineering at The University of Alabama, where she served nearly 30 years on the faculty in the College of Engineering and in various administrative positions. She is the 2025 Vice President of The Minerals, Metals & Materials Society (TMS) and will be the 2026 TMS President. She received a Doctor of Philosophy in Materials Engineering and holds graduate and undergraduate degrees in the same field. All degrees were earned at the University of Alabama at Birmingham. Dr. Acoff also serves on the TMS Board of Directors and on the Board of Trustees for the Four Little Girls Memorial Fund. She holds multiple awards, honors, and publications. These skills and experiences led to the conclusion that Dr. Acoff should be re-elected to serve as a director of the Company. | | Dean of the School of Engineering and Professor of Mechanical Engineering at the University of Mississippi AGE DIRECTOR SINCE 58 2019 COMMITTEES ▶ Science, Technology and Sustainability (Co-Chair) ▶ Corporate Governance ▶ Human Capital Management CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Innovation Experience ▶ Research and Development ▶ Intellectual Property | Dr. Acoff’s qualifications include, among other things, her expertise in additive manufacturing, advanced materials, welding metallurgy, physical metallurgy and materials characterization. Additionally, Dr. Acoff’s strong background as a professor in the metallurgical and materials area enables her to contribute valuable knowledge to our Board. | |

  11. Nominees

    | 12 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  12. Nominees

    | Stephen M. Ward, Jr. Mr. Ward is the retired President and Chief Executive Officer of Lenovo Corporation, the international computer company formed by the acquisition of IBM’s PC business by Lenovo. Mr. Ward is a member of the founding team of C3.ai, the leading developer of Artificial Intelligence enterprise platforms and serves as a board member and Compensation Committee Chairperson. He has served on the Board of Directors of Sprinklr, Inc., an artificial intelligence Customer Experience Management company since January 2025. Prior to joining Lenovo, Mr. Ward was Senior Vice President and General Manager of IBM’s Personal Systems Group, responsible for the Personal Computing Division, the Retail Store Solutions Division, and the Printing Systems Division. In his 26-year career with IBM, he also served as IBM’s Chief Information Officer, and IBM Vice President of Business Transformation, directing business process and information technology investments. Mr. Ward was also General Manager of IBM’s Global Industrial Sector, responsible for the marketing, sales, and service of IBM products and services to all manufacturing and industrial companies worldwide and General Manager of the IBM ThinkPad product lines. Mr. Ward began his career at IBM as an engineer in the Storage Products Division. He held various management positions in manufacturing, production control, and project development for disk drive, tape, and optical storage projects and software development, and was also an assistant to the IBM Chairman. Previously, he held positions on the boards of Lenovo, E-Ink, E2open, where he was a co-founder, QDVision, KLX Aerospace, KLXE Energy, Molekule, and Vonage Holdings. Mr. Ward earned a BS degree in Mechanical Engineering from California Polytechnic State University at San Luis Obispo. These skills and experiences led to the conclusion that Mr. Ward should be re-elected to serve as a director of the Company. | | Retired President and Chief Executive Officer, Lenovo Corporation AGE DIRECTOR SINCE 70 2001 COMMITTEES ▶ Corporate Governance (Chair) ▶ Human Capital Management ▶ Science, Technology and Sustainability CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 2 ▶ C3.ai ▶ Sprinklr, Inc. | | Qualifications | | | | ▶ Chief Executive Officer ▶ Chief Information Officer ▶ Information Technology and Digital Transformation ▶ Innovation Experience ▶ International Experience ▶ Financial Experience | Mr. Ward’s qualifications include, among other things, his broad executive experience and focus on General Management, Digital Transformation, Cyber, and Product and Services innovation, which enable him to share with the Board valuable perspectives on a variety of issues relating to management, strategic planning, tactical capital investments, and international growth. | |

  13. Nominees

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 13 |

  14. Nominees

    | Howard H. Yu Mr. Yu brings more than 25 years of financial leadership experience in large multinational organizations. Mr. Yu was most recently the Executive Vice President, Chief Financial Officer for Ball Corporation, a supplier of innovative, sustainable aluminum packaging solutions for beverage, personal care, and household products customers, a position he held from 2023 to 2025. Prior to his role at Ball, Mr. Yu served as Senior Vice President and Chief Financial Officer for Envista, a publicly traded global company and spin-off of Danaher, from 2019 to 2023. Throughout his 22-year Danaher and Envista career, Mr. Yu served as Chief Financial Officer for multiple global divisions in Asia, Europe, and Latin America, where he led successful M&A and systems transformations through varied global economic environments to drive shareholder value creation. Prior to joining Danaher, he worked in finance at Hewlett-Packard and as Senior Auditor at Deloitte & Touche. Mr. Yu earned his Bachelor of Arts degree in Economics/Business from the University of California, Los Angeles, and an MBA from the University of Southern California. Mr. Yu is also a Certified Public Accountant in the state of California (inactive) and is a member of the AICPA. These skills and experiences led to the conclusion that Mr. Yu should be re-elected to serve as a director of the Company. | | Former Executive Vice President, Chief Financial Officer - Ball Corporation AGE DIRECTOR SINCE 53 2024 COMMITTEES ▶ Audit/Finance ▶ Science, Technology and Sustainability CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Operational Manufacturing Experience ▶ Financial Experience ▶ Strategic Experience ▶ International Experience | Mr. Yu's qualifications include, among other things, his extensive financial expertise and background as a Chief Financial Officer in the public sector, as well as operational manufacturing, strategic and international experience. | |

  15. Nominees

    | 14 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  16. Nominees

    | Steven E. Karol Mr. Karol is Managing Partner and founder of Watermill Group, a private investment firm specializing in strategic and operational management. He serves on the Boards of private companies owned by the Watermill Group, including Cooper and Turner, LTD., Beck Industries, Weston Industries, Musser Lumber Company and ENBI Global, Inc. Additionally, Mr. Karol is Chairman of the Board and CEO of HMK Enterprises, Inc., a privately-held investment company. From 2006 through February 2012, Mr. Karol served as a Director of Latrobe Specialty Metals, Inc. (“Latrobe”), a manufacturer and distributor of high-performance materials, which was partially owned by the Watermill Group during this time period and was acquired by Carpenter Technology in February 2012. Mr. Karol is currently a member of the Board of Advisors of The Walter Group. He has also served as Chairman of the Board at Mooney Aircraft Company, Director and Chairman of the Audit Committee at StockerYale, and as a Director for Jeepers! Inc., Intelligent Energy Limited, Inter-Tel Corp., Superior Tubes, and Fine Tubes. Mr. Karol is currently a member of the Young President’s Organization-Gold and has served as a member of the leadership team for this organization. During this time, Mr. Karol served on the International Board of Directors (1991–2001), Chairman of Strategic Planning (1993–1996), and as International President (1998–1999). He is currently on the board and the executive committee of Chief Executives Organization, where he serves as International Vice President of Education. He is currently a trustee of Tufts University. He received the 2009 Tufts Distinguished Service Award. He is also past Chairman of the Board of Trustees of Vermont Academy and a recipient of the Condit Cup award. He is a Director Emeritus at the National Brain Tumor Society. In addition, he is a co-founder and President of the Herbert M. Karol Cancer Foundation. He formerly served as a member of the Board of Overseers of the Boston Symphony Orchestra, and he is a Trustee Emeritus of the Boston Ballet. These skills and experiences led to the conclusion that Mr. Karol should serve as a director of the Company. | | Managing Partner, Watermill Group; Chairman and Chief Executive Officer, HMK Enterprises, Inc. AGE DIRECTOR SINCE 71 2012 COMMITTEES ▶ Strategy (Chair) ▶ Corporate Governance ▶ Human Capital Management CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Chief Executive Officer ▶ Key Industry Knowledge ▶ Strategic Experience ▶ Financial Experience | Mr. Karol’s qualifications include, among other things, his extensive business experience and experience as a Chief Executive Officer and Chairman of the Board, which enable him to contribute to the Board’s operational and growth initiatives. In addition, Mr. Karol’s experience as a Director of Latrobe (a wholly owned subsidiary of Carpenter Technology) enhances his contributions to the Board, particularly with respect to his industry knowledge and expertise. | |

  17. Nominees

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 15 |

  18. Nominees

    | Charles D. McLane, Jr. Mr. McLane served as the Executive Vice President and Chief Financial Officer of Alcoa Corporation from 2007 to 2013. As Chief Financial Officer, he had accountability for Alcoa’s Finance organization, which included Treasury, Controllership, Pension, Investor Relations, Tax, Audit and Financial Planning & Analysis. He was also responsible for the Global Business Service group, which provides IT, purchasing and business support services globally. Mr. McLane joined Alcoa in 2000 as Director of Investor Relations, following Alcoa’s acquisition of Reynolds Metals Company. Two years later, he was appointed Vice President and Corporate Controller, which also had responsibility for Alcoa Business Support Services. He also had accountability for Alcoa’s transactional service functions, including procurement, financial shared services, environment, health and safety services, and corporate aircraft operations. Prior to joining Alcoa, Mr. McLane worked for Reynolds Metals for 27 years serving in a series of financial assignments, including Division Controller, Director of Finance and Administration for Reynolds’ Global Can business unit, Assistant Controller and Assistant Treasurer. Mr. McLane currently serves on the board of Motion & Control Enterprises (MCE), a private company owned by Frontenac Company, a private equity firm specializing in strategic and operational management. Mr. McLane has served on the board of directors of the Alcoa Foundation, Alcoa World Alumina, and the National Board of Directors for the Girl Scouts of the USA. Previously, he was a member of the Conference Board’s Council of Financial Executives Institute and a member of the CFO Board Academy, as well as a member of the board of Sapa AB. Mr. McLane earned both a bachelor’s and a master’s degree in Accounting from Virginia Commonwealth University. He also attended the Executive Programs at the University of Virginia’s Darden School of Business and the Wharton School of Business at the University of Pennsylvania. These skills and experiences led to the conclusion that Mr. McLane should serve as a director of the Company. | | Former Executive Vice President and Chief Financial Officer – Alcoa Corporation AGE DIRECTOR SINCE 72 2020 COMMITTEES ▶ Audit/Finance (Chair) ▶ Strategy CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Key Industry Knowledge ▶ Strategic Experience ▶ Financial Experience ▶ International Experience | Mr. McLane’s qualifications include, among other things, his extensive accounting and financial expertise and background as a Chief Financial Officer in the public sector. | |

  19. Nominees

    | 16 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  20. Nominees

    | Colleen S. Pritchett Ms. Pritchett is a global business leader with more than 25 years of proven success accelerating profitable growth by pairing customer intimacy and innovation with disciplined commercial and operational excellence to enhance shareholder value. She has steered multi-billion-dollar advanced-materials businesses across the Americas, Europe, and Asia, supplying customers in aerospace, defense, automotive, electronics, packaging, printing, and building-materials markets. Most recently, Ms. Pritchett served as President, Aperture Solutions - U.S. for Cornerstone Building Brands, Inc., North America's largest exterior-products manufacturer, a position she held from 2022 through 2024. From 2018 to 2022, she led Hexcel Corporation's Americas Aerospace division, the industry leader in carbon- fiber composites and honeycomb structures. Prior to Hexcel, she spent 22 years with DuPont in progressively senior roles spanning commercial, operations, and general management. Ms. Pritchett holds a B.S.in Chemical Engineering from Penn State University and an MBA from Emory University's Goizueta Business School. She has completed executive programs at Harvard Business School and UCLA's Women in Governance program. These skills and experiences led to the conclusion that Ms. Pritchett should serve as a director of the Company. | | Former President, Aperture Solutions - U.S. at Cornerstone Building Brands, Inc. AGE DIRECTOR SINCE 52 2023 COMMITTEES ▶ Audit/Finance ▶ Strategy CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Operational Manufacturing Experience ▶ International Experience ▶ Deep Industry Experience ▶ Strategic Experience | Ms. Pritchett’s qualifications include, among other things, her leadership skills, and extensive operational, manufacturing, international and commercial experience. | |

  21. Nominees

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 17 |

  22. Nominees

    | Tony R. Thene Mr. Thene was appointed to serve as Carpenter Technology’s President and Chief Executive Officer in July 2015, when he was also appointed to the Board of Directors. He previously served as Carpenter Technology’s Senior Vice President and Chief Financial Officer from January 2013 until June 2015. Prior to joining Carpenter Technology, Mr. Thene served as the Chief Financial Officer of the Engineered Products and Solutions Business Group at Alcoa, Inc. from 2010 until 2013. Previously, he served as Vice President, Controller and Chief Accounting Officer of Alcoa. He also previously held various other positions during his 23-year career at Alcoa, including Director, Investor Relations; Chief Financial Officer for the Flat Rolled Products Group; Chief Financial Officer for Alcoa World Alumina and Chemicals; and manufacturing manager for the Alumina Chemicals business. Mr. Thene earned his undergraduate degree in Accounting from Indiana State University and his MBA from Case Western Reserve University, Cleveland, Ohio. Mr. Thene served on the Board of Directors of Mativ Holdings, Inc., formed on July 6, 2022, by merger of Schweitzer-Mauduit International Inc., and Neenah, Inc., two leading global manufacturers of specialty materials, from 2022 until May 2024. Previously he served on the Board of Directors of Neenah, Inc. from 2018 until 2022. He also served on Furman University’s Board of Trustees. These skills and experiences led to the conclusion that Mr. Thene should serve as a director of the Company. | | President and Chief Executive Officer, Carpenter Technology Corporation AGE DIRECTOR SINCE 64 2015 COMMITTEE ▶ Strategy CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Chief Executive Officer ▶ Financial Experience ▶ Deep Industry Experience ▶ Operational Manufacturing Experience ▶ Strategic Experience | Mr. Thene’s qualifications include his extensive financial knowledge, operational and manufacturing experience, and his leadership skills. | |

  23. Nominees

    | 18 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  24. Nominees

    | Julie A. Beck Ms. Beck brings extensive experience in leading finance organizations at major manufacturing companies over the last four decades. Ms. Beck is Senior Vice President, Chief Financial Officer and Treasurer of MSA Safety Incorporated, a position she has held since August 2025. From January 2022 to February 2025, Ms. Beck served as Senior Vice President, Chief Financial Officer for Terex Corporation, a global manufacturer of materials processing machinery and aerial work platforms. From 2016 through 2021, she served as Senior Vice President and Chief Financial Officer for NOVA Chemicals. Prior to that, Ms. Beck served as Global Vice President of Supply Chain, Operational Excellence, and Quality for Joy Global, Inc., where she also held the role of Chief Financial Officer for the Joy Mining Machinery subsidiary. Previously, Ms. Beck served in various positions, including Chief Financial Officer, at both the Journal Register Company and Norwood Promotional Products, Inc. Ms. Beck started her career with Deloitte & Touche. Ms. Beck has significant Board experience as she has previously served on the audit committees for several public companies and nonprofit boards. In addition to Carpenter Technology, Ms. Beck currently serves as an independent director on the public Board of RPM International Inc. since April 2025. She holds a bachelor's degree in Accounting from the University of Wisconsin-Madison and is a Certified Public Accountant. These skills and experiences led to the conclusion that Ms. Beck should serve as a director of the Company. | | Senior Vice President, Chief Financial Officer and Treasurer - MSA Safety Incorporated AGE DIRECTOR SINCE 63 2025 COMMITTEES ▶ Corporate Governance ▶ Human Capital Management ▶ Strategy CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 1 ▶ RPM International Inc. | | Qualifications | | | | ▶ Chief Financial Officer ▶ Key Industry Experience ▶ Operational Manufacturing Experience ▶ Strategic Experience ▶ International Experience | Ms. Beck's qualifications include, among other things, her extensive financial expertise and background as a Chief Financial Officer in the public sector, as well as key industry, operational manufacturing, strategic and international experience. | |

  25. Nominees

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 19 |

  26. Nominees

    | Dr. A. John Hart Dr. Hart is the Class of 1922 Professor and Head of the Department of Mechanical Engineering at the Massachusetts Institute of Technology (“MIT”). He is also Co-Director of the MIT Initiative for New Manufacturing (INM) and Director of the MIT Center for Advanced Production Technologies (APT). From 2013 to 2020, he was an Associate Professor of Mechanical Engineering at MIT. Dr. Hart has worked extensively with industry and has co-founded and/or advised several startup companies, including VulcanForms, Inc., Upgrade Manufacturing, Inc., and Desktop Metal, Inc. Dr. Hart earned his master’s and Ph.D. degrees from MIT, and his undergraduate degree from the University of Michigan. He has received numerous awards for his research and teaching accomplishments. These skills and experiences led to the conclusion that Dr. Hart should serve as a director of the Company. | | Professor and Head of the Department of Mechanical Engineering at the Massachusetts Institute of Technology AGE DIRECTOR SINCE 46 2019 COMMITTEES ▶ Science, Technology and Sustainability (Co-Chair) ▶ Audit/Finance CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Research and Development ▶ Key Industry Experience ▶ Innovation Experience ▶ Strategic Experience | Dr. Hart’s qualifications include, among other things, his extensive work in the areas of additive manufacturing, advanced materials, machine design, and automation. His industry expertise and his background as a professor in these areas add valuable support to both the Board and Carpenter Technology. | |

  27. Nominees

    | 20 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  28. Nominees

    | Kathleen Ligocki Kathleen Ligocki is a serial CEO, an experienced board member and an advisor for growth companies. During her operating career from 2015 to 2019, Ms. Ligocki served as the CEO of Agility Fuel Solutions, a leader in sustainable clean energy storage and propulsion solutions for commercial vehicles around the world. From 2014 to 2015, she served as the Chief Executive Officer of Harvest Power, one of the leading organics management companies in North America with a mission to create a more sustainable future by transforming organic wastes into bioenergy and soil amendment products. From 2012 to 2014, she worked as an Operating Partner at Kleiner Perkins Caufield & Byers, one of Silicon Valley’s top venture capital providers. From 2010 to 2012, Ms. Ligocki served as Chief Executive Officer of Next Autoworks, an auto company with a unique low-cost business model. From 2008 to 2009, Ms. Ligocki served as Chief Executive Officer of GS Motors, a Mexico City-based auto retailer owned by Grupo Salinas, a large Mexican conglomerate. From 2003 to 2007, she served as Chief Executive Officer of Tower Automotive, a Fortune 1000 global auto supplier. Ms. Ligocki also founded her own firm, Pine Lake Partners, a consultancy firm focused on start-ups and turnarounds. She has held executive positions at Ford and United Technologies, where she led operations in the Americas, Europe, Africa, the Middle East, and Russia. She started her career at General Motors in manufacturing leadership, sales and strategy/program management. In addition to Carpenter Technology, Ms. Ligocki currently serves as an Independent Director on the public boards of Lear Corporation (Fortune 200 auto supplier) and PPG Industries (Fortune 500 coatings company), two private boards (Aperia Technologies, a tech start-up for tire management, and Axel Johnson International, a Swedish family conglomerate), and two advisory boards focused on tackling the world’s climate challenges through innovation (Lime Rock New Energy and Assembly Ventures). Ms. Ligocki moved to Director Emeritus status on the Indiana University Foundation Board in June 2024, but continues to be involved with the university on a number of committees. Ms. Ligocki earned a BA degree with highest distinction from Indiana University Kokomo and holds an MBA from the Wharton School at the University of Pennsylvania where she was a GM fellow. She also has been awarded honorary doctorate degrees from Indiana University Kokomo, Central Michigan University, and Oakland University. These skills and experiences led to the conclusion that Ms. Ligocki should serve as a director of the Company. | | Former CEO of Agility Fuel Solutions AGE DIRECTOR SINCE 68 2017 COMMITTEES ▶ Human Capital Management (Chair) ▶ Corporate Governance ▶ Strategy CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 2 ▶ Lear Corporation ▶ PPG Industries | | Qualifications | | | | ▶ Chief Executive Officer ▶ International Experience ▶ Key Industry Experience ▶ Operational Manufacturing Experience ▶ Financial Experience | Ms. Ligocki’s qualifications include, among other things, her Chief Executive Officer experience and leadership skills. Her international knowledge and operational manufacturing experience bring valuable insight to the Board. | |

  29. Nominees

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 21 |

  30. Nominees

    | Ramin Younessi Mr. Younessi served as Group President, Construction Industries Group, of Caterpillar, Inc. before retiring in January 2021. As Group President of Caterpillar’s Construction Industries Group, he was responsible for Earthmoving, Excavation, Building Construction Products, China Operations and Global Construction & Infrastructure Divisions, Global Rental and Used Equipment Services, and Strategic Procurement. Mr. Younessi also served as Caterpillar’s Group President of Energy & Transportation. In this role, he was responsible for Caterpillar's Electric Power, Industrial Engines, Large Power System, Solar Turbines, Remanufacturing, Rail, Oil & Gas, and Marine Divisions. Prior to joining Caterpillar, Mr. Younessi held a number of senior executive positions in Manufacturing and Engineering at Daimler AG and Navistar Inc. In addition, since 2013, Mr. Younessi has been a board member, investor, and Senior Advisor to Madison Dearborn Partners (MDP), a leading private equity investment firm. He is currently the chairman, or a board member, on several private domestic and international companies. Mr. Younessi holds a bachelor’s degree in Electrical Engineering from Rochester Institute of Technology, a master’s degree in Electrical Engineering from Syracuse University and a master’s degree in Engineering Management from the University of Maryland. Mr. Younessi is a registered professional engineer in the state of Illinois. These skills and experiences led to the conclusion that Mr. Younessi should serve as a director of the Company. | | Retired Group President – Caterpillar Inc. AGE DIRECTOR SINCE 60 2021 COMMITTEES ▶ Audit/Finance ▶ Science, Technology and Sustainability CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Operational Manufacturing Experience ▶ Financial Experience ▶ International Experience ▶ Research and Development | Mr. Younessi’s qualifications include, among other things, his extensive operational manufacturing experience, research and development experience, financial experience, and global business experience. | |

  31. Nominees

    | 22 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  32. Nominees

    | Term to Expire 2025 - I. Martin Inglis, Chairman of the Board, is retiring from the Board immediately before the 2025 Annual Meeting of Stockholders, having attained the mandatory retirement age. |

  33. Terms to Expire 2026 Terms to Expire 2026

    Terms to Expire 2026 Terms to Expire 2026 The Board of Directors and management of the Company express their sincerest gratitude for his service on the Board of Directors. Mr. Inglis' expertise and leadership have been invaluable to the Company during his tenure as a director and Chairman of the Board.

  34. Terms to Expire 2026 Terms to Expire 2026

    | I. Martin Inglis Mr. Inglis joined Battelle, a research and development enterprise headquartered in Columbus, Ohio, in 2004, and served as Executive Vice President and Chief Operating Officer, retiring in July 2014. Through July 2013, he also served as Chief Financial Officer. Previously, he had retired as Group Vice President, Business Strategy for Ford Motor Company. He joined Ford of Europe in London in 1971 and held various finance and operations positions in international and domestic markets. He was named head, Global Products and Business Strategy, and elected a corporate Vice President in 1996; President, Ford South America, in 1999; head, Ford North America, in 2000; and Chief Financial Officer in 2001. Mr. Inglis also served on the Advisory Board of three venture funds (Reservoir Ventures, Battelle Ventures, and Fletcher Spaght), stepping down in mid-2015 from the first two. Mr. Inglis is active in local charities and served on the Board of Breckenridge Creative Arts, where he retired as Chairman at the end of 2024. He served as the Chairman of the Columbus Symphony Orchestra for six years through 2014. He holds a bachelor’s degree in Business Economics from Strathclyde University, Glasgow, Scotland. These skills and experiences led to the conclusion that Mr. Inglis should serve as a director of the Company. | | Chairman, Carpenter Technology Corporation; Retired Chief Operating Officer, Battelle; Previous Chief Financial Officer, Ford Motor Company AGE DIRECTOR SINCE 74 2003 CURRENT NON-CARPENTER TECHNOLOGY PUBLIC DIRECTORSHIPS 0 | | Qualifications | | | | ▶ Financial Experience ▶ Strategic Experience ▶ Labor Relations | Mr. Inglis’ qualifications include, among other things, his extensive financial expertise and background as a Chief Financial Officer in both the public and private sectors. Additionally, Mr. Inglis’ substantial operational and labor relations experience and broad international knowledge enable him to provide valuable perspective to support Carpenter Technology’s growth strategies. | |

  35. Terms to Expire 2026 Terms to Expire 2026

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 23 |

  36. Corporate Governance

    Corporate Governance Carpenter Technology’s business, property and affairs are managed under the direction of its Board of Directors in accordance with the General Corporation Law of the State of Delaware and Carpenter Technology’s Certificate of Incorporation and By-Laws. While Carpenter Technology’s non-employee directors are not involved in day-to-day operating details, they are kept informed of Carpenter Technology’s business through written reports and documents provided to them regularly, as well as by operating, financial and other reports presented by Carpenter Technology’s officers during meetings of the Board of Directors and its committees. Board Information

  37. Majority Voting Standard for Election of Directors

    Majority Voting Standard for Election of Directors The By-Laws provide that directors will be elected by a majority of the votes cast except in the event of a contested election, where the number of candidates for election exceeds the number of directors to be elected. In a contested election, directors will be elected by a plurality of the votes cast.

  38. Board Independence

    Board Independence In determining independence, each year the Board evaluates whether directors have a “material relationship” with Carpenter Technology. To assess the “materiality” of a director’s relationship with Carpenter Technology, the Board considers all relevant facts and circumstances, including the individuals or organizations with which the director has an affiliation. When a director is affiliated with one of Carpenter Technology’s service providers or customers, the Board considers how often or regularly services are provided, whether the services are being conducted at arm’s length in the ordinary course of business, and whether the services are being provided substantially on the same terms as those prevailing at the time for unrelated parties in comparable transactions. Mr. Thene was appointed Carpenter Technology’s President and Chief Executive Officer (“CEO”) and a member of Carpenter Technology’s Board of Directors effective July 1, 2015. With the exception of Mr. Thene, all other members of the Board of Directors qualify as independent directors under the applicable requirements of the Securities and Exchange Commission (the “SEC”) and the New York Stock Exchange (the “NYSE”). Board committees also satisfy applicable requirements for certain of their members to qualify as independent directors.

  39. Board Leadership Structure

    Board Leadership Structure

  40. Board leadership policies and practices

    Board leadership policies and practices Currently, the offices of Chairperson and Chief Executive Officer are separate. However, as described below, the Board has deemed it to be in the best interest of the Company and its stockholders to combine those offices, effective immediately before the Annual Meeting. As part of this transition, and as further described below, the Board believes that it is prudent to appoint a non-employee, independent director, by majority vote of the independent directors, to serve as Lead Independent Director that is separate from the Chairperson/Chief Executive Officer.

  41. Leadership decisions in Fiscal Year 2026

    Leadership decisions in Fiscal Year 2026 Succession plans were executed by the Board of Directors with the announcement on August 13, 2025, that I. Martin Inglis, who has served as Chairman of the Board since our 2021 annual meeting, will be retiring from the Board after 22 years of service, and in accordance with our mandatory retirement policy, immediately before the Annual Meeting. Further, on August 12, 2025, the Board appointed Tony R. Thene, the current President and Chief Executive Officer of the Company, to serve as Chairman of the Board effective immediately before the Annual Meeting. Brian J. Malloy, the current Senior Vice President and Chief Operating Officer of the Company, was appointed to serve as President and Chief Operating Officer of the Company effective immediately before the Annual Meeting. Additionally, on August 12, 2025, the Board appointed Steven M. Ward, Jr., to serve as Lead Independent Director of the Board effective immediately before the Annual Meeting. Mr. Thene will continue to serve as Chief Executive Officer of the Company in addition to assuming the role of Chairman of the Board.

  42. Leadership decisions in Fiscal Year 2026

    | 24 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  43. Leadership decisions in Fiscal Year 2026

    In conjunction with the recently announced retirement of our Chairman, our Board reassessed its then-current leadership structure. After careful consideration, the Board determined that the Company and its stockholders would be best served by combining the roles of Board Chair and Chief Executive Officer at this time. The Board has determined that the structure of combined Chairperson and Chief Executive Officer roles with a Lead Independent Director, together with the exercise of key oversight responsibilities by our independent directors, will be in the best interests of the Company and its stockholders. Further, the Board believes that combining the Chairperson and Chief Executive Officer positions under Mr. Thene will be the most effective leadership structure for the Company at this time since it promotes unified leadership and direction for the Company and facilitates the efficient implementation of our strategies to create shareholder value. Additionally, the Board believes that Mr. Thene, serving in both capacities, effectively bridges communication between the Board and our management. Our Board’s ability to maintain appropriate independent oversight of our business strategies and activities is enhanced by the Company’s existing strong governance structures and policies, such as: establishing a Lead Independent Director; • appointing only independent directors to the standing committees of the Board; and • regularly scheduling executive sessions of the independent directors. The Lead Independent Director is appointed by a majority vote of the independent directors to serve a term of two years. The responsibilities of the Lead Independent Director include: authority to call a meeting of the independent directors; chairing all meetings of the independent directors and providing feedback and counsel to the Chairperson/Chief Executive Officer; reviewing Board meeting agendas prepared by the Chairperson/Chief Executive Officer and providing feedback; authority to retain outside advisors who report directly to the independent directors; meeting with the Chairperson/Chief Executive Officer as frequently as appropriate regarding matters of strategic significance; and meeting with the Chairperson/Chief Executive Officer individually as needed.

  44. Meetings of the Board, Committees, and Independent Directors

    Meetings of the Board, Committees, and Independent Directors Carpenter Technology expects attendance and active participation by directors at Board and committee meetings. Each director attended at least 75% of the total number of meetings of the Board and the committees on which the director served during fiscal year 2025.

  45. Meetings of the Board, Committees, and Independent Directors

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 25 |

  46. Meetings of the Board, Committees, and Independent Directors

    As required by Carpenter Technology’s Corporate Governance Guidelines, the independent directors of the Board meet in an executive session at least twice per year to review the performance of the Chief Executive Officer and to address any other matters of concern. I. Martin Inglis, Chairman of the Board, presided over all executive sessions in fiscal year 2025.

  47. Meetings of the Board, Committees, and Independent Directors

    | Board/Committee | # Meetings Held | | Full Board | 5 | | Audit/Finance | 10 | | Corporate Governance | 5 | | Human Capital Management | 6 | | Science, Technology and Sustainability | 5 | | Strategy | 5 | | Total Board and Committee Meetings | 36 | | Executive Sessions (Independent directors meet without management present) | 5 | | Annual Meeting of Stockholders | 1 | | Average Director Attendance | 99% | | All directors, with the exceptions of Howard H. Yu, who joined the Board in October 2024, and Julie A. Beck, who joined the Board in February 2025, attended last year’s Annual Meeting, and all directors are expected to attend in 2025. | |

  48. Director Compensation

    Director Compensation The Board regularly reviews director compensation with the assistance of its outside advisor to ensure that it is appropriate and competitive in light of market circumstances and prevailing “best practices” for corporate governance. The compensation elements reflect the Board’s view that compensation to the non-employee directors should consist of an appropriate mix of cash and equity awards. Our director compensation approach provides for quarterly vesting of equity awards and allows elective deferral of the delivery of earned shares and cash.

  49. Elements of Annual Director Compensation

    Elements of Annual Director Compensation

  50. Elements of Annual Director Compensation

    | Pay Element | Board Year 2025 Compensation | | | | Annual Retainer (50% Cash / 50% Stock Units) | Board Members (Non-Chair): | Cash / Stock Units | $150,000 | | At least 50% of the annual retainer is paid in stock units, | Board Chair*: | Cash / Stock Units | $220,000 | | which aligns the directors’ personal interests with those of our | *The roles of Chairman and CEO have been separate, and | | | | stockholders. | the Chairman attends Board and committee meetings. | | | | Committee Chair Retainers (Cash) | Audit/Finance Committee: | | $25,000 | | | Human Capital Management Committee: | | $17,500 | | | Corporate Governance, Strategy and | | | | | Science, Technology and Sustainability Committees: | | $15,000 | | Stock Options (Equity) | Board Members (Non-Chair): | | $35,000 | | Directors receive an annual stock option award subject to | Board Chair: | | $60,000 | | the conditions stated below. | | | | | Non-Retainer Stock Units (Equity) | Board Members (Non-Chair): | | $60,000 | | Directors receive additional awards of stock units subject | Board Chair: | | $110,000 | | to the conditions stated below. | | | |

  51. Elements of Annual Director Compensation

    Stock Options and Stock Units We compensate our non-employee directors with equity-based compensation under our Stock-Based Compensation Plan for Non-Employee Directors (“Director Stock Plan”). Initial Grant: Directors receive up to 4,000 stock options upon joining the Board. Annual Stock Option Grant: In addition to any initial grant of stock options, each director is granted a number of stock options annually, on or about the date of Carpenter Technology’s Annual Meeting of Stockholders or on another date as the Board may determine. These options will have a fair value on the grant date, in combination with the annual non-retainer stock units described below, if any, of up to $90,000 (or such different number as determined by the Board). Annual Non-Retainer Stock Units Grant: In addition to the grant of options or an award of retainer stock units, each director is granted an additional award of stock units annually having a fair value on the grant date, in combination with the annual stock option grant described above, if any, of up to $90,000 (or such different number as determined by the Board). Grant Date: The grant date for the awards described above will be on or about the date of the Annual Meeting of Stockholders (or such other date as determined by the Board). The number of units and options is based on the last sale price of Carpenter Technology’s common stock on the date of grant. Vesting: Subject generally to the director’s continued service, (1) the initial grant of stock options vests in four equal annual installments providing the director is active as a member of the Board on each respective vest date, and (2) the annual grants of stock options and stock units vest in full on the first anniversary of the grant date. If a director’s service terminates prior to the first anniversary of the grant date for reasons other than Cause, a Change in Control, Death or Disability (each as defined in the Director Stock Plan), one-quarter of the annual stock options and stock units will vest for every three months of service following the grant date.

  52. Elements of Annual Director Compensation

    | 38 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  53. Elements of Annual Director Compensation

    | Director Compensation • Director Stock Ownership Policy |

  54. Elements of Annual Director Compensation

    Terminations for Cause result in the forfeiture of all outstanding stock options and all stock units. All stock options have ten-year terms. Notwithstanding the foregoing, if a director elects to have more than 50% of his or her annual retainer paid in the form of stock units, the stock units representing the excess (e.g., 60% would be a 10% excess) are fully vested and nonforfeitable as of the grant date.

  55. Elements of Annual Director Compensation

    | Upon a Change in Control: In the event of a Change in Control (as defined in the Director Stock Plan), all stock units vest immediately and are payable in shares of common stock, and stock options become immediately exercisable. A director may exercise vested options at any time during the original term. Upon Death or Disability: In the event of separation from service due to Death or Disability (as defined in the Director Stock Plan), all stock units and stock options vest immediately. |

  56. Elements of Annual Director Compensation

    Deferral Policy: Directors may elect under the Director Stock Plan to have the distribution of all or a portion of their stock units deferred until the later of their separation from service or a specific date/event. Carpenter Technology distributes a participating director’s deferred units, based on the director’s advance election, in a lump sum or in any number of annual installments up to a maximum of 15, beginning within 30 days following the later of the director’s separation from service or the date/event elected. Dividend Equivalents on Stock Units: In the event that the Company pays dividends on outstanding common stock, dividend equivalents are credited to each director who has outstanding stock units. Dividend equivalents are reinvested in the form of additional stock units, with the number of units credited determined by dividing the dividend dollar amount by the closing price of Carpenter Technology common stock on the NYSE on the dividend equivalent payment date. Stock units that are attributable to dividend equivalents vest on the same basis as the underlying stock unit award. No dividend equivalent rights are granted on shares underlying stock option awards. Director Stock Ownership Policy It is our policy that non-employee directors must maintain a reasonable equity interest in order to provide them with a proprietary interest in Carpenter Technology’s growth and performance, to generate an increased incentive to contribute to the Company’s future success and prosperity by their personal efforts, and generally to enhance the community of interest between directors and our stockholders. The current policy requires each director to hold equity in Carpenter Technology with an aggregate fair market value equal to at least six times the annual cash retainer. There is a five-year phase-in period for satisfying the minimum equity holding requirement, and a director is expected to retain the equity for the duration of Board service. The stock ownership measurement is based on a rolling two-year average stock price. As of June 30, 2025, all current non-employee directors satisfy the minimum equity holding requirement or are on track to satisfy such requirement in the stated phase-in period. Compensation for Non-Employee Directors Directors have three options with respect to payment of the cash portion of their annual retainer and 100% of committee chair fees: 1. Receive cash currently; 2. Defer all or a portion until a future date/event and then receive cash under Carpenter Technology’s Deferred Compensation Plan for Non-Management Directors (“Director Cash Deferral Plan”); or 3. Defer all or a portion until the later of their separation from service or a specific date/event and then receive common stock under the Director Stock Plan. Under the Director Cash Deferral Plan, interest is credited semi-annually at Carpenter Technology’s “Five-Year Medium-Term Note Borrowing Rate,” a term defined in the Director Cash Deferral Plan. Carpenter Technology distributes a participating director’s deferred cash based on the director’s advance election, in a lump sum or in any number of annual installments up to a maximum of 15, beginning on a future date or upon the event elected.

  57. Elements of Annual Director Compensation

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 39 |

  58. Elements of Annual Director Compensation

    | Director Compensation • Fiscal Year 2025 Director Compensation Table |

  59. Fiscal Year 2025 Director Compensation Table

    Fiscal Year 2025 Director Compensation Table This table shows the compensation paid or awarded to each non-employee director during fiscal year 2025. Our CEO is not compensated for his Board service.

  60. Fiscal Year 2025 Director Compensation Table

    | Name | Fees Earned or Paid in Cash (includes Chair Retainer) ($) | Stock Awards(1) ($) | Option Awards(2) ($) | Change in pension value and nonqualified deferred compensation earnings(3) ($) | All Other Compensation(4) ($) | Total ($) | | Acoff, Viola L. | 90,000 | 135,075 | 35,075 | 0 | 16,528 | 276,678 | | Beck, Julie A. | 27,072 | 82,788 | 445,874 | 0 | 80 | 555,814 | | Hart, A. John | 90,000(5) | 135,075 | 35,075 | 0 | 16,540 | 276,690 | | Inglis, I. Martin | 110,000 | 220,122 | 60,060 | 0 | 57,310 | 447,492 | | Karol, Steven E. | 90,000 | 135,075 | 35,075 | 0 | 31,931 | 292,081 | | Ligocki, Kathleen | 92,500 | 135,075 | 35,075 | 0 | 19,758 | 282,408 | | McLane, Jr., Charles D. | 100,000(6) | 135,075 | 35,075 | 0 | 18,835 | 288,985 | | Pritchett, Colleen S. | 75,000 | 135,075 | 35,075 | 0 | 2,459 | 247,609 | | Ward, Jr., Stephen M. | 89,375 | 135,075 | 35,075 | 1,681 | 60,696 | 321,902 | | Younessi, Ramin | 75,000 | 135,075 | 35,075 | 3,594 | 7,727 | 256,471 | | Yu, Howard H. | 56,250 | 135,146 | 357,594 | 0 | 333 | 549,323 |

  61. Fiscal Year 2025 Director Compensation Table

    (1) The grant date fair value of stock units granted to our directors in fiscal year 2025 was computed in accordance with Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718, Compensation – Stock Compensation. Assumptions made in this valuation are set forth in Note 16 to the financial statements contained in Carpenter Technology’s 2025 Annual Report on Form 10-K. Annual stock units granted and credited to each director’s account are subject to partial forfeiture if the director separates from Board service prior to the first anniversary of the grant date for any reason other than Death or Disability. Each director, with the exceptions of Mr. Inglis, Mr. Yu and Ms. Beck, was credited with 837 stock units for fiscal year 2025 on October 8, 2024, representing a grant date fair value of $135,075. Retainer stock units credited to each director represent $75,042 of the annual retainer. The remaining stock units credited represent an annual award of additional stock units as described above with a grant date fair value of $60,033. Mr. Inglis, who serves as Chairman, was credited with 1,364 stock units for fiscal year 2025 on October 8, 2024, representing a grant date fair value of $220,122. Retainer stock units credited represent $110,061 of his annual retainer. The remaining stock units credited represent an annual award of additional stock units as described above with a grant date fair value of $110,061. Mr. Yu joined the Board on October 9, 2024, and was credited with 833 stock units for fiscal year 2025 on October 9, 2024, representing a grant date fair value of $135,146. Retainer stock units credited represent $75,117 of the annual retainer. The remaining stock units credited represent an annual award of additional stock units as described above with a grant date fair value of $60,029. Ms. Beck joined the Board on February 20, 2025, and was credited with 398 stock units for fiscal year 2025 on February 20, 2025, representing a grant date fair value of $82,788. Retainer stock units credited represent $45,970 of the annual retainer. The remaining stock units credited represent an annual award of additional stock units as described above with a grant date fair value of $36,818. The total number of stock units credited to each director under the Director Stock Plan as of June 30, 2025, including stock units that were credited with respect to prior fiscal years and reinvested dividend equivalents, was: V. Acoff – 21,129; J. A. Beck – 398; A. J. Hart – 21,232; I. M. Inglis – 72,496; S. Karol – 40,431; K. Ligocki – 25,177; C. McLane, Jr. – 24,327; C. Pritchett – 3,686; S. Ward, Jr. – 76,475; R. Younessi – 10,102; and H. H. Yu - 835. (2) The grant date fair value of option awards granted to our directors in fiscal year 2025 was computed in accordance with FASB ASC Topic 718, Compensation – Stock Compensation. Assumptions made in this valuation are set forth in Note 16 to the financial statements contained in Carpenter Technology’s June 30, 2025 Annual Report on Form 10-K. Each director, with the exception of Mr. Inglis, Mr. Yu and Ms. Beck, received an annual award of 438 stock options for fiscal year 2025 on October 8, 2024, representing a grant date fair value of $35,075. Mr. Inglis received an annual award of 750 stock options for fiscal year 2025 on October 8, 2024, representing a grant date fair value of $60,060. Mr. Yu joined the Board on October 9, 2024, and was credited with 435 stock options for fiscal year 2025 on that date, representing a grant date fair value of $35,074. He also received an additional award of 4,000 stock options upon joining the Board, representing a grant date fair value of $322,520. Ms. Beck joined the Board on February 20, 2025, and was credited with 202 stock options for fiscal year 2025 on that date, representing a grant date fair value of $21,434. She also received an additional award of 4,000 stock options upon joining the Board, representing a grant date fair value of $424,440. The total number of shares subject to stock options credited to each director under the Director Stock Plan that remains outstanding as of June 30, 2025, including stock options that were granted in prior fiscal years, was: V. Acoff – 15,518; J. A. Beck – 4,202; A. J. Hart – 18,518; I. M. Inglis – 27,879; S. Karol – 26,528; K. Ligocki – 21,404; C. McLane, Jr. – 1,466; C. Pritchett – 4,831; S. Ward, Jr. – 26,528; R. Younessi – 438; and H. H. Yu - 4,435. (3) Reflects above-market earnings equal to 49% above 120% of the Applicable Federal Rate (AFR) Long-Term Rate on compensation deferred that is not tax qualified. (4) Includes the aggregate dollar amount of dividend equivalents paid in fiscal year 2025 on the stock unit balance credited to each director’s account with respect to dividends paid on outstanding common stock during fiscal year 2025. Dividend equivalents are reinvested in the form of additional stock units, with the number of units credited being determined by dividing the dividend dollar amount by the closing price on the NYSE on the dividend equivalent payment date. (5) Includes fees deferred in the form of stock units pursuant to advance deferral elections for compensation earned in calendar year 2025. Includes fees deferred in the form of stock units pursuant to advance deferral elections for compensation earned in calendar years 2024 and 2025.

  62. Fiscal Year 2025 Director Compensation Table

    | 40 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  63. Compensation

    | ▶ | ~9% increase in total direct compensation of CEO with a focus on LTI equity; ~3% increase in base salary of CEO | | ▶ | ~8% average increase in total direct compensation of other NEOs; ~4% average increase in base salary of other NEOs |

  64. Annual Incentive Plan

    Annual Incentive Plan

  65. Annual Incentive Plan

    | ▶ ▶ | Maintained safety metric based on hand safety and ergonomic action closures; added a TCIR modifier to the safety metric Increased the maximum payout of annual financial incentives to 245% based on achievement of pre-established stretch targets aligned with strategic plan |

  66. Long-Term Incentive Plan

    Long-Term Incentive Plan

  67. Long-Term Incentive Plan

    | ▶ | Maintained Sustainability metric based on CO2 Emission Reduction | | ▶ | Maintained TSR Modifier as a performance measure relative to the Russell Small Cap Completeness Growth Index - Basic Materials ("Russell Index"), formerly named Russell RSCC Materials & Processing Growth Index, over three-year performance period |

  68. Governance Policies and Practices

    | ▶ | Maintained clawback policy, originally adopted in 2018, that applies to both short- and long-term cash incentives, as well as equity incentive awards, for NEOs and other senior executives, which complies with applicable SEC and NYSE rules | | ▶ | In calendar year 2023, adopted separate clawback policy, covering certain non-executive officers to provide for recoupment of specified incentive compensation | | ▶ | Support from shareholders on Say-on-Pay was 99% in fiscal year 2024, with a three-year average of 99% |

  69. Our Compensation Policies and Practices

    | What We Do | | | Balanced portfolio: The Committee ensures a balanced mix of cash and equity, annual and long-term incentives, and performance metrics, including adjusted operating income, adjusted free cash flow, safety, Sustainability goals, Adjusted ROIC, Adjusted EBITDA, and Total Stockholder Return (“TSR”). Double-trigger benefits: We have a double-trigger for change-in-control separation benefits. This means that a Change in Control of Carpenter Technology alone does not trigger any severance obligations to our NEOs under our Change-in-Control Severance Plan or vesting of awards. Clawback policies: We maintain two clawback policies that apply to both annual cash bonuses and short- and long-term cash incentives, as well as equity incentive awards for NEOs and other senior executives. These include our Clawback Policy for Executive Officers, which complies with SEC and NYSE rules. Key practices: The Committee analyzes performance against robust and diversified performance metrics, ensures substantial equity ownership guidelines, annually reviews compensation peer groups, and provides and oversees limited perquisites. | Equity ownership guidelines: We maintain equity ownership guidelines that require Corporate Vice Presidents and above to achieve an equity ownership level, over a five-year period, equal to a certain multiple of base salary. For the CEO, the level is 5x base salary; for Senior Vice Presidents, 3x base salary; and for Corporate Vice Presidents, 2x base salary. Independent compensation consultants: We engage independent compensation consultants who provide information to support the Committee’s work, including a peer group analysis, market compensation data, and an analysis of various compensation instruments and metrics. Risk assessment: The Committee reviews an annual assessment by an independent compensation consultant to confirm that metrics and goals are appropriate to drive high performance without encouraging risk-taking beyond established risk parameters. |

  70. Our Compensation Policies and Practices

    | What We Don’t Do | | | Excise tax gross-ups: The compensation program does not include any change-in-control tax gross-ups to our executives. Dividend payments or accruals on unearned restricted stock units (RSUs): We do not pay or accrue dividends on unearned RSUs. Dividend equivalents will only be paid on time-based RSU awards upon satisfaction of the terms and conditions applicable to the underlying RSUs. Additionally, no dividend equivalent rights are granted on shares underlying stock options. Excessive perquisites: We do not provide excessive perquisites to our NEOs. Those offered are primarily financial and tax counseling, tax preparation, medical examinations, individual disability income protection plans, relocation expenses, and parking fees at our Philadelphia headquarters. | Hedging/pledging of Company stock: Our policy prohibits hedging or pledging of Carpenter Technology stock by NEOs. Option repricing: Our long-term incentive program does not permit repricing of stock options without stockholder approval. Additionally, the program does not permit Carpenter Technology to offer a cash buyout of underwater options. Employment contracts: We do not provide any employment contracts to our NEOs. |

  71. Overview of Key Compensation Elements

    | | Compensation Element | Description | Rationale | | | Base Salary | ▶ Fixed component of pay targeted at the median of the market. | ▶ Provides fixed compensation for executives to perform job functions. | | | Annual Cash Incentive | ▶ Delivered in cash annually. ▶ Tied to achievement of financial and operational goals (adjusted operating income, adjusted free cash flow and safety metrics). ▶ Executives can earn 0-245% of their target award based on achievement of pre-established targets. ▶ The majority of hourly and salaried employees are also eligible to participate. | ▶ Rewards achievement of key drivers of our annual operating plan. ▶ Provides tangible, achievable goals and reinforces key priorities of the organization. | | | Adjusted ROIC-Based Restricted Stock Units (22.5% of LTI) | ▶ Executives can earn 0-200% of their target award based upon Adjusted ROIC achieved vs. target over a three-year period, which can be reduced or increased up to 20% based upon a TSR modifier. ▶ Vests at the end of the three-year period, if earned. ▶ Dividend equivalents are not accrued or paid on these RSUs. | ▶ Critical to incent management to invest and manage assets to deliver the greatest return. ▶ Vesting period is consistent with market practice and assists with retention. | | | Adjusted EBITDA-Based Restricted Stock Units (22.5% of LTI) | ▶ Executives can earn 0-200% of their target award based upon Adjusted EBITDA achieved vs. target over a three-year period, which can be reduced or increased up to 20% based upon a TSR modifier. ▶ Vests at the end of the three-year period, if earned. ▶ Dividend equivalents are not accrued or paid on these RSUs. | ▶ Focuses executives on achievement of our Adjusted EBITDA goal, which is strongly tied to stockholder value creation. ▶ Provides tangible, achievable goal as senior leaders have the greatest ability to drive Adjusted EBITDA. ▶ Vesting period is consistent with market practice and assists with retention. | | | Sustainability-Based Restricted Stock Units (5% of LTI) | ▶ Executives can earn 0-200% of their target award based upon achievement of Sustainability goals vs. target over a three-year period, which can be reduced or increased up to 20% based upon a TSR modifier. ▶ Vests at the end of the three-year period, if earned. ▶ Dividend equivalents are not accrued or paid on these RSUs. | ▶ Focuses executives on achievement of Sustainability goals and reinforces the commitment the Company has made to these initiatives, which includes CO2 emission reduction activities critical to the success of our Environmental Program. | | | Time-Based Restricted Stock Units (50% of LTI) | ▶ Vests in one-third annual increments over three years, subject to continued employment on the vesting date. ▶ Dividend equivalents are accrued on awards granted on or after October 8, 2019, and will only be paid upon satisfaction of the terms and conditions applicable to the underlying RSUs. | ▶ Vesting period is consistent with market practice and assists with retention. |

  72. Target Compensation Strategy and Pay Mix

    Target Compensation Strategy and Pay Mix The Committee developed fiscal year 2025 compensation levels through a framework that aligns the long-term interests of our leadership with those of our stockholders. The Committee benchmarked against the Comparator Group and survey data. NEO pay is generally targeted to be within a competitive range around market median.

  73. Executive Incentive Bonus Compensation Plan

    Executive Incentive Bonus Compensation Plan Carpenter Technology maintains an Executive Incentive Bonus Compensation Plan (“EIBCP”) because we believe that a substantial portion of our NEOs’ potential compensation should be contingent on Company business results and successful leadership of our business. This is what will ultimately drive long-term value for our stockholders. The Committee oversees the EIBCP and establishes the metrics that will be used each year, with input from management and outside compensation consultants. For fiscal year 2025, the metrics, the respective weightings, and the rationale for the selection of each metric for the NEOs are detailed in the following table:

  74. Executive Incentive Bonus Compensation Plan Metrics Summary

    Executive Incentive Bonus Compensation Plan Metrics Summary

  75. Executive Incentive Bonus Compensation Plan Metrics Summary

    | Metric | Definition | Rationale | | | Net Sales minus Operating Expenses includes: ▶ cost of sales, and selling, general and administrative expenses, excluding special items. | ▶ Focuses management on driving top line growth and managing expenses. ▶ Drives tangible goal achievement and focuses on factors most in the organization’s control. ▶ When considered in conjunction with Adjusted EBITDA (used for LTI), focuses management on the overall profitability of the organization. | | | Cash flows provided from operating activities, less: ▶ cash paid for purchases of property, plant, equipment and software, and acquisitions of businesses; plus: ▶ cash received from the disposal of property, plant and equipment. | ▶ Focuses management on achievement of positive free cash flow through increased earnings and management of working capital levels and capital expenditures. | | | ▶ Measured using hand safety and ergonomics actions and TCIR.* | ▶ Emphasizes that our employees’ safety is our top priority. |

  76. Executive Incentive Bonus Compensation Plan Metrics Summary

    * The metric is comprised of closed hand and strains/sprains related actions with goals established based upon improvement rate relative to the prior fiscal year. TCIR is used as a modifier for the safety metric.

  77. Executive Incentive Bonus Compensation Plan Metrics Summary

    | 54 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  78. Executive Incentive Bonus Compensation Plan Opportunity

    Executive Incentive Bonus Compensation Plan Opportunity The Committee sets performance goals for each metric at threshold, target and maximum levels. The NEOs’ potential annual incentive awards for overall achievement toward these goals are expressed as a percentage of their respective base salaries, as follows:

  79. Executive Incentive Bonus Compensation Plan Opportunity

    | |

  80. Executive Incentive Bonus Compensation Plan Opportunity

    The overall attainment is based on the total weighted attainment of all of the individual metrics. The maximum is equal to 245% of target (based on a weighted average of 250% of target for Adjusted Operating Income and Adjusted Free Cash Flow and 200% of target for Safety). In order to verify EIBCP awards, the Audit/Finance Committee reviews the performance data relative to Carpenter Technology’s operating results for financial reporting purposes. The Committee then makes its award determinations.

  81. Executive Incentive Bonus Compensation Plan Metrics and Attainment

    Executive Incentive Bonus Compensation Plan Metrics and Attainment The primary objective for setting the fiscal year 2025 annual incentive metrics was to encourage cash flow generation and optimize operating income performance. The Committee selected these specific targets after an in-depth review of our operating plan, the three-year strategic plan, and the industries within which Carpenter Technology operates, including certain external analysis as well as peer company practices. After reviewing all available information and analysis, the Committee applied judgment to define appropriate targets to align the relationship between pay and performance. Targets are based on Carpenter Technology’s fiscal year 2025 annual operating plan, and the annual operating plan is set each year based on certain assumptions. The following assumptions were considered in developing the fiscal year 2025 annual operating plan: ▶ A bottoms-up assessment of the market growth potential was considered for each end-use market. Targets were provided for each market related to expectations for pricing actions, net share gains and new product sales. As a result of the overall assessment, net sales and operating income were expected to increase 23% and 27%, respectively, in fiscal year 2025 compared to actual fiscal year 2024 results. ▶ Operating cost savings were targeted both as a result of specific portfolio restructuring and cost savings initiatives undertaken by the Company as well as aggressive deployment of the Carpenter Operating Model to increase efficiency and productivity and drive capacity enhancements. ▶ An increase in adjusted free cash flow in fiscal year 2025 resulting from higher earnings and less cash used for inventory partially offset by higher capital expenditures to maintain critical assets and additional required pension contributions. In addition, for fiscal year 2025, the Committee made changes to the maximum attainment opportunity for the financial targets in the annual incentive program. Specifically, maximum attainment was increased to 250%, which represented a two-year pull ahead of the Company’s strategic goals. The Committee believed that increasing the maximum attainment opportunity in the annual bonus plan creates a powerful incentive for all Carpenter employees.

  82. Executive Incentive Bonus Compensation Plan Metrics and Attainment

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 55 |

  83. Executive Incentive Bonus Compensation Plan Metrics and Attainment

    For fiscal year 2025, the achievement targets for the Adjusted Operating Income, Adjusted Free Cash Flow, and Safety metrics, and actual year-end attainment adjusted as described below, were as follows:

  84. Executive Incentive Bonus Compensation Plan Metrics and Attainment

    | EIBCP Metrics and Attainment |

  85. Executive Incentive Bonus Compensation Plan Metrics and Attainment

    The overall attainment of 230% for fiscal year 2025 reflects maximum attainment of adjusted operating income and adjusted free cash flow performance, and below target attainment for safety performance. Omnibus Stock Plan

  86. Long-Term Equity Incentives

    Long-Term Equity Incentives The Carpenter Technology Corporation Stock-Based Incentive Compensation Plan for Officers and Key Employees (“Omnibus Plan”) is used to provide equity compensation to NEOs and other key personnel. The Omnibus Plan uses a combination of time-based and performance-based equity vehicles to attract and retain executives who can drive our performance and to create alignment between our executives and our stockholders. The Committee believes such awards focus executives on Carpenter Technology’s longer-term interests and strategic business decisions and encourage retention. To determine the mix of equity vehicles for the LTI program, the Committee considered current industry trends, practice among our Comparator Group, and the behaviors the awards are intended to promote. The overall mix of incentive vehicles under the Omnibus Plan for fiscal year 2025 is shown below:

  87. Fiscal Year 2025 NEO Target LTI Opportunities

    Fiscal Year 2025 NEO Target LTI Opportunities For fiscal year 2025, the Committee relied on benchmarking and each executive’s contributions toward corporate goals to determine the following target values of incentives under the LTI program:

  88. Fiscal Year 2025 NEO Target LTI Opportunities

    | NEO | Total LTI Opportunity ($) | 3-Year Performance- Based RSU (Adjusted ROIC) 22.5% of LTI ($) | 3-Year Performance- Based RSU (Adjusted EBITDA) 22.5% of LTI ($) | 3-Year Performance- Based RSU (Sustainability) 5% of LTI ($) | Time-Based RSU 50% of LTI ($) | | Tony R. Thene | 4,500,000 | 1,012,500 | 1,012,500 | 225,000 | 2,250,000 | | Timothy Lain | 1,150,000 | 258,750 | 258,750 | 57,500 | 575,000 | | Brian J. Malloy | 1,100,000 | 247,500 | 247,500 | 55,000 | 550,000 | | James D. Dee | 750,000 | 168,750 | 168,750 | 37,500 | 375,000 | | Marshall D. Akins | 850,000 | 191,250 | 191,250 | 42,500 | 425,000 |

  89. Fiscal Year 2025 NEO Target LTI Opportunities

    Values shown above may differ slightly from values shown on the SCT Table due to method of rounding to full shares.

  90. Fiscal Year 2025 NEO Target LTI Opportunities

    | 56 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  91. Goals for Performance-Based RSUs

    Goals for Performance-Based RSUs We currently have three metrics for performance-based RSUs: Adjusted ROIC, Adjusted EBITDA, and Sustainability. Each metric is tied to achievement of its respective goals over a three-year performance period. The performance-based RSUs include a TSR modifier, which allows for attainment to be modified either positively or negatively depending on Carpenter Technology’s TSR performance relative to the Russell Index ("TSR Peer Group”) over the three-year performance period. The TSR modifier may be applied to increase performance share attainment by a factor of up to 20% (up to a maximum overall attainment of 200%) if the Company’s TSR relative to the TSR Peer Group is higher than the 75th percentile or decrease attainment by a factor of up to 20% if the Company’s TSR relative to the TSR Peer Group is lower than the 25th percentile. TSR is used as a modifier to continue to promote alignment with stockholder value. The goals and attainment results for these fiscal year 2025 awards will conclude at the end of fiscal year 2027. Prior to modifications approved by the Committee in fiscal year 2021, the Adjusted ROIC targets for our historical performance-based RSUs were based on the cumulative three-year Adjusted EBITDA noted hereafter with no changes in long-term debt or capital structure. Moreover, the Adjusted EBITDA targets for our historical performance-based RSUs were based on a cumulative three-year compound annual growth rate based on a bottoms-up assessment of market growth potential for each end-use market over a three-year period, which included expected pricing actions, net share gains, and new product sales. To allow for responsiveness to changing market conditions outside our control, in fiscal year 2021 we modified the measurement of performance-based RSUs from a three-year cumulative basis to measurement of the awards one year at a time with individual year’s targets set at the beginning of each fiscal year and measuring the average over three years for a total payout percentage. The Committee will continue to evaluate this LTI structure annually. We believe these modifications to performance-based RSUs that were made in fiscal year 2021 allowed this compensation to be calibrated more accurately with the volatility of our industry sector while still encouraging strong, focused performance within reasonably attainable levels. This is consistent with our overarching goal of rewarding executives for achieving corporate growth, aligns executives’ interests with those of stockholders, and fulfills our compensation philosophy.

  92. Results of the Fiscal Year 2023-2025 Program

    Results of the Fiscal Year 2023-2025 Program The goals and attainment results for the three-year performance-based RSU awards granted in fiscal year 2023, with a three-year performance cycle concluding at the end of fiscal year 2025, are detailed below. The targets for each fiscal year were established at the beginning of the respective fiscal year, factoring into the analysis the impact of current market conditions. In addition, actual results for fiscal year 2025 and 2024 were adjusted for attainment purposes consistent with the adjustments approved for the annual EIBCP. There were no special items for fiscal year 2023. The attainment results for fiscal years 2023, 2024 and 2025 were averaged to determine the attainment for the three-year performance period. The three-year performance-based RSU metrics resulted in an average payout of 200% of target for these awards with a cycle concluding in fiscal year 2025. Each of the equity awards carries performance-based criteria, and payouts were commensurate with financial performance. We believe the performance periods are appropriate to motivate longer-term thinking while not so remote as to stagnate performance incentives in the immediate term.

  93. Results of the Fiscal Year 2023-2025 Program

    | Performance-Based RSU Awards Metrics and Attainment | | | | | | | | | | | | | | | Attainment % | | | | | | | | | Metric | Weight | Fiscal Year | 30% | 50% | 100% | 200% | Result | Attainment by Year | FY23-25 Total Attainment | FY23-25 Weighted Attainment | | Adjusted ROIC | | 2023 | 1.9% | 2.3% | 3.3% | 4.7% | 4.7% | 200% | | | | | 45% | 2024 | 7.3% | 7.6% | 8.5% | 10.2% | 12.3% | 200% | 200% | 90% | | | | 2025 | 0.0% | 10.8% | 12.1% - 12.6% | 13.3% | 16.6% | 200% | | | | Adjusted EBITDA | | 2023 | $196 | $208 | $237 | $277 | $274 | 193% | | | | ($ in millions) | 45% | 2024 | $358 | $368 | $394 | $446 | $498 | 200% | 198% | 89% | | | | 2025 | $0 | $497 | $542-$558 | $584 | $674 | 200% | | | | Sustainability | | 2023 | $0 | 4 Facilities | 6 Facilities | =>10 Facilities | 6 Facilities | 100% | | | | | 10% | 2024 | $0 | 4 Facilities | 6 Facilities | =>10 Facilities | =>10 Facilities | 200% | 120% | 12% | | | | 2025 | $0 | 2.5% vs. 2023 | 0% vs. 2023 | -4.0% vs. 2023 | 2% | 60% | | | | Overall Attainment before TSR Modifier | | | | | | | | | | 191% | | TSR Modifier (up to 20%) | | | | | | | | | | 9% | | Overall Attainment after TSR Modifier (maximum 200%) | | | | | | | | | | 200% |

  94. Consultant Analysis of Risk Concepts in Carpenter Technology Compensation Design

    | Compensation Element | | Balanced Approach | | | Balance Achieved | | Performance Metrics | | Growth | Profitability | | Compensation program does not inappropriately emphasize performance along one metric. | | | | Returns | Stockholders’ Experience | | | | Target Setting | | Internal Perspective | External Perspective | | Objectives are meaningful and appropriate. Pay outcomes make sense. | | Measurement Approach | | Absolute Performance | Relative Performance | | Enables executive team to unite behind shared absolute goals and performance standards. Recognizes external conditions impacting industry. | | Form of Compensation | | Cash | Equity | | Individual pay mix balances an executive’s (group’s) impact on Company results, link to stockholders’ experience, and risk/reward profile. | | | | Annual | Long-Term | | | | Time Horizon | Short-term (1 year) | Intermediate (2 to 4 years) | | Long-term (>5 years) | Less emphasis on attaining short-term goals. Varying time horizons help mitigate risk. | | | Sustainable Performance | | | | |

  95. ▶ Performance Goals and Variable Pay Mix

    ▶ Performance Goals and Variable Pay Mix We set our performance goals at levels that are high enough to encourage strong performance, but within reasonably attainable levels to discourage risky business strategies or actions. Consistent with market practices, the NEO total pay program has a heavy emphasis on LTIs that encourage our executives to engage in business strategies or actions that promote long-term growth over actions that may produce risky short-term outcomes. In addition, incentive awards are capped.

  96. ▶ Performance Goals and Variable Pay Mix

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 59 |

  97. ▶ Peer Group Compensation Benchmarking

    ▶ Peer Group Compensation Benchmarking Annual benchmarking of compensation program target levels ensures consistency with our peer group. Fiscal Year 2025 NEO Compensation

  98. Individual and Company Pay-for-Performance Criteria

    | INDIVIDUAL PERFORMANCE CRITERIA ▶ Successful execution of key strategic goals ▶ Leadership capability ▶ Individual contribution to both short- and long-term business results ▶ Ethical conduct and regulatory compliance | COMPANY PERFORMANCE METRICS ▶ Adjusted Operating Income ▶ Adjusted Free Cash Flow ▶ Safety (Hand Safety and Ergonomics Action Closure Rate and TCIR) ▶ Adjusted ROIC ▶ Adjusted EBITDA ▶ Sustainability goals relating to reduction of CO2 emissions ▶ TSR |

  99. Fiscal Year 2025 Base Salary Compensation Decisions

    | ▶ | Mr. Thene’s base salary increased by ~3% based on market data (see explanation under “CEO Target Total Direct Compensation”). | | ▶ | Mr. Lain’s base salary increased by ~4% based on market data and performance. | | ▶ | Mr. Malloy’s base salary increased by ~4% based on market data and performance. | | ▶ | Mr. Dee’s base salary increased by ~4% based on market data and performance. | | ▶ | Mr. Akins’ base salary increased by ~4% based on market data and performance. |

  100. Fiscal Year 2025 Annual and Long-Term Incentive Decisions

    Fiscal Year 2025 Annual and Long-Term Incentive Decisions

  101. Fiscal Year 2025 Annual and Long-Term Incentive Decisions

    | Pay Element | Fiscal Year 2025 Compensation Decisions | | Annual Incentives | EIBCP resulted in attainment at 230% of target incentive. | | Long-Term Incentives | LTIs with a performance cycle concluding at the end of fiscal year 2025 resulted in an average attainment at 200% of target for performance-based RSUs. |

  102. Fiscal Year 2025 Annual and Long-Term Incentive Decisions

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 61 |

  103. Fiscal Year 2025 Annual and Long-Term Incentive Decisions

    Executive Compensation Practices

  104. Compensation Consultants

    Compensation Consultants For fiscal year 2025 executive compensation determinations, the Committee engaged Korn Ferry (“KF”), an independent compensation consulting firm, to conduct a competitive assessment of our executive compensation program for the NEOs and to make recommendations for the Committee’s review and approval. KF updated and reviewed peer group member companies and provided ongoing advice as needed to the Committee, including guidance on our CEO compensation package and our executive compensation program for the NEOs for fiscal year 2025. KF was also engaged to conduct an annual risk assessment of Carpenter Technology’s compensation program. A representative from the outside compensation consulting firm also regularly attends Committee meetings to provide advice and guidance on Carpenter Technology’s executive compensation program. The Committee’s decision to engage KF in fiscal year 2025 was not made or recommended by management. The Committee and management believe that there was no conflict of interest between Carpenter Technology and KF during fiscal year 2025. In reaching this conclusion, the Committee and management considered the factors set forth by the SEC and NYSE regarding compensation advisor independence. Specifically, the Committee analyzed whether the work of KF as compensation consultant raised any conflicts of interest, taking into consideration the following factors:

  105. Compensation Consultants

    | ▶ | Whether the consultant provides other services to Carpenter Technology; | | ▶ | The amount of fees Carpenter Technology paid to the consultant as a percentage of the consultant’s total revenue; | | ▶ | The policies and procedures of the consultant that are designed to prevent conflicts of interest; | | ▶ | Any business or personal relationship of the consultant or its individual compensation advisors with an executive officer of the Company; | | ▶ | Any business or personal relationship of the individual compensation advisors with any member of the Committee; and | | ▶ | Any Carpenter Technology stock owned by the consultant or its individual compensation advisors. |

  106. Compensation Consultants

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 63 |

  107. Compensation Consultants

    Additionally, Willis Towers Watson, an outside compensation consulting firm, was engaged by management to provide compensation market data, CEO pay ratio analyses and other information, including a pay level assessment for senior executives and a review of the stock plan and incentive plan design practices (overall approach and competitive target levels). This information was made available to the Committee.

  108. How We Benchmark Compensation

    How We Benchmark Compensation In developing competitive compensation recommendations with respect to the NEOs, KF established a benchmark match for each position based on a broad perspective of the relevant market and detailed competitive survey data and proxy disclosures of peer companies, for each of the following elements of compensation: ▶ Base salary; ▶ Annual cash incentive; ▶ Total cash compensation; ▶ LTI; and ▶ Total direct compensation. The Committee accepted the consultant’s recommendation to use a comparator group for competitive compensation analysis that consists of fifteen public companies that manufacture and sell specialty metals and related products and that draw upon similar executive talent (the “Comparator Group”). The Comparator Group for fiscal year 2025 consisted of the public companies shown below. These companies operate in various parts of the world and have a median revenue of $2,064 million (compared to Carpenter Technology’s fiscal year 2025 revenue of $2,877 million).

  109. Comparator Group

    Comparator Group These companies were selected for inclusion in the Comparator Group based on industry, size, and U.S. based headquarters, with a particular focus on companies with which Carpenter Technology competes for executive talent, customers, or investor capital.

  110. Comparator Group

    | ($ in millions) Company Name | Revenue(1) | Market Cap as of June 30, 2025 | | Allegheny Technologies Incorporated(2) | $4,509 | $12,180 | | Valmont Industries, Inc.(3) | $4,077 | $6,555 | | Cabot Corporation | $3,815 | $3,990 | | Woodward, Inc. | $3,426 | $14,583 | | Curtiss-Wright Corporation | $3,305 | $18,413 | | Kaiser Aluminum Corporation | $3,114 | $1,290 | | Century Aluminum Company | $2,432 | $1,681 | | Minerals Technologies Inc.(2) | $2,064 | $1,747 | | Kennametal Inc. | $1,967 | $1,750 | | Hexcel Corporation | $1,877 | $4,542 | | SunCoke Energy, Inc. | $1,846 | $727 | | Quaker Chemical Corporation | $1,833 | $1,979 | | Materion Corporation(4) | $1,726 | $1,652 | | Barnes Group Inc.(5) | $1,616 | $2,051 | | Triumph Group, Inc.(6) | $1,262 | $2,001 | | Carpenter Technology Corporation | $2,877 | $13,738 |

  111. Comparator Group

    (1) Reflects revenue for the period July 1, 2024, through June 30, 2025, except where noted otherwise. (2) Reflects revenue for the period June 30, 2024, through June 29, 2025. (3) Reflects revenue for the period June 29, 2024, through June 28, 2025.

  112. Comparator Group

    | 64 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  113. Comparator Group

    Barnes Group was acquired by Apollo Global Management in January 2025. Reflects revenue for the period October 1, 2023, through September 30, 2024. Market Cap is as of September 30, 2024. (6) Triumph Group was acquired by Warburg Pincus and Berkshire Partners in July 2025. Reflects revenue for the period April 1, 2024, through March 31, 2025. Market Cap is as of June 30, 2025.

  114. Individual Performance Criteria

    | ▶ | Successful execution of key strategic goals; | | ▶ | Leadership capability; | | ▶ | Contribution to both short- and long-term business results; and | | ▶ | Ethical conduct and regulatory compliance. |

  115. Equity Grant Practice

    Equity Grant Practice The Committee does not grant equity awards in anticipation of the release of material nonpublic information. Similarly, the Company does not time the release of material nonpublic information with reference to any equity award grant dates or for the purpose of affecting the value of executive compensation. As a matter of practice, annual equity awards are approved by the Committee at the beginning of the fiscal year with the same future annual grant date (or first business day following such date if the market is closed) each year as specifically identified in such approval. Time-based restricted stock unit (RSU) awards and performance-based restricted stock unit (PSU) awards are valued based on the closing market price of our common stock on the grant date. RSUs typically vest in equal installments on the first three anniversaries of the grant date. PSUs have a three-year performance period, and earned shares are distributed shortly after the close of the performance period and the Committee's certification of performance results. The Company currently does not grant stock options or stock appreciation rights to employees. The Committee approves all awards to our executive officers and direct reports to the CEO. The Committee delegates to the CEO the ability to grant equity awards to non-executive officers and non-direct reports to the CEO for on-hire, promotion, recognition and retention purposes. The ad-hoc award pool for these awards is approved in advance on an annual basis by the Committee. The CEO must report to the Committee at least annually on the awards granted from the ad-hoc award pool.

  116. Equity Grant Practice

    | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT | 65 |

  117. Clawback Policy

    | Policy | Erroneously Awarded Compensation | Trigger | Recoupment Policy | | Clawback Policy for Executive Officers* | Incentive compensation that exceeds the amount of Incentive-Based Compensation (as defined in the clawback policy) that otherwise would have been received had it been determined based on the restated amounts of an accounting restatement of the Company’s financial statements, computed without regard to any taxes paid. | An accounting restatement of the Company’s financial statements due to the material noncompliance of the Company with any financial reporting requirement under the securities laws, including any required accounting restatement (i) to correct an error in previously issued financial statements that is material to the previously issued financial statements, or (ii) that would result in a material misstatement if the error were corrected in the current period or left uncorrected in the current period. | Means of recoupment may include: (i) recoupment of cash or shares of Company stock, (ii) forfeiture of unvested cash or equity awards, (iii) cancellation of outstanding vested cash or equity awards, (iv) offset of other amounts owed to the Covered Executive or forfeiture of deferred compensation, as permitted under Internal Revenue Code Section 409A, (v) reduction of future compensation, and (vi) any other remedial or recovery action permitted by law. | | Clawback Policy for Non-Executive Officers | Incentive compensation that exceeds the amount of Incentive-Based Compensation (as defined in the clawback policy) that otherwise would have been received had it been determined based on the restated amounts of an accounting restatement of the Company’s financial statements, computed without regard to any taxes paid, but the ultimate determination of such amount shall be made in the Committee’s (as defined in the clawback policy) sole discretion. | Upon the occurrence of an Accounting Restatement (as defined in the Clawback Policy for Executive Officers), the Committee may, in its sole discretion, recoup Erroneously Awarded Compensation (as defined in the clawback policy) from each Covered Individual (as defined in the clawback policy) whose fraudulent behavior, material misrepresentation, willful misconduct, or gross negligence (including a failure to supervise) contributed to the need for the accounting restatement. | Means of recoupment may include: (i) recoupment of cash or shares of Company stock, (ii) forfeiture of unvested cash or equity awards, (iii) cancellation of outstanding vested cash or equity awards, (iv) offset of other amounts owed to the Covered Individual or forfeiture of deferred compensation, as permitted under Internal Revenue Code ("Code") Section 409A, (v) reduction of future compensation, and (vi) any other remedial or recovery action permitted by law. |

  118. Severance and Employment Arrangements

    Severance and Employment Arrangements Carpenter Technology maintains an executive severance plan to address certain terminations in the absence of a Change in Control. In addition, the Company also maintains a Change-in-Control Severance Plan, which provides certain payments and benefits in the event of a termination of employment in connection with a Change in Control. These plans are discussed in more detail in the “Potential Payments Upon Termination of Employment” section of this Proxy.

  119. Severance and Employment Arrangements

    | 68 | CARPENTER TECHNOLOGY 2025 PROXY STATEMENT |

  120. Pension and Other Post-Employment Benefits

    In general, benefits under the BRP were subject to the same administrative rules as the GRP. Effective December 31, 2016, all benefit and service accruals were frozen for all BRP participants. The Health Protection Account (“HPA”) provides retiree medical benefits for certain employees, including NEOs, who are eligible to receive an immediate retirement benefit from the GRP upon termination of employment. The benefits are equal to monthly credits that participants can use to pay for qualified medical expenses. The monthly credits are generally determined at retirement by multiplying a participant’s “earned percentage” (3% per year of continuous service) by the applicable premiums for the Carpenter Technology sponsored retiree medical plan in the year of retirement and vary before and after the age at which a participant or the participant’s dependents are eligible for Medicare. Monthly credits are capped at $528 per month pre-Medicare and $338 per month post-Medicare for single coverage, and at $922 per month pre-Medicare and $593 per month post-Medicare for family coverage, provided that monthly credits generally may not actually be less than 50% nor more than 90% of the capped amount. The HPA was closed to new hires effective January 1, 2012, and therefore does not apply to Messrs. Thene, Malloy and Akins. Carpenter Technology also provides retiree life insurance benefits for some employees, including NEOs, who are eligible to receive an immediate retirement benefit from the GRP upon termination of employment. The face amount of the retiree life insurance benefit is equal to $5,000. Benefits for NEOs under the above plans are discussed in detail in the “Executive Compensation” section of this Proxy Statement. Tax Policies To the extent the aggregate compensation subject to Code Section 162(m) paid to any NEO exceeds $1 million, it is not deductible by Carpenter Technology for federal income tax purposes unless it is grandfathered under the definition of “performance-based” compensation within the transitional provisions of Code Section 162(m) as amended by The Tax Cuts and Jobs Act of 2017 (the “Act”). The Act was enacted on December 22, 2017, and included changes to certain provisions of Code Section 162(m), including expanding the executives covered by the limitation to include the principal financial officer, as well as executives covered by the limitation in prior periods. Stock option awards granted under the Omnibus Plan on or before November 2, 2017, are treated as grandfathered and continue to constitute performance-based compensation excepted from the $1 million deduction limitation. With the exception of stock option awards, other awards issued under the Omnibus Plan before November 2, 2017, may not meet the grandfathering requirements because they are subject to reduction by the Committee. The tax laws do not require that all incentive compensation be deductible, and after considering the potential impact of the application of Code Section 162(m), the Committee may determine to provide compensation to executive officers that may not be tax deductible if it believes that providing that compensation is in the best interests of the Company and its stockholders.

  121. Executive Compensation

    | Summary Compensation Table | 71 | | Fiscal Year 2025 All Other Compensation Table | 72 | | Fiscal Year 2025 Grants of Plan-Based Awards Table | 73 | | Outstanding Equity Awards at End of Fiscal Year 2025 Table | 74 | | Fiscal Year 2025 Option Exercises and Stock Vested Table | 77 | | Pension Benefits | 78 | | Pension Benefits Table | 78 | | Tax-Qualified Defined Benefit Pension Plans | 79 | | Non-Qualified Defined Benefit Pension Plans | 80 | | Non-Qualified Deferred Compensation Plan for Officers and Key Employees | 81 | | Fiscal Year 2025 Non-Qualified Deferred Compensation Table | 81 | | Tax-Qualified Defined Contribution Pension Plans | 82 | | CEO Pay Ratio | 82 | | 2025 Summary Compensation Table Total Compensation Breakdown | 82 | | Pay versus Performance (“PvP”) | 83 | | Pay versus Performance Table | 84 | | Potential Payments Upon Termination of Employment | 88 | | Fiscal Year 2025 Potential Payments Upon Termination or Change-in-Control Tables | 90 |

  122. Executive Compensation

    | | | Salary | Bonus | Stock Awards(1) | Option Awards | Non-Equity Incentive Plan Compensation | Change in Pension Value and Nonqualified Deferred Compensation Earnings(2) | All Other Compensation(3) | Total | | Name and Principal Position | Year | ($) | ($) | ($) | ($) | ($) | ($) | ($) | ($) | | (a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | (j) | | Thene, Tony R. | 2025 | 1,020,192 | 0 | 4,500,080 | 0 | 2,698,408 | 0 | 198,198 | 8,416,878 | | President | 2024 | 996,154 | 0 | 4,000,077 | 0 | 2,117,272 | 0 | 209,871 | 7,323,374 | | and Chief Executive Officer | 2023 | 970,898 | 0 | 3,785,070 | 0 | 1,522,136 | 0 | 154,693 | 6,432,797 | | Lain, Timothy | 2025 | 547,958 | 0 | 1,150,056 | 0 | 1,008,243 | 21,338 | 92,923 | 2,820,517 | | Sr. Vice President | 2024 | 528,495 | 0 | 1,050,035 | 0 | 732,196 | 4,871 | 77,560 | 2,393,157 | | and Chief Financial Officer | 2023 | 509,320 | 0 | 850,000 | 0 | 520,820 | 0 | 65,964 | 1,946,104 | | Malloy, Brian J. | 2025 | 535,960 | 0 | 1,100,128 | 0 | 986,166 | 0 | 91,462 | 2,713,716 | | Sr. Vice President | 2024 | 516,923 | 0 | 1,000,077 | 0 | 716,163 | 0 | 75,163 | 2,308,326 | | and Chief Operating Officer | 2023 | 491,724 | 0 | 750,058 | 0 | 474,803 | 0 | 58,359 | 1,774,944 | | Dee, James D. | 2025 | 498,702 | 0 | 750,062 | 0 | 688,209 | 48,785 | 83,049 | 2,068,807 | | Sr. Vice President, General | 2024 | 480,989 | 0 | 700,101 | 0 | 533,103 | 27,462 | 68,019 | 1,809,674 | | Counsel and Secretary | 2023 | 463,538 | 0 | 450,004 | 0 | 347,603 | 0 | 65,622 | 1,326,767 | | Akins, Marshall D. | 2025 | 482,364 | 0 | 850,204 | 0 | 832,078 | 0 | 57,707 | 2,222,353 | | Vice President | 2024 | 465,231 | 0 | 750,058 | 0 | 644,547 | 0 | 62,263 | 1,922,099 | | and Chief Commercial Officer | 2023 | 439,692 | 0 | 400,070 | 0 | 364,533 | 0 | 39,392 | 1,243,687 |

  123. Executive Compensation

    | Executive Compensation • Fiscal Year 2025 Grants of Plan-Based Awards Table |

  124. Executive Compensation

    | Executive Compensation • Fiscal Year 2025 Option Exercises and Stock Vested Table |

  125. Executive Compensation

    | Executive Compensation • Pension Benefits |

  126. GRP Payment

    GRP Payment All payments to a participant or any beneficiary pursuant to the GRP are conditioned upon the circumstances surrounding the participant’s separation from employment, which dictate (a) whether the participant is entitled to an annuity payable beginning in the month immediately following separation (an “immediate annuity”) or an annuity payable beginning at a later date (a “deferred annuity”), and (b) whether an immediate annuity, if applicable, will be reduced to account for the participant’s age at the commencement of the annuity. An unreduced immediate annuity is referred to as a “full pension.” Full Pension: A participant is entitled to a full pension if separation from employment occurs:

  127. GRP Payment

    | ▶ | At or after age 65 with at least five years of service; | | ▶ | At any age with at least 30 years of service; or | | ▶ | At age 62 with at least 10 years of service. |

  128. GRP Payment

    A full pension is also available based upon: (1) permanent disability if the participant has provided at least 15 years of service to the Company, or (2) where the participant’s age plus service equals one of the following totals:

  129. GRP Payment

    | Employee’s Age | Employee’s Service | Age + Service = | | Under 55 | At least 20 years | 65 but not 80 | | Under 55 | At least 15 years | At least 80 | | 55 but not 62 | At least 15 years | At least 70 |

  130. GRP Payment

    Early Pension (payable immediately with age discount): Early retirement is available at age 55 after at least 10 years of service (with the benefit amount otherwise payable at age 65 discounted to account for the time during which benefits are paid before the participant reaches age 62), or at age 60 after at least five years of service (with the benefit amount otherwise payable at age 65 discounted for the time during which benefits are paid before the participant reaches age 65). Deferred Vested Pension: A participant with a vested pension who separates from service without being eligible for an immediate annuity is entitled to receive a deferred annuity that is generally payable without discount at age 65 (or at age 62 if the participant terminated employment after at least 15 years of service). A participant with a deferred vested pension who terminates employment prior to age 55 after at least 10 years of employment may elect to have a discounted benefit commence at age 55 in lieu of a benefit commencing at age 65. A participant with a deferred vested pension who terminates employment prior to age 55 with less than 10 years of employment may elect to have a discounted benefit commence at age 60 in lieu of a benefit commencing at age 65.

  131. BRP Payments

    BRP Payments Payments to an executive or any beneficiary under the BRP may not commence until the earliest of the date of the occurrence of a Change in Control (as defined in the BRP) or the first day of the month following certain separations from employment. Qualifying separations from employment under the BRP include (i) separations after a determination of Disability (as defined in the BRP), having provided at least 15 years of service; (ii) separations or death, having provided at least 10 years but fewer than 30 years of service, and, if under age 55, attainment of age 55; (iii) separations or death with a vested benefit under the GRP, having provided fewer than 10 years of service, and, if under age 60, attainment of age 60; and (iv) separations or death, having provided at least 30 years of service. With respect to all of the non-qualified plans, payment of benefit amounts for “Specified Employees,” as defined under Internal Revenue Code Section 409A, that are payable upon a separation from service are subject to a six-month delay. The amount of payments to be made under the BRP is tied to the benefits to which the participant is entitled under the GRP; as a result, the qualification requirements for a full pension, early pension, or deferred vested pension outlined above with respect to the GRP apply here as well.

  132. Eligibility of Named Executive Officers on June 30, 2025

    | Executive Compensation • Non-Qualified Deferred Compensation Plan for Officers and Key Employees |

  133. Eligibility of Named Executive Officers on June 30, 2025

    | Name/ Employee ID | Salary ($) | Bonus ($) | Stock Awards ($) | Option Awards ($) | Non-Equity Incentive Plan Compensation ($) | Change in Pension Value and Non- qualified Deferred Compensation Earnings ($) | All Other Compensation ($) | Total ($) | | Thene, Tony R. | 1,020,192 | 0 | 4,500,080 | 0 | 2,698,408 | 0 | 198,198 | 8,416,878 | | Median Employee | 86,918 | 0 | 0 | 0 | 18,345 | 0 | 0 | 105,263 |

  134. Eligibility of Named Executive Officers on June 30, 2025

    | Executive Compensation • Pay versus Performance (“PvP”) |