DEF 14A of Corteva, Inc., Mar 19, 2026

DEF 14A of Corteva, Inc.

Filed Mar 19, 2026 · FY20250001193125-26-116069

Open on EDGAR

  1. TABLE OF CONTENTS

    | Proxy Statement Summary | ii | CEO Pay Ratio | 63 | | Voting and Attendance Procedures | 1 | Pay For Performance | 63 | | Corporate Governance | 5 | | | | Board of Directors | 5 | Agenda Item 2: | | | Corporate Governance Policies | 6 | Advisory Resolution to Approve Executive Compensation | 67 | | Board Committees | 10 | | | | Related Person Transactions | 14 | Agenda Item 3: | | | Our Policies | 14 | Advisory Resolution to Approve the Frequency of the Stockholder Vote on the Executive Compensation of the Company's Named Executive Officers | 68 | | Corporate Responsibility and Values | 15 | | | | Agenda Item 1: | | | | | Election of Directors | 18 | Agenda Item 4: | | | Board Composition | 18 | Ratification of Independent Registered Public Accounting Firm | 69 | | Director Nominees | 21 | | | | Director Compensation | 32 | Fees Paid to Independent Registered Public Accounting Firm | 70 | | Equity Compensation Plan Information | 33 | | | | Beneficial Ownership of Company Stock | 34 | Audit Committee’s Pre-Approval Policies and Procedures | 70 | | Compensation Discussion and Analysis | 35 | Report of the Audit Committee | 71 | | Executive Summary | 36 | | | | How We Determine Executive Compensation | 38 | Additional Information | 72 | | Components of Our Executive Compensation Program | | Future Stockholder Proposals | 72 | | | 40 | Future Annual Meeting Business | 72 | | How We Manage Compensation Risk | 44 | Future Director Nominee Through Proxy Access | 72 | | 2025 Compensation Decisions | 45 | Multiple Stockholders With the Same Address | 72 | | 2026 Compensation Design Changes | 51 | Electronic Delivery of Proxy Materials | 73 | | | | Copies of Proxy Material and Annual Report | 73 | | Compensation of Executive Officers | 52 | | | | 2025 Summary Compensation Table | 52 | Appendix A: Non-GAAP Metrics | A-1 | | 2025 Grants of Plan-Base Awards | 55 | | | | Outstanding Equity Awards | 56 | | | | 2025 Option Exercises and Stock Vested | 57 | | | | Pension Benefits | 57 | | | | Nonqualified Deferred Compensation | 59 | | | | Potential Payments Upon Termination or Change in Control | 60 | | | | Compensation Committee Interlocks and Insider Participation | 62 | | | | Compensation Committee Report | 62 | | |

  2. Director Nominees

    Director Nominees You are being asked to vote on the election of 12 directors: Klaus A. Engel; David C. Everitt; Janet P. Giesselman; Jean-Marc Gilson; Karen H. Grimes; Marcos M. Lutz; Charles V. Magro, Nayaki R. Nayyar; Gregory R. Page; Christopher J. Policinski; Kerry J. Preete; and Patrick J. Ward. All directors are elected annually. Detailed information about the Board nominees’ background, skills, expertise, and personal attributes can be found in Agenda Item 1 (Election of Directors).

  3. Director Nominees

    | Name Age Current Position | Independent | Audit Committee | Governance and Compliance Committee | People and Compensation Committee | Sustainability and Innovation Committee | Other Current Public Boards | | (As of the date of this Proxy Statement) | | | | | | | | Klaus A. Engel, Ph.D. Age 69 Retired Chief Executive Officer, Evonik Industries AG | | | | | | 0 | | David C. Everitt Age 73 Retired President, Agricultural & Turf Division, Deere & Company | | | | | | 2 | | Janet P. Giesselman Age 71 Retired President and General Manager, Dow Oil & Gas | | | | | | 1 | | Jean-Marc Gilson Age 62 President & Chief Executive Officer Westlake Corporation | | | | | | 1 | | Karen H. Grimes Age 69 Retired Partner, Senior Managing Director & Equity Portfolio Manager, Wellington Management Company | | | | | | 1 | | Marcos M. Lutz Age 56 Chairman and Former Chief Executive Officer, Ultrapar Participações S.A. | | | | | | 2 | | Charles V. Magro Age 56 Chief Executive Officer, Corteva, Inc. | | | | | | 1 | | Nayaki R. Nayyar Age 55 Chief Executive Officer, Siteimprove A/S | | | | | | 1 | | Gregory R. Page Age 74 Retired Chairman & Chief Executive Officer, Cargill, Incorporated | | | | | | 2 | | Christopher J. Policinski Age 67 Retired President & Chief Executive Officer Land O'Lakes, Inc. | | | | | | 1 | | Kerry J. Preete Age 65 Retired Executive Vice President & Chief Strategy Officer, Monsanto Company | | | | | | 1 | | Patrick J. Ward Age 62 Retired Chief Financial Officer, Cummins Inc. | | | | | | 2 |

  4. Director Nominees

    C = Chair Corteva 2026 Proxy Statement | iii The table below sets forth key metrics and attributes regarding our director nominee slate.

  5. Director Nominees

    | Gender Diversity | Ethnic/Racial Diversity | Non-U.S. Born | | | | | | 92% Independent | 5 years Average Tenure | 65 years Average Age |

  6. Director Nominees

    | | | 11 of 12 Director nominees are independent | | | | Independent Board committees | | Corporate Governance Best Practices As part of Corteva’s commitment to high ethical standards, the Board follows sound governance practices. These practices, which are summarized below, are described in more detail beginning on page 5 of the Proxy Statement and on the Company’s website at https://investors.corteva.com. | | Annual Board elections | | | | Director elections by a majority of votes cast | | | | Directors not elected by a majority of votes cast are subject to the Company’s resignation policy | | | | Independent Director executive sessions | | | | Annual Board, committee, and individual director evaluations | | | | Director orientation and education | | | | Non-employee directors are required to hold equity compensation until minimum stock ownership guideline is met | | | | Non-employee director stock ownership requirement of 5 times their annual cash retainer within 5 years | | | | Executives and directors prohibited from hedging or pledging Company stock | | | | Stockholder right to call special meetings (25% ownership threshold) | | | | No super-majority stockholder voting requirements | | | | Eligible stockholders are able to nominate directors through proxy access |

  7. Director Nominees

    iv | Corteva 2026 Proxy Statement The following summarizes key governance characteristics related to the executive compensation programs in which the named executive officers participate:

  8. Director Nominees

    | KEY EXECUTIVE COMPENSATION PRACTICES | | | | Performance metrics to align pay with performance with a structure designed to discourage excessive risk-taking | | | Balanced short-term and long-term incentives using multiple performance metrics, which balance achieving near-term targets with investing for sustainable long-term growth through innovation | | | Rigorous stock ownership and retention requirements for our named executive officers | | | Significant focus on performance-based pay | | | A comprehensive compensation clawback policy | | | An independent compensation consultant to review and advise on executive compensation | | | Tally sheets to monitor executive compensation | | | Regular reviews of the People and Compensation Committee charter to ensure independence and adherence to best practices and priorities | | | Regular reviews of our peer group with the People and Compensation Committee to ensure appropriate benchmarking of our compensation programs | | | Annual say-on-pay votes | | | A sustainability modifier in our short-term incentive plan to hold executives accountable for incremental progress toward the Company’s sustainability objectives | | | Regular engagement with our investors on the Company’s strategy, governance, and compensation programs | | | No single-trigger change in control agreements | | | Prohibition on hedging and pledging of Corteva securities by our executives and directors | | | Prohibition on option repricing, reloads, exchanges or options granted below market value | | | No tax gross-ups on benefits and perquisites (except for limited mobility benefits) | | | No dividends paid on unvested or unearned performance share units |

  9. Director Nominees

    Corteva 2026 Proxy Statement | v

  10. Director Nominees

    | IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE STOCKHOLDER MEETING TO BE HELD ON APRIL 28, 2026 The Notice, Proxy Statement and Annual Report are available at www.proxyvote.com Stockholders may request their proxy materials be delivered to them electronically in 2026 by visiting www.investordelivery.com |

  11. Director Nominees

    In this Proxy Statement and the accompanying proxy material, including a proxy card, you will find information on the Board, the Board’s nominees for election to the Board, and three other agenda items to be voted upon at the 2026 Meeting and any adjournment or postponement of the 2026 Meeting. The background information in this Proxy Statement has been supplied to you at the request of the Board to help you decide how to vote and to provide information on the Company’s corporate governance and compensation practices. This Proxy Statement and the accompanying proxy card and other materials are first being distributed to stockholders on or about March 19, 2026.

  12. BOARD OF DIRECTORS

    BOARD OF DIRECTORS Nomination Process. All candidates for Board membership are evaluated by the Governance and Compliance Committee. In evaluating candidates, including existing Board members, the Governance and Compliance Committee considers an individual candidate’s personal and professional responsibilities and experiences, the then-current composition of the Board, and the challenges and needs of the Company in an effort to ensure that the Board, at any time, is comprised of an intellectually diverse group of members who, individually and collectively, best serve the needs of the Company and its stockholders. The Governance and Compliance Committee also utilizes recommendations from a leading, global third-party search firm, whose function is to assist in identifying qualified candidates and to validate the background and reputation of any potential candidates. In general, and in giving due consideration to the composition of the Board at the time a candidate is being considered, the Governance and Compliance Committee considers each potential nominee’s: • integrity and demonstrated high ethical standards; • experience with business administration processes and principles; • ability to express opinions, raise difficult questions, and make informed, independent judgments; • knowledge, experience, and skills in one or more specialty areas (such as agriculture or chemical industry, regulatory or governmental affairs, accounting or finance, product development, technology, global operations, or corporate strategy); • ability to devote sufficient time to prepare for and attend Board meetings; • willingness and ability to work with other members of the Board in an open and constructive manner; • ability to communicate clearly and persuasively; and • diversity with respect to other characteristics, which may include professional and leadership experience, specialized education and skills, and personal attributes. Additionally, with the Company's proposed separation, the Board has been evaluating and will continue to evaluate candidates to support the formation of two independent public company boards to oversee each of the specific needs of the crop protection and seed businesses. Inclusion. The Board is committed to inclusion and supportive of board candidates from underrepresented communities and socioeconomic backgrounds. We have taken steps to identify and retain Board candidates representative of the Company’s global operations and diverse backgrounds, including with respect to skills, education, professional experience, personal attributes, gender, ethnicity, race, nationality, and age. When selecting Board candidates, the Board is focused on the individual's experience in the context of the needs of the Board, including for this year the Board's needs with respect to the proposed separation, in the pool of potential candidates available and under consideration, while balancing the need to identify candidates for nomination that add to, or otherwise complement, the skills and qualifications of its existing members through regular refreshment of our Board. During any Board refreshment process, we are mindful that we want the best talent for our Board and that our Board aspires to be representative of the communities and geographies in which we operate globally. Stockholder Nomination Process. Stockholders who wish to submit names to be considered by the Governance and Compliance Committee for nomination for election to the Board of Directors may do so by contacting us through the Corporate Secretary Office, Corteva, Inc., 1000 N. West Street, Suite 900, Wilmington, Delaware 19801 and should submit the following information: • the name and record address of the stockholder of record making such nomination and any other person on whose behalf the nomination is being made, and of the person or persons to be nominated, the class or series and number of shares of capital stock of the Company which are owned beneficially or of record by such stockholder or such other person, a description of all arrangements or understandings between such stockholder and any such other person or persons or any nominee or nominees in connection with the nomination by such stockholder, • such other information regarding each nominee proposed by such stockholder as would be required to be disclosed in solicitations of proxies for election of directors in an election contest, or is otherwise required to be disclosed, pursuant to SEC rules, had the nominee been nominated or intended to be nominated by the Board of Directors, and shall include a consent signed by each such nominee to be named in the proxy statement for the annual meeting as a nominee and to serve as a director of the Company if so elected, • a representation that such stockholder intends to appear in person or by proxy at the annual meeting to make such nomination, • a duly executed representation that, if elected as a director of the Company, the proposed nominee shall comply with the Company’s Codes of Conduct and Corporate Governance Guidelines in all respects, share ownership and trading policies and guidelines and any other Company policies and guidelines applicable to directors, as well as any applicable law, rule, or regulation or listing requirement, and • a completed and duly executed written questionnaire with respect to the background of the nominating stockholder and any other person or entity on whose behalf, directly or indirectly, the nomination is being made (which questionnaire shall be provided by the Corporate Secretary upon written request). Stockholders wishing to nominate a director should follow the specific procedures set forth in the Company’s Bylaws.

  13. ELECTION OF DIRECTORS

    ELECTION OF DIRECTORS

  14. BOARD COMPOSITION

    BOARD COMPOSITION Our Board is elected annually and currently consists of twelve members, with Mr. Page serving as its Chair. Our Board believes in maintaining a well-rounded membership, complete with diverse qualifications, skills, experiences, and personal attributes that support not only the Company’s business needs, but that also provide a current, holistic approach to the Company’s business model as a whole. Our Board has developed a deep and varied skill set, with a membership that reflects a comprehensive spectrum of both professional and personal experiences. The Board is committed to inclusion at the Board level and has taken steps to identify and retain candidates, which are diverse with respect to skills, experience, education, gender, ethnicity, race, nationality, and age, skills, and experience in the context of the needs of the Board in the pool of potential candidates available and under consideration, while balancing the need to identify and attract candidates for nomination that add to, or otherwise complement, the skills and qualifications of its existing members through regular refreshment of our Board. The Governance and Compliance Committee, along with our Board, believe that our stockholders benefit from a Board drawing upon a broad array of experiences and backgrounds. Consistent with our priorities, the Board has nominated a strong slate of candidates consisting of: Klaus A. Engel; David C. Everitt; Janet P. Giesselman; Jean-Marc Gilson; Karen H. Grimes; Marcos M. Lutz; Charles V. Magro, Nayaki R. Nayyar; Gregory R. Page; Christopher J. Policinski; Kerry J. Preete; and Patrick J. Ward. The below metrics summarizes key attributes of this year's director nominees.

  15. BOARD COMPOSITION

    | Gender Diversity | Ethnic/Racial Diversity | Non-U.S. Born | | | | | | 92% | 5 years | 65 years | | Independent | Average Tenure | Average Age |

  16. BOARD COMPOSITION

    The Governance and Compliance Committee and the Board carefully considered the qualifications, skills, and experience of each nominee when concluding that this year’s nominees should serve on the Board. The chart below highlights certain of the diverse sets of skills, knowledge, background, attributes, and experience that are represented on our Board:

  17. BOARD COMPOSITION

    | CORTEVA BOARD OF DIRECTORS SKILLS, EXPERIENCE & ATTRIBUTES MATRIX | | | | | | | | | | | | | | Skills and Experience | | | | | | | | | | | | | | C-Suite Executive Leadership Experience Business and strategic management experience from service in a significant leadership position, such as CEO, CFO or other senior executive role | | | | | | | | | | | | | | Other Public Company Board Service (within last 5 years) Experience serving on the boards of other public companies, which provides an understanding of corporate governance practices and the dynamics and operation of a corporate board, management accountability and protecting shareholder interests | | | | | | | | | | | | | | Agriculture and/or Chemical Industry Experience In-depth knowledge of our industry, operations, and competitive environment | | | | | | | | | | | | | | Accounting/Finance/Financial Reporting Expertise Experience as a principal financial officer, principal accounting officer, controller, public accountant, auditor, or experience actively supervising such person(s); possessing deep financial literacy and understanding of financial reporting, budgeting, and financial strategy | | | | | | | | | | | | | | Capital Markets Expertise Experience and understanding of capital markets, their structure, and how to best participate in such markets; in-depth understanding of investor perspectives; significant merger and acquisition experience | | | | | | | | | | | | | | Science and Innovation Strong science or biotech background and/or R&D experience | | | | | | | | | | | | | | Information Technology/Cybersecurity/ Digital/Artificial Intelligence Experience with driving technological innovation for business efficiency and revenue opportunities; experience managing/mitigating cybersecurity risks | | | | | | | | | | | | | | Government/Regulatory Experience with regulated businesses, regulatory requirements and interacting with regulators and members of government or prior service in government | | | | | | | | | | | | | | Human Capital/Talent Management Experience with compensation, attracting and retaining top talent, development and succession planning | | | | | | | | | | | | | | International/Global Business Experience Global business experience, including managing and growing organizations outside the U.S. | | | | | | | | | | | | | | Environmental/Sustainability/ Corporate Responsibility Experience in managing environmental, corporate responsibility and sustainability initiatives and their relationship to the company’s business and strategy | | | | | | | | | | | | |

  18. BOARD COMPOSITION

    | CORTEVA BOARD OF DIRECTORS SKILLS, EXPERIENCE & ATTRIBUTES MATRIX(1) | | | | | | | | | | | | | | Diversity Attributes | | | | | | | | | | | | | | Female | | | | | | | | | | | | | | Male | | | | | | | | | | | | | | American Indian or Native Alaskan | | | | | | | | | | | | | | Asian | | | | | | | | | | | | | | Black or African American | | | | | | | | | | | | | | Hispanic or Latino | | | | | | | | | | | | | | Native Hawaiian or Pacific Islander | | | | | | | | | | | | | | White | | | | | | | | | | | | | | Non-U.S. born or Non-U.S. citizen | | | | | | | | | | | | | | Military Service | | | | | | | | | | | | |

  19. BOARD COMPOSITION

    We survey the diversity attributes of our Board, however, director nominees retain the right not to self-identify. Each of the 2025 director nominees declined to identify their sexual orientation.

  20. RECOMMENDATIONS AND NOMINATIONS FOR DIRECTOR

    RECOMMENDATIONS AND NOMINATIONS FOR DIRECTOR In accordance with the recommendation of the Governance and Compliance Committee, the Board has nominated each of its 12 director nominees to serve for a one-year term that expires at the Company’s 2027 Annual Meeting of Stockholders (the “2027 Meeting”), or until their successors are elected and qualified. Each of the director nominees has expressed his or her willingness to serve. The Board unanimously recommends a vote FOR the election of ALL of the named director nominees as Directors of the Board. The Company benefits from an experienced, engaged, diverse, and independent board of directors with directors that have a deep knowledge of the Company’s business. Assuming each of the Board’s nominees is elected, our Board will consist of twelve highly qualified directors, eleven of whom will be independent. Collectively, the Board reflects the diversity of operational expertise and experience necessary to oversee the Company’s strategic direction, operational execution and performance enhancements, and efforts to drive long-term stockholder value. As provided by Article 2.7 of the Company’s Bylaws, directors will be elected by a vote of a majority of the votes cast. A majority of the votes cast means that the number of votes FOR a nominee must exceed the number of votes AGAINST that nominee. In an uncontested election, abstentions and broker non-votes will not be counted as votes cast either for or against the nominees and therefore will have no effect on the election of the nominees. Under our Corporate Governance Guidelines, if a nominee who already serves as a director is not elected, that nominee shall offer to tender his or her resignation to the Board. The Governance and Compliance Committee will then recommend to the Board whether to accept or reject the resignation, or whether other action should be taken. Within ninety days of the certification of election results, the Board will publicly disclose its decision regarding whether to accept or reject the resignation. As explained on the accompanying proxy card or voting information, it is the intention of the persons named as proxies to vote executed proxies FOR the candidates nominated by the Board unless contrary voting instructions are provided. The NYSE rules do not permit brokers with discretionary authority to vote in the election of directors. Therefore, if you hold your shares beneficially and do not provide voting instructions to your bank or broker, your bank or broker will abstain from voting on your behalf and your shares will not be voted in the election of directors. We urge you to promptly provide voting instructions to your broker to ensure that your shares are voted on this matter. Please follow the instructions set forth in the voting information provided by your bank or broker.

  21. DIRECTOR NOMINEES

    DIRECTOR NOMINEES Information in the biographies summarizes key qualifications and attributes as they apply to the individual director nominees to support the conclusion that these individuals are highly qualified to serve on the Board. The information is current as of the date of this Proxy Statement. Each nominee has consented to serve if elected.

  22. DIRECTOR NOMINEES

    | Klaus A. Engel, Ph.D. | | | Age 69 Retired Chief Executive Officer, Evonik Industries AG Director Since: June 2019 Corteva Committees: • Governance & Compliance • Sustainability & Innovation (Chair) | Skills and Expertise Dr. Engel’s experience as the chief executive officer of two different chemical companies provides our Board with expertise of a global-minded leader with strong corporate governance skills and with experience overseeing R&D and innovation. He also brings a depth of experience in finance, capital management, sustainability, and accounting and managing multi-national chemical organizations outside the United States. Career Highlights Dr. Engel is the former chief executive officer of Evonik Industries AG, a specialty chemical manufacturer, from 2009 to 2017, and previously was chief executive officer of Degussa AG, a predecessor to Evonik from 2006 to 2009. Prior to that, Dr. Engel was chief executive officer of Brenntag AG/ Mülheim, a global chemical distribution company, since 2001. Earlier in his career, he held various senior positions in R&D, production, marketing, and strategy planning at Chemische Werke Hüls/Marl, VEBA AG, Düsseldorf and Stinnes AG, Mülheim an der Ruhr. Dr. Engel served as a member of the supervisory board of National-Bank, Essen from 2011 to 2024. Dr. Engel has served on the advisory board of Ruhr-University, Bochum, Germany since 2018. Dr. Engel is honorary professor at University of Duisburg/Essen and member of the board of trustees of Bonner Akademie für angewandte Politik at University of Bonn. |

  23. DIRECTOR NOMINEES

    | David C. Everitt | | | Age 73 Retired President, Agricultural and Turf Division of Deere & Co. Director Since: March 2021 • Governance & Compliance • Sustainability & Innovation | Skills and Expertise As the former President of Deere & Company’s largest division, Mr. Everitt brings innovation experience, agriculture industry knowledge, and global operations expertise to our Board. Mr. Everitt also has significant manufacturing and marketing knowledge, along with public company board experience. Career Highlights Mr. Everitt had an extensive career at Deere & Company, the world’s largest manufacturer of agricultural equipment and a major U.S. producer of construction, forestry, and lawn and grounds care equipment, where he worked from 1975 until his retirement in September 2012. At Deere, he held many executive positions, including as president, agricultural and turf division – North America, Asia, Australia, and Sub-Saharan and South Africa, and global tractor and turf products, from 2009 to 2012, president, agricultural division – North America, Australia, Asia and global tractor and implement sourcing, from 2006 to 2009, and president, agricultural division – Europe, Africa, South America and global harvesting equipment sourcing, from 2001 to 2006. Since April 2025, Mr. Everitt has served as lead independent director of Brunswick Corporation, a global designer, manufacturer, and marketer of recreational marine products, where he has been a director since July 2012. Mr. Everitt also serves on the board of Allison Transmission Holdings, Inc., a designer and manufacturer of vehicle propulsion solutions, since August 2014. Previously, Mr. Everitt served as lead independent director of Enviri Corporation, an industrial services and engineering company that provides environmental solutions and innovative technology for the rail sector, from November 2018 until his retirement in April 2025. At Enviri, he also served as non-executive chairman, from August 2014 to October 2018 and as a director, since 2010. From February 2014 to July 2014, Mr. Everitt also served as Enviri’s interim president and chief executive officer. |

  24. DIRECTOR NOMINEES

    | Janet P. Giesselman | | | Age 71 Retired President & General Manager, Dow Oil & Gas Director Since: March 2021 Corteva Committees: • Governance & Compliance (Chair) • Sustainability & Innovation | Skills and Expertise Ms. Giesselman brings to the Board significant leadership experience as a senior executive in the agricultural and chemicals industry, and has a scientific educational background, including in plant pathology, along with expertise in growth and investment strategies, innovation, and crop protection regulation. Ms. Giesselman also has substantial public company board experience. Career Highlights Ms. Giesselman held a number of senior leadership positions for The Dow Chemical Company, from 2001 to 2010, including president and general manager of Dow Oil & Gas, from 2007 to 2010, business vice president of Dow Latex, from 2006 to 2007, and as a vice president of Dow AgroSciences, from 2001 to 2006, including leading strategy and regulatory affairs. From 1981 to 2001, Ms. Giesselman worked in a variety of sales, marketing, and strategic planning roles at Rohm and Haas Company, a specialty and performance materials company, including regional business director, agricultural division, from 1998 to 2001. Ms. Giesselman has served on the board of directors of McCain Foods Ltd., a privately held multinational manufacturer of frozen potato products, since June 2014; and Twin Disc, Inc., a global provider of power transmissions for marine, oil and gas, and industrial uses, since June 2015. Ms. Giesselman previously served as chair of the board of directors of Ag Growth International, Inc., a leading manufacturer of grain handling, storage and conditioning equipment, from May 2023 until her retirement from the Ag Growth board in May 2025, where she had been a director since 2013. Ms. Giesselman also previously served on the boards of GCP Applied Technologies Inc., a global provider of construction products and technologies, from May 2020 until it was acquired by Saint-Gobain in September 2022; Avicanna Inc., a leader in innovative biopharmaceutical advances using cannabinoid-based products, from June 2019 to May 2021; and OMNOVA Solutions Inc., a global provider of emulsion polymers, specialty chemicals and decorative & functional surfaces, from March 2015 until it was acquired by Synthomer plc in April 2020. |

  25. DIRECTOR NOMINEES

    | Jean-Marc Gilson | | | Age 62 President & Chief Executive Officer, Westlake Corporation Director Since: New Nominee Corteva Committees: TBD | Skills and Expertise Mr. Gilson's experience as the chief executive officer and chief operations officer of several global speciality chemical technology companies provides our Board with deep global industry expertise. With these experiences, Mr. Gilson is also knowledgeable and highly experienced in the areas of technological innovation, sustainability, strategy, finance, and multi-national chemical operations. Career Highlights Mr. Gilson is the president and chief executive officer and member of the board of directors of Westlake Corporation, a global manufacturer and supplier of vinyl, polymers and building products, a position he has held since July 2024. Prior to this appointment, Mr. Gilson was the president and chief executive officer and member of the board of directors of Mitsubishi Chemical Holdings Corporation from April 2021 to June 2024. Previously, Mr. Gilson served as chief executive officer of Roquette Frères, a global leader in plant-based ingredients and pharmaceutical excipients, from 2014 to 2021; chief operating officer of NuSil Technology LLC, a leading manufacturer of medical and space-grade silicone technology, from 2012 to 2014; and as chief executive officer of Avantor Performance Materials, Inc. from 2011 to 2012. Earlier in his career, Mr. Gilson held a variety of key leadership positions while at the Dow Corning Corporation, including director of science and technology, specialty chemicals from 1999 to 2003, vice president and general manager, advanced technologies from 2003 to 2005, and executive vice president, specialty chemicals and president, Asia region, from 2005 to 2010. |

  26. DIRECTOR NOMINEES

    | Karen H. Grimes | | | Age 69 Retired Partner, Senior Managing Director & Equity Portfolio Manager, Wellington Management Company Director Since: March 2021 Corteva Committees: • Audit • People & Compensation | Skills and Expertise Ms. Grimes work experience brings strong financial acumen, investment expertise and a returns-focused mindset to Corteva’s Board. Additionally, the Board benefits from her extensive executive-level experience, leadership abilities and deep understanding of financial accounting and internal financial controls. Ms. Grimes also provides significant risk management experience and provides a valuable investor-oriented perspective to the Board. Career Highlights Ms. Grimes was senior managing director, partner, and equity portfolio manager at Wellington Management Company LLP, an investment management firm, from January 2008 through December 2018. Prior to joining Wellington Management Company in 1995, she held the position of director of research and equity analyst at Wilmington Trust Company, a financial investment and banking services firm from 1988 to 1995. Before that, Ms. Grimes was a portfolio manager and equity analyst at First Atlanta Corporation from 1983 to 1986 and at Butcher and Singer from 1986 to 1988. Ms. Grimes holds the Chartered Financial Analyst designation. Ms. Grimes began her career as a field engineer in the Atlanta office at IBM after serving for three years in the U.S. Army. Ms. Grimes serves as a director of Toll Brothers, Inc., a company that builds, markets and finances residential and commercial properties in the U.S., since March 2019, and previously served on the board of TEGNA, Inc., a broadcast, digital media, and marketing services company, from February 2020 until April 2025. |

  27. DIRECTOR NOMINEES

    | Marcos M. Lutz | | | Age 56 Chairman and former Chief Executive Officer, Ultrapar Participacões S.A. Director Since: June 2019 Corteva Committees: • People & Compensation • Sustainability & Innovation | Skills and Expertise Mr. Lutz’s professional experience provides him significant knowledge of the agricultural business and business operations, capital markets, logistics, and marketing in Brazil, which enables him to contribute his expertise in corporate leadership, strategic analysis, operations, and executive compensation matters. Career Highlights Mr. Lutz was appointed chairman of the board of directors of Ultrapar Participações S.A., a major Brazilian conglomerate operating in various sectors, including energy, mobility and logistics infrastruture, in April 2025. Mr. Lutz joined Ultrapar in April 2021 as a member of the board, and from January 2022 to April 2025 held the position of chief executive officer, and served as vice-chair of the board from April 2023 to April 2025. Mr. Lutz currently also serves as chairman of the board of Hidrovias do Brasil S.A., a publicly-traded integrated logistics solutions company, which is majority held by Ultrapar, and is a member of the board of directors of Itau Unibanco S.A., one of the largest financial institutions in Latin America, a position he has held since April 2025. Previously, Mr. Lutz was chief executive officer of Cosan Limited, a Brazil-based holding company that operates in strategic sectors including agribusiness, fuel and natural gas distribution, lubricants and logistics, from April 2015 to April 2020, and served as a director of Cosan from December 2009 to June 2020. Prior to joining Cosan, he held senior leadership roles at Companhia Siderurgica Nacional (CSN) SA, most recently serving as vice president of infrastructure and energy with responsibility for the company’s hydroelectric plants, logistics, railways and port terminals. Prior to that, he was the chief operating officer for Ultracargo S.A., Ultra Group’s logistics subsidiary. Mr. Lutz previously served as a director at Monsanto Company from May 2014 to June 2018. |

  28. DIRECTOR NOMINEES

    | Charles V. Magro | | | Age 56 Chief Executive Officer, Corteva, Inc. Director Since: November 2021 Corteva Committees: None | Skills and Expertise Mr. Magro brings over 20 years of combined agricultural and chemical experience to our Board. His work experience also brings to the Board significant experience in mergers and acquisitions, restructuring, managing human capital and international business. Career Highlights Mr. Magro was named chief executive officer and director of Corteva effective November 2021. Prior to joining Corteva, Mr. Magro served as president and chief executive officer of Nutrien Ltd. from the company’s launch in 2018 until April 2021. From 2014 to 2018, he served as president and chief executive officer of Agrium Inc., which merged with Potash Corporation of Saskatchewan Inc. to create Nutrien Ltd. As president and chief executive officer of Nutrien Ltd., Mr. Magro led more than 27,000 employees to achieve best-in-class engagement, top safety performance and exceptional business results. While at Nutrien, he also led the company through numerous M&A transactions, thereby expanding its global footprint. Prior to this role, Mr. Magro held a variety of other key leadership positions with the company, including chief operating officer, chief risk officer, executive vice president of corporate development, and vice president of manufacturing. He joined Agrium Inc. in 2009 following a productive career with NOVA Chemicals Corp. Mr. Magro has served on the board of directors of Ingredion Inc., a global provider of ingredient solutions to the food and beverage manufacturing industry, since May 2022. He was also recently named chair of the board of directors of CropLife International, effective January 1, 2026. Mr. Magro previously served on the Canada Pension Plan Investment Board from 2018 until March 2022. |

  29. DIRECTOR NOMINEES

    | Nayaki R. Nayyar | | | Age 55 Chief Executive Officer, Siteimprove A/S Director Since: February 2020 Corteva Committees: • Audit • Governance & Compliance | Skills and Expertise Ms. Nayyar brings to our Board technical expertise in information technology, cybersecurity, artificial intelligence, and digital technologies, along with extensive experience in leading large teams in complex global organizations through acquisitions, technology transitions, and growth phases, each of which provide valuable insight to our Board with respect to the Company’s technology and growth strategies, and cost-savings initiatives. Career Highlights Ms. Nayyar was appointed chief executive officer and a member of the board of directors of Siteimprove A/S, a leading artificial intelligence-powered SaaS-platform for delivering digital content experiences, in February 2025. From December 2022 to July 2024, Ms. Nayyar was the chief executive officer of Securonix, Inc., a security intelligence solutions provider. Prior to that, Ms. Nayyar was the president and chief product officer of Ivanti, Inc., a software company specializing in IT asset management and cybersecurity, until October 2022. Ms. Nayyar joined Ivanti in July 2020, as executive vice president and chief product officer. From October 2016 to June 2020, Ms. Nayyar served as president of digital services management at BMC Software, Inc., a leading enterprise software solutions provider. Prior to joining BMC Software, Inc., Ms. Nayyar served as general manager and global head of the internet of things (IoT) division of SAP SE, a leading provider of enterprise application software, from January 2016 to October 2016. She joined SAP SE in 2011, holding the positions of senior vice president, corporate strategy, from March 2011 to December 2011, and senior vice president, SAP cloud, customer engagement, from January 2012 to December 2015. Ms. Nayyar also served as vice president and chief technical officer, enterprise architecture and application services, at Valero Energy Corporation, an international petroleum company, from August 2000 to February 2011. Ms. Nayyar has served as a director of TD SYNNEX Corporation, a global IT distribution and solutions company, since September 2021 and previously served as a director of Veritone Inc., a company that provides cloud-based artificial intelligence technology services, from October 2018 to December 2022. |

  30. DIRECTOR NOMINEES

    | Gregory R. Page | | | Age 74 Retired Chairman and Chief Executive Officer, Cargill, Incorporated Director Since: June 2019 Corteva Committees: • Audit • Governance & Compliance | Skills and Expertise As the retired chairman and former chief executive officer of one of the largest global agricultural corporations, Mr. Page brings extensive leadership and global business experience, in-depth knowledge of commodity markets and agriculture, and a thorough familiarity with the key operating processes of a major corporation, including financial systems, global market dynamics, and succession management. Mr. Page’s experience and expertise provide valuable insight on financial, operational, and strategic matters and make him well-positioned to serve as Corteva's Chair. Career Highlights Mr. Page is the retired chairman and chief executive officer of Cargill, Incorporated. He served as executive director of Cargill from September 2015 to August 2016, as executive chairman from December 2013 to September 2015, chief executive officer from June 2007 to December 2013, and President from 2000 to 2007. He was elected to the Cargill board of directors in August 2000 and elected chairman of the board in September 2007. Mr. Page joined Cargill in 1974 and over the years held a number of positions in the United States and Singapore, including within its beef and pork processing operations and the Financial Markets Group. Mr. Page has served on the board of directors of Eaton Corporation plc since 2003, where he was appointed non-executive chair effective June 2025, and previously served as the lead independent director from 2022 until his current appointment. Mr. Page also serves on the board of directors of Deere & Company since 2013. Previously, Mr. Page served on the board of 3M Company from 2016 until August 2025. He is former chair of the board of directors of Big Brothers Big Sisters of America and former president of the Northern Star Council of the Boy Scouts of America. |

  31. DIRECTOR NOMINEES

    | Christopher J. Policinski | | | Age 67 Retired President and Chief Executive Officer, Land O'Lakes, Inc. Director Since: New Nominee Corteva Committees: TBD | Skills and Expertise Mr. Policinski led a rapidly growing, multinational food and agricultural cooperative, an experience that positioned him to provide valuable leadership and strategic insight in effectively addressing environmental and other risk management matters. As the former president and chief executive officer of the third-largest United States cooperative, Mr. Policinski has a wealth of experience in effectively managing operations and business growth, as well as addressing new risks and regulatory requirements. He is well versed in finance, financial reporting processes, and corporate governance. Career Highlights Mr. Policinski is the former president and chief executive officer of Land O’Lakes, Inc., a privately held agricultural cooperative specializing in dairy products, animal nutrition, and crop production, from 2005 to 2018. Mr. Policinski joined Land O’Lakes in 1997 and held a variety of key leadership positions, including vice president, strategy and business development; executive vice president, dairy foods; and chief operating officer, dairy foods. Mr. Policinski has served on the board of directors of Hormel Foods Corp. since 2012, and from 2016 to 2023 served as the lead independent director. He previously served on the board of directors of Xcel Energy Inc. from 2009 to 2025, where he was also the lead independent director from 2016 to 2023. |

  32. DIRECTOR NOMINEES

    | Kerry J. Preete | | | Age 65 Retired Executive Vice President and Chief Strategy Officer, Monsanto Company Director Since: March 2021 Corteva Committees: • People & Compensation (Chair) • Sustainability & Innovation | Skills and Experience Mr. Preete brings to the Board broad business, capital markets, and regulatory acumen and deep knowledge of agricultural products, chemicals, and technology-based solutions from his decades of executive leadership and public chemical company board experiences. Career Highlights Mr. Preete had an extensive career at the Monsanto Company, where he worked for over thirty years in roles of increasing responsibility. Mr. Preete served as the executive vice president and chief strategy officer for Monsanto, from 2010 until his retirement in June 2018, and agreed to stay on as an employee of Bayer AG after Monsanto’s acquisition through December 2018. As chief strategy officer, Mr. Preete oversaw the information technology function, including Monsanto’s digital and cybersecurity transformations. In this role, he also led the company’s M&A and venture capital initiatives, Also at Monsanto, Mr. Preete served as the president of global crop protection and chemicals, from 2009 to 2010, as the vice president of international crops business, from 2008 to 2009, as the president of seminis vegetable seeds, from 2005 to 2008, as the vice president of U.S. markets, from 2001 to 2005, as the vice president of global product management, from 1999 to 2001, and as the director of global product stewardship and chemicals, from 1998 to 1999. Earlier in his career at Monsanto, Mr. Preete held various positions in the marketing and distribution groups, from 1985 to 1998, including as U.S. marketing director. Mr. Preete has served on the board of directors of Avient Corporation, a specialized provider of polymer materials, services and solutions, since December 2013, and previously served on the board of Univar Solutions Inc., a global chemical and ingredient distributor, from May 2018 until its acquisition by Apollo Funds in August 2023. |

  33. DIRECTOR NOMINEES

    | Patrick J. Ward | | | Age 62 Retired Chief Financial Officer, Cummins Inc. Director Since: June 2019 Corteva Committees: • Audit (Chair) • People & Compensation | Skills and Expertise From his experiences as chief financial officer and in management of a global public company, Mr. Ward brings a depth of skills with respect to complex financial reporting, finance, and public accounting. Mr. Ward also provides significant capital markets, investment management, and investor relations experience. Career Highlights Mr. Ward served as chief financial officer of Cummins Inc., a global power leader that designs, manufactures, distributes and services engines and related technologies, from May 2008 until March 2019. He held a broad range of financial leadership positions after joining Cummins in 1987, including serving as vice president, engine business controller, and executive director, power generation business controller. Mr. Ward serves on the board of directors of Flex, Ltd., a global provider of advanced manufacturing and supply chain solutions, since January 2022, and on the board of Solstice Advanced Materials Inc., a leading specialty materials company, since October 2025 following its spin-off from Honeywell International Inc. |

  34. DIRECTOR NOMINEES

    | | AGENDA ITEM 1: ELECTION OF DIRECTORS The Board of Directors unanimously recommends that you vote FOR all 12 director nominees. |

  35. DIRECTOR COMPENSATION

    DIRECTOR COMPENSATION Corteva compares its non-employee director compensation programs, designs, and compensation elements to the same peer group used for executive compensation, as described in the “Compensation Discussion and Analysis — Peer Group and Benchmarking” section of this Proxy Statement. Corteva targets the median compensation of the peer group for all director compensation elements. The following tables provide information concerning the compensation provided to Corteva’s non-employee directors in 2025.

  36. Director Compensation for 2025

    Director Compensation for 2025 The directors’ annual cash retainers, chair fees and equity retainers for 2025 are set forth below.

  37. Director Compensation for 2025

    | Name | Fees Earned or Paid in Cash ($) | Stock Awards ($)(a) | Change in Pension Value and Non- Qualified Deferred Compensation Earnings ($) | All Other Compensation ($)(b) | Total ($) | | Lamberto Andreotti | 138,333 | 185,350 | — | 300 | 323,983 | | Klaus A. Engel | 150,833 | 185,350 | — | 300 | 336,483 | | David C. Everitt | 130,000 | 185,350 | — | 300 | 315,650 | | Janet P. Giesselman | 155,000 | 185,350 | — | 300 | 340,650 | | Karen H. Grimes | 130,000 | 185,350 | — | 300 | 315,650 | | Michael O. Johanns | 130,000 | 185,350 | — | 300 | 315,650 | | Marcos M. Lutz | 130,000 | 185,350 | — | 300 | 315,650 | | Nayaki R. Nayyar | 130,000 | 185,350 | — | 300 | 315,650 | | Gregory R. Page | 210,000 | 305,611 | — | 300 | 515,911 | | Kerry J. Preete | 146,667 | 185,350 | — | 300 | 332,317 | | Patrick J. Ward | 165,000 | 185,350 | — | 300 | 350,650 |

  38. Director Compensation for 2025

    (a) The number of RSUs granted was determined by dividing the value of the 2025 grant ($185,000) by the closing price of Corteva common stock on the grant date and rounding up to the next multiple of 10. The RSU grant for all directors had a full grant date fair value of $61.99 per share with a total value of $185,350 in accordance with the same standard applied for financial accounting purposes. The RSU grant to Mr. Page had a total value of $305,611 as it included the portion of his Board Chair Retainer which is delivered in the form of equity. (b) Includes accidental death and disability insurance premiums.

  39. Oversight Responsibilities for Executive Compensation

    | People and Compensation Committee | • Establishes executive compensation philosophy • Approves incentive compensation programs and target performance expectations for PRP and the PSU component of long-term incentive (“LTI”) awards • Approves all compensation actions for the executive officers, including base salaries, target and actual PRP awards, and LTI grants, including target and actual PSU awards, except CEO base salary and target awards approved by the independent Board members • Recommends compensation actions for the CEO to the independent Board members, including base salary, target PRP award, and LTI grant, including the target PSU award | | All Independent Board Members | • Evaluates the performance of the CEO • Approves base salary, target PRP award, and LTI grant, including target and actual PSU award, for the CEO | | Independent Committee Consultant — Cook | • Provides independent advice, research, and analytical services on a variety of subjects to the Committee, including compensation of executive officers, nonemployee director compensation, and executive compensation trends • Participates in Committee meetings as requested and communicates with the Chair of the Committee between meetings | | CEO | • Provides a performance assessment of the other executive officers • Recommends compensation targets and actual awards for the other executive officers to the Committee |

  40. Oversight Responsibilities for Executive Compensation

    In addition to Company performance, the Committee considers a broad array of facts and circumstances in finalizing executive officer pay decisions, including competitive analysis, tally sheets, and stockholder feedback. As part of its annual executive compensation evaluations, the Committee considered each NEO’s scope of responsibility, experience, performance, results and potential. The Committee also considered the need to retain talent, business conditions, and the competitive compensation levels for comparable positions benchmarked against the Company’s peer group and general industry information. Our compensation programs are dynamic, and the Committee actively updates such programs in response to changing circumstances to ensure that our executive officers’ compensation is aligned with our stockholders’ interests. The Committee retains the authority to adjust awards when in its discretion exceptional circumstances warrant such adjustments from the Company’s established incentive programs.

  41. Peer Group Analysis

    Peer Group Analysis To ensure a complete and robust picture of the overall compensation environment, and to provide consistent comparisons against which to benchmark compensation for the CEO and other NEOs, we utilize a select group of peer companies (“peer group”) to: • Benchmark pay design including mix and performance criteria; • Test the link between pay and performance; and • Determine the competitiveness of the compensation paid to our NEOs. The peer group generally reflects the agricultural and chemical industries in which we operate, represents the multiple markets in which we compete — including markets for executive talent, customers and capital — and comprises large companies with a strong scientific focus and/or research intensity and a significant international presence. To help guide the selection process in an objective manner, the Committee established the following criteria requiring peer group companies be: Publicly traded U.S. companies and select non-U.S. based companies traded on the New York Stock Exchange to facilitate pay design and performance comparisons; Direct business competitors; and • Companies similar in size to Corteva — 1/3X to 3X revenue and market capitalization criteria. Based upon the criteria it established, the Committee, in consultation with Cook and with management established the following peer group in 2022 and continued with this peer group for benchmarking 2025 compensation program design.

  42. Peer Group Analysis

    | 3M Company | DuPont de Nemours, Inc. | International Flavors & Fragrances, Inc. | | Air Products and Chemicals, Inc. | Eastman Chemical Company | Nutrien Ltd. | | Archer-Daniels Midland Company | Ecolab Inc. | PPG Industries, Inc. | | Avery Dennison Corporation | FMC Corporation | The Sherwin-Williams Company | | Celanese Corporation | Honeywell International Inc. | Zoetis Inc. | | Deere & Company | | |

  43. Peer Group Analysis

    The Committee revised Corteva’s peer group in July 2025 to remove Avery Dennison Corporation and FMC Corporation for no longer meeting the Committee's peer group criteria. These peer companies were replaced with Becton, Dickinson and Co. and Biogen Inc. The current Corteva peer group as updated in July 2025 is set forth below.

  44. Peer Group Analysis

    | 3M Company | Deere & Company | International Flavors & Fragrances, Inc. | | Air Products and Chemicals, Inc. | DuPont de Nemours, Inc. | Nutrien Ltd. | | Archer-Daniels Midland Company | Eastman Chemical Company | PPG Industries, Inc. | | Becton, Dickinson and Co. | Ecolab Inc. | The Sherwin-Williams Company | | Biogen Inc. | Honeywell International Inc. | Zoetis Inc. | | Celanese Corporation | | |

  45. Published Compensation Surveys

    Published Compensation Surveys In addition to benchmarking our compensation programs against our peer group, the Committee utilizes data obtained from published compensation surveys. The data utilized from these surveys represents large companies with median revenue comparable to Corteva’s. Data obtained from these published surveys are used in conjunction with peer group data in assessing the compensation of our NEOs and are used as a secondary source of data for assessing the compensation of our CEO.

  46. COMPONENTS OF OUR EXECUTIVE COMPENSATION PROGRAM

    Performance metrics for our short- and long-term incentive programs for our NEOs are established typically at the beginning of the calendar year in February. Adjustments to incentive award terms and conditions or criteria may be made by the Committee to recognize unusual or infrequent events affecting the Company or its financial statements, or due to changes in applicable laws, regulations, or accounting principles that are unrelated to the underlying operational performance of the Company. These adjustments can have either a positive or negative impact on award payouts. On March 1, 2023, Corteva completed its acquisitions of the Stoller Group, Inc. (“Stoller”), one of the largest independent companies in the Biologicals industry, and Quorum Vital Investment, S.L. and its affiliates (“Symborg”), an expert in microbiological technologies (together "the Biologicals acquisitions"). With respect to PSU awards, the Committee excludes the impact of the sales, costs, and assets and liabilities from acquisitions completed during the performance year, if the performance payout is impacted plus or minus 5%. Additionally, with respect to PSU awards, the Committee excludes the impact of acquisitions which occur when more than 50% of the applicable performance award is complete. If 50% or more of the applicable performance period remains, performance targets may be adjusted for each of the performance years impacted by the acquisitions (year of acquisition plus years following). Consistent with this framework, the targets for the 2023-2025 PSU awards were adjusted to reflect the impact of the Biologicals acquisitions. See 2023-2025 Annual PSU Awards (PSUs Payable in 2026) for more information.

  47. Target Compensation Pay Mix

    | CEO | Other NEOs | | | | | • 91% of targeted Total Direct Compensation (“TDC”) for the CEO at risk • 15% of the at-risk pay is tied to achievement of annual incentive goals, 85% is tied to achievement of financial goals and/or share price over a multi-year period | • On average 77% of TDC for the other NEOs is at risk • On average 29% of the at-risk pay is tied to achievement of annual incentive goals, 71% is tied to achievement of financial goals and/or share price over a multi-year period |

  48. Benefits, Retirement and Other Compensation Components

    | Pay Element | Role in Program/Objectives | How Amounts Are Determined | | Standard health, welfare, paid time off, and other benefits provided to other employees | • Same tax-qualified retirement, medical, dental, vacation benefit, life insurance, and disability plans provided to other employees | Tax-qualified plans are targeted to peer group median in the aggregate | | Non-qualified retirement and deferred compensation plans provided to other employees | • Nonqualified retirement plans that restore benefits above the Internal Revenue Code (“IRC”) limits for tax-qualified retirement plans as provided to other eligible employees • Nonqualified deferred compensation plan that allows for deferral of base salary, PRP and LTI awards | Nonqualified retirement plans are provided to restore benefits lost due to IRC limits | | Change in Control and Executive Severance benefits | • Severance benefits upon a change in control and qualifying termination (double-trigger) provided to ensure continuity of management in a potential change in control environment • A change in control does not automatically entitle an executive to this severance benefit. An executive must lose his/her job within a defined period surrounding the change in control (see Change in Control and Executive Severance Benefits below for more details) • Severance benefits not associated with a change in control provided as a component of overall competitive compensation and benefit employment package at senior executive levels in the organization | Benefits provided are a function of both the termination reason (i.e., whether or not associated with a change in control) and the executive level | | Limited perquisites | • Personal financial counseling (excluding tax preparation) at a cost of $13,000 per NEO • Executive physical • Relocation expenses under a Corteva relocation policy generally applicable to its management employees • Company aircraft travel | Amounts are determined by market rates |

  49. Change in Control and Executive Severance Benefits

    Change in Control and Executive Severance Benefits To ensure that executives remain focused on Corteva business during a period of uncertainty that may arise in the case of a potential change in control, and to maintain the competitiveness of our overall executive compensation and benefit offerings, the Company maintains the Corteva, Inc. Change in Control and Executive Severance Plan. Each of the NEOs is a participant in the plan. For any benefits to be earned under the plan in association with a change in control, a change in control must occur and the executive’s employment must be terminated within two years following the change in control event, either by the Company without cause or by the executive for good reason (often called a “double trigger”). Under the Change in Control and Executive Severance Plan the CEO severance payout factor is 2.99 times target total cash compensation. The plan requires a release of claims as a condition to the payment of benefits and includes one-year non-competition and non-solicitation provisions and additional non-disparagement and confidentiality provisions. For additional information about benefits under the Change in Control and Executive Severance Plan see "Potential Payments Upon Termination or Change in Control".

  50. Payout Limitations or Caps

    Payout Limitations or Caps Payout limitations, or “caps,” play a vital role in risk mitigation, and all metrics in the PRP and PSU programs are capped at 200% to protect against excessive payouts.

  51. 2025 COMPENSATION DECISIONS

    2025 COMPENSATION DECISIONS The Committee, at least annually, assesses the compensation of our NEOs relative to market. The compensation of our NEOs is generally targeted within a competitive range of median of our peer group or external benchmark for each respective position. The Committee expects to continue moving the total compensation of our NEOs toward the median of our peer group or external benchmark.

  52. Annual Short-Term Incentives

    Annual Short-Term Incentives Corteva’s PRP design for 2025 is intended to drive executives to maintain a strong focus on financial metrics closely linked to stockholder value creation over time. PRP awards were based on the below formula, measures, and weightings. The Committee approves the plan design and the factors for these metrics at the beginning of each fiscal year. Adjustments to incentive award terms and conditions or criteria may be made by the Committee to recognize unusual or infrequent events affecting the Company or its financial statements, or due to changes in applicable laws, regulations, or accounting principles that are unrelated to the underlying operational performance of the Company. These adjustments can have either a positive or negative impact on award payouts. Corteva’s PRP utilizes business unit level plans to further align Corteva’s incentive programs with the interests of stockholders and with Corteva’s business unit structure to provide further accountability and increased performance transparency of these businesses. There are separate business unit plans for seed and crop protection, with target metrics specific to those business units. NEOs not assigned to a specific business unit are subject to the enterprise plan for their PRP.

  53. Annual Short-Term Incentives

    | Enterprise Plan | | | Corteva Operating EBITDA (50%) | | Corteva Operating EBITDA Margin (25%) | | Corteva Free Cash Flow (25%) | | Enterprise Payout Factor | | Sustainability Modifier +/- 10% | | Business Unit Plans Seed Plan, Crop Protection Plan | Enterprise Payout Factor (50%) | | Business Unit Operating EBITDA (25%) | | Business Unit Operating EBITDA Margin (12.5%) | | Business Unit Working Capital % of Revenue (12.5%) | | Business Unit Payout Factor | | Sustainability Modifier +/- 10% |

  54. Annual Short-Term Incentives

    Under the enterprise plan, the Committee weights Operating EBITDA at 50% due to the importance of this metric to stockholders in measuring the effectiveness of our operational performance and the comparability of Corteva's performance to peers. Operating EBITDA Margin and Free Cash Flow metrics each weighted at 25% are also included. The Operating EBITDA Margin metric is included in the design to allow more comparability to peers and incentivizes Corteva’s strategy to innovate and price effectively for its technology, while exercising disciplined expense management. The Free Cash Flow metric is designed to incentivize Corteva’s operational excellence and cash management initiatives by utilizing a measure encouraging working capital management and business practices that efficiently generate cash that can fund balanced investment in growth and stockholder returns. To drive further business accountability and performance transparency to our stockholders, the seed and crop protection business unit segment include the enterprise payout factor weighted at 50% and business unit Operating EBITDA, Operating EBITDA Margin, and Working Capital as a Percentage of Revenue targets weighted at 25%, 12.5%, and 12.5% respectively. These business unit metrics provide deeper visibility to business unit performance, more opportunities for peer comparability, as well as business unit expense management and price execution. The sustainability modifier is based on a holistic evaluation by the Committee of key accomplishments and actions taken during the year to advance Corteva’s values and sustainability performance, including progress on our sustainability goals related to climate and biodiversity, as well as developing and commercializing sustainable technology solutions to farmers. The Committee believes the inclusion of the sustainability modifier within the PRP reflects Corteva’s commitment to promoting values-driven leadership and sustainable innovation in a manner consistent with its long-standing, business-relevant environmental and governance priorities. The Committee may choose to apply the sustainability modifier to adjust the payout amounts upwards or downwards by up to 10% or determine not to make any adjustments. The Committee will not apply the sustainability modifier to increase the PRP payout above the overall cap of 200% of the total target payout opportunity under the program. 2025 PRP PERFORMANCE AND PAYOUT FACTOR The table below highlights the business performance ranges for the Operating EBITDA, Operating EBITDA Margin, and Free Cash Flow metrics, the 2025 results relative to the business performance, and the payout factor for the enterprise PRP. A reconciliation and further explanation of non-GAAP metrics utilized in our enterprise and business unit PRP programs are shown in Appendix A of this Proxy Statement.

  55. Annual Short-Term Incentives

    | Enterprise Metric | Threshold ($ in mm) (50% payout) | Target ($ in mm) (100% payout) | Maximum ($ in mm) (200% payout) | Actual ($ in mm) | % of Target Achieved | Weighting | Actual Weighted Payout Factor % | | Operating EBITDA(1) | $3,200 | $3,700 | $3,885 | $3,848 | 180.0% | 50% | 90.0% | | Operating EBITDA Margin(2) | 19.0% | 21.0% | 22.0% | 22.1% | 200.0% | 25% | 50.0% | | Free Cash Flow(3) | $1,280 | $1,600 | $1,760 | $2,866 | 200.0% | 25% | 50.0% | | Total Weighted Payout Factor(4) | | | | | | | 190.0% |

  56. Annual Short-Term Incentives

    (1) Operating EBITDA is defined as earnings (loss) (i.e., income (loss) from continuing operations before income taxes) before interest, depreciation, amortization, non-operating benefits (costs), foreign exchange gains (losses), and net unrealized gain or loss from mark-to-market activity for certain foreign currency derivative instruments that do not qualify for hedge accounting, excluding the impact of significant items and separation costs. Non-operating benefits (costs) consists of non-operating pension and other post-employment benefit (OPEB) credits (costs), tax indemnification adjustments, and environmental remediation and legal costs associated with legacy businesses and sites. (2) Operating EBITDA Margin is defined Operating EBITDA as a percentage of net sales. (3) Free Cash Flow is defined as cash provided by (used for) operating activities – continuing operations, less capital expenditures. (4) Total Weighted Payout Factor is rounded to the nearest tenth. The table below highlights the business performance ranges for the seed business unit Operating EBITDA, Operating EBITDA margin, and Working Capital as a Percentage of Revenue metrics, the 2025 results relative to the business performance, and the payout factor for the seed business unit PRP. Mr. O'Connor was the only NEO subject to the seed business unit PRP in 2025.

  57. Annual Short-Term Incentives

    | Seed BU Metric | Threshold ($ in mm) (50% payout) | Target ($ in mm) (100% payout) | Maximum ($ in mm) (200% payout) | Actual ($ in mm) | % of Target Achieved | Weighting | Actual Weighted Payout Factor % | | Enterprise Payout Factor | — | — | — | — | 190.0% | 50% | 95.0% | | BU Operating EBITDA(1) | $2,150 | $2,525 | $2,650 | $2,636 | 188.8% | 25% | 47.2% | | BU Operating EBITDA Margin(2) | 23.3% | 25.9% | 27.2% | 26.6% | 156.4% | 12.5% | 19.6% | | Working Capital as % of Revenue(3) | 17.2% | 14.3% | 12.9% | 7.0% | 200.0% | 12.5% | 25.0% | | Total Weighted Payout Factor | | | | | | | 186.8% |

  58. Annual Short-Term Incentives

    (1) BU Operating EBITDA is defined as BU earnings (loss) (i.e., income (loss) from continuing operations before income taxes) before interest, depreciation, amortization, non-operating benefits (costs), foreign exchange gains (losses), and net unrealized gain or loss from mark-to-market activity for certain foreign currency derivative instruments that do not qualify for hedge accounting, excluding the impact of significant items and separation costs. Non-operating benefits (costs) consists of non-operating pension and other post-employment benefit (OPEB) credits (costs), tax indemnification adjustments, and environmental remediation and legal costs associated with legacy businesses and sites. (2) BU Operating EBITDA Margin is defined BU Operating EBITDA as a percentage of BU net sales. Working Capital as Percentage of Revenue is defined as an allocation of the combined business units working capital (current assets minus current liabilities, excluding cash and debt; averaged over the first and second half of the fiscal year) divided by net sales rounded to the nearest tenth. The table below highlights the business performance ranges for the crop protection business unit Operating EBITDA, Operating EBITDA Margin, and Working Capital as a Percentage of Revenue metrics, the 2025 results relative to the business performance, and the payout factor for the seed business unit PRP. Mr. King is the only NEO subject to the CP business unit PRP in 2025.

  59. Annual Short-Term Incentives

    | Crop Protection BU Metric | Threshold ($ in mm) (50% payout) | Target ($ in mm) (100% payout) | Maximum ($ in mm) (200% payout) | Actual ($ in mm) | % of Target Achieved | Weighting | Actual Weighted Payout Factor % | | Enterprise Payout Factor | — | — | — | — | 190.0% | 50% | 95.0% | | BU Operating EBITDA(1) | $1,100 | $1,300 | $1,365 | $1,350 | 176.9% | 25% | 44.2% | | BU Operating EBITDA Margin(2) | 15.3% | 17.0% | 17.9% | 18.0% | 200.0% | 12.5% | 25.0% | | Working Capital as % of Revenue(3) | 53.2% | 44.3% | 39.9% | 43.4% | 120.6% | 12.5% | 15.1% | | Total Weighted Payout Factor | | | | | | | 179.3% |

  60. Annual Short-Term Incentives

    (1) BU Operating EBITDA is defined as BU earnings (loss) (i.e., income (loss) from continuing operations before income taxes) before interest, depreciation, amortization, non-operating benefits (costs), foreign exchange gains (losses), and net unrealized gain or loss from mark-to-market activity for certain foreign currency derivative instruments that do not qualify for hedge accounting, excluding the impact of significant items and separation costs. Non-operating benefits (costs) consists of non-operating pension and other post-employment benefit (OPEB) credits (costs), tax indemnification adjustments, and environmental remediation and legal costs associated with legacy businesses and sites. (2) BU Operating EBITDA Margin is defined BU Operating EBITDA as a percentage of BU net sales. (3) Working Capital as Percentage of Revenue is defined as an allocation of the combined business units working capital (current assets minus current liabilities, excluding cash and debt; averaged over the first and second half of the fiscal year) divided by net sales rounded to the nearest tenth. The sustainability modifier is determined by the Committee’s holistic analysis that includes, among other factors, an evaluation by a Corteva management committee of Corteva’s overall sustainability performance and stakeholder feedback. Based on this assessment, the Committee made no PRP adjustment for the sustainability modifier in 2025. The Committee approved the following payouts under the 2025 PRP for each of our NEOs:

  61. Annual Short-Term Incentives

    | Name | Year End Base Salary ($)(a) | PRP Target Percent (b) | PRP Target Amount ($) (c) | Company Component (d) | Sustainability Modifier (e) | Total PRP Payment Percent (f) | Total PRP Payout Amount ($) | | | | | (a * b) | | | (d * e) | (c * f) | | Charles V. Magro | 1,400,000 | 150% | 2,100,000 | 190.0% | 100% | 190.0% | 3,990,000 | | David P. Johnson | 750,000 | 100% | 750,000 | 190.0% | 100% | 190.0% | 1,425,000 | | Samuel R. Eathington, Ph.D. | 695,000 | 100% | 695,000 | 190.0% | 100% | 190.0% | 1,320,500 | | Robert D. King | 685,000 | 100% | 685,000 | 179.3% | 100% | 179.3% | 1,228,205 | | Judd M. O'Connor | 625,000 | 100% | 625,000 | 186.8% | 100% | 186.8% | 1,167,500 | | Cornel B. Fuerer | 685,000 | 85% | 582,250 | 190.0% | 100% | 190.0% | 1,106,275 |

  62. Our Long-Term Incentive Program

    Our Long-Term Incentive Program Our LTI program as applicable to our NEOs consisted of PSUs, stock options, and RSUs, split 60%, 20%, and 20%, respectively, thereby providing a significant portion of each NEOs compensation in the form of at-risk, performance-based equity for 2025. All awards are based on fair value on the grant date. For PSUs granted in 2025, the Committee utilized Operating EPS and Return on Net Assets (RONA) metrics, each weighted at 50%, to incentive long-term value creation. The Committee believes Operating EPS allows long-term performance comparability for stockholders and is highly correlated to stockholder returns. With respect to RONA, the Committee intends to incentive management to drive profitability from its asset footprint through disciplined management of capital investment projects that will drive cash flow and attractive long-term returns for stockholders. The following table summarizes the performance drivers, mix, and objectives for the various LTI components as they relate to our NEOs:

  63. Our Long-Term Incentive Program

    | | PSUs | Stock Options | RSUs | | 2025 LTI mix | • 60% | • 20% | • 20% | | Performance drivers | • RONA (weighted at 50% of PSU component) • 3-year Cumulative Operating EPS Growth (weighted at 50% of PSU component) | • Stock price appreciation (longer-term) | • Stock price appreciation (longer-term) | | Objectives | • Focus on value creation for stockholders through metrics highly correlated to stockholder returns • Provide strong line of sight to participants | • Stockholder alignment • Link to long-term business objectives | • Stockholder alignment • Link to long-term business objectives • Incentivizes retention during negative market conditions | | Program design | • At the conclusion of the performance cycle, payouts can range from 0% to 200% of the target grant based on performance against RONA and Cumulative Operating EPS Growth metrics • PSUs are based on a three-year performance period and are awarded annually to each NEO at the beginning of the cycle | • Options vest in one-third increments over three years • Ten-year term • Nonqualified stock option grants are made annually at the closing price on the date of grant • No repricing of stock options | • RSUs vest in one-third increments over three years • RSU grants are made annually at the closing price on the date of grant |

  64. Our Long-Term Incentive Program

    Annual awards to employees, including NEOs, are made at a pre-established date during the month of February under the Corteva’s 2019 Omnibus Incentive Plan (“OIP”). This allows sufficient time for the market to absorb the announcement of annual earnings, which is made approximately two weeks or more prior. We do not time equity awards in coordination with the release of material nonpublic information. The grant price is the closing price on the date of grant. The actual number of shares earned for the PSUs granted in 2025 will be based on performance relative to Corteva’s RONA and Cumulative Operating EPS Growth metrics for the performance period, covering January 2025 through December 2027.

  65. Our Long-Term Incentive Program

    | Name | 2025 LTI — PSU Value(1) ($) | 2025LTI — RSU Value(1) ($) | 2025 LTI — Stock Option Value(1) ($) | 2025 LTI — Total Value(2)($) | | Charles V. Magro | 6,990,000 | 2,330,000 | 2,330,000 | 11,650,000 | | David P. Johnson | 1,320,000 | 440,000 | 440,000 | 2,200,000 | | Samuel R. Eathington, Ph.D. | 990,000 | 330,000 | 330,000 | 1,650,000 | | Robert D. King | 1,050,000 | 350,000 | 350,000 | 1,750,000 | | Judd M. O'Connor | 720,000 | 240,000 | 240,000 | 1,200,000 | | Cornel B. Fuerer | 990,000 | 330,000 | 330,000 | 1,650,000 |

  66. Our Long-Term Incentive Program

    (1) Reflects the value the Committee considered when making the stock option, RSU and PSU awards, respectively, for 2025. These values differ slightly from the grant date fair value of equity awards shown in the Summary Compensation Table and Grants of Plan-Based Awards Table, which value the awards at the closing price of Corteva common stock on the date of grant. (2) Totals do not sum due to rounding. Corteva operates in a consolidated, competitive industry, which also includes significant competition for talent. Many of our most significant competitors, who are identified in our Annual Report, are not based in the United States and, therefore, are not subject to the same governance and investor disclosure regimes as Corteva. As a result, the Committee does not disclose the Company's long-term incentive targets on a forward-looking basis the competitively sensitive nature of these incentive targets could place Corteva at a disadvantage with respect to its business strategy, as well as its ability to compete for talent.

  67. 2023-2025 Annual PSU Awards (PSUs Payable in 2026)

    2023-2025 Annual PSU Awards (PSUs Payable in 2026) In February 2023, the Committee (and, in the case of the CEO, the Board) approved, as part of its LTI incentive program, a grant of PSUs utilizing RONA and Operating EPS Growth metrics in order to align executive compensation with our stockholders’ interest by incentivizing investment in long-term growth to drive earnings, as well as profitability from Corteva’s asset footprint through disciplined management of capital investment projects that will drive cash flow and attractive long-term returns for stockholders. The performance period for the 2023 PSUs awarded in February 2023 ran from January 1, 2023 to December 31, 2025. Consistent with our framework for acquisition adjustments, the targets for the 2023-2025 PSU awards were adjusted to reflect the impact of the Biologicals acquisitions in determining the payout factor for these awards. The actual number of shares earned for the PSUs granted in 2023 was based on the average of Corteva’s RONA and Operating EPS Growth metrics for the 3-year performance period, covering January 2023 through December 2025, as shown in the table below. The final payout determination was made in January 2026 after a review of the Company’s performance. Average RONA performance (weighted 50%) resulted in a 114.6% payout factor. Operating EPS Growth performance (weighted 50%) resulted in a payout factor of zero. This resulted in an overall payout at 57.3% of target.

  68. 2023-2025 Annual PSU Awards (PSUs Payable in 2026)

    | Enterprise Metric | Threshold (50% payout) | Target (100% payout) | Maximum (200% payout) | Actual | % of Target Achieved | Weighting | Actual Weighted Payout Factor % | | Operating EPS Growth(1) | 11.3% | 13.3% | 15.3% | 8.8% | — | 50% | — | | Return on Net Assets(2) | 16.6% | 19.5% | 22.5% | 19.9% | 114.6% | 50% | 57.3% | | Total Weighted Payout Factor(3) | | | | | | | 57.3% |

  69. 2023-2025 Annual PSU Awards (PSUs Payable in 2026)

    (1) Operating EPS Growth is defined as the increase in "earnings (loss) per common share from continuing operations - diluted” excluding the after-tax impacts of each of significant items, separation costs, non-operating benefits (costs), amortization expense associated with intangible assets existing as of the Corteva Separation from DowDuPont, and the net unrealized gain or loss from mark-to-market activity for certain foreign currency derivative instruments that do not qualify for hedge accounting. (2) Return of Net Assets (RONA) is defined as operating earnings after income taxes divided by the sum of net working capital and property, plant and equipment. (3) Total Weighted Payout Factor is rounded to the nearest tenth. See the Appendix to this Proxy Statement for a reconciliation and further information on the non-GAAP metrics utilized for the 2023-2025 PSU awards

  70. Growth Incentive Plan

    Growth Incentive Plan In February 2024, the Committee adopted a growth incentive plan to incentivize and promote the long-term retention of the Company’s senior leadership, including Corteva’s NEOs, by providing a one-time stretch incentive opportunity to earn up to two times more than their target 2024 RSU award if they exceeded a stretch two-year Operating EBITDA goal aligned to the Company’s year-end expectations for 2025 under its mid-term targets concluding with 2025 performance. These stretch expectations, which if met, would have significantly enhanced stockholder value. The payout factor for this growth incentive was 0%. The Committee has not continued the Growth Incentive Plan in 2025.

  71. Growth Incentive Plan

    | Enterprise Metric | Threshold ($ in mm) (.50x payout) | Target ($ in mm) (1.25x payout) | Maximum ($ in mm) (200% payout) | Actual ($ in mm) | % of Target Achieved | Weighting | Actual Weighted Payout Factor % | | | | | 15.30% | | | | | | Operating EBITDA(1) | $4,200 | $4,300 | $4,400 | $3,848 | 0.0% | 100% | 0.0% |

  72. Growth Incentive Plan

    Operating EBITDA is defined as earnings (loss) (i.e., income (loss) from continuing operations before income taxes) before interest, depreciation, amortization, non-operating benefits (costs), foreign exchange gains (losses), and net unrealized gain or loss from mark-to-market activity for certain foreign currency derivative instruments that do not qualify for hedge accounting, excluding the impact of significant items and separation costs. Non-operating benefits (costs) consists of non-operating pension and other post-employment benefit (OPEB) credits (costs), tax indemnification adjustments, and environmental remediation and legal costs associated with legacy businesses and sites.

  73. 2026 COMPENSATION DESIGN CHANGES

    2026 COMPENSATION DESIGN CHANGES The Committee reevaluated the design of its incentive programs for 2026 to consider the impacts of the Company's proposed separation and further align our executives' interest with those of our stockholders. Short-Term Incentive Design In light of the proposed separation, the Committee has simplified their PRP program to a single enterprise PRP to continue to drive whole company performance while executing on the proposed separation. Additionally, for the Company's 2026 enterprise PRP program, the Free Cash Flow metric was eliminated, thereby limiting the enterprise PRP metrics to Operating EBITDA and Operating EBITDA Margin, weighted at 75% and 25%, respectively. While we believe a cash-related metric will likely be important to our compensation programs in the future, the Committee concluded that it was not an appropriate fit for the 2026 short-term incentive program given that the proposed separation would be expected to occur in the second half of 2026 and that the cash-related metric for the Company was most appropriately measured on an annual basis given the seasonal dynamics of our business and industry. Additionally, a number of pending capital allocation decisions related to the proposed separation presented challenges to the Committee's ability to appropriately set goals for this metric in 2026. Long-Term Incentive Design For 2026, the Committee determined it would eliminate stock options as a component of its long-term incentive program and change its equity mix to be 50% each of PSUs and RSUs in 2026. In consideration of the proposed separation transaction, the Committee believed shifting more weight to RSUs would provide further retention of key executives and better align to the long-term interests of stockholders.

  74. 2025 SUMMARY COMPENSATION TABLE

    2025 SUMMARY COMPENSATION TABLE The following table summarizes the compensation of the NEOs for the fiscal year ending December 31, 2025. The NEOs for 2025 are Corteva’s current CEO and EVP, Chief Financial Officer (“CFO”), its next three most highly compensated executive officers, along with its former SVP, Chief Legal and Public Affairs Officer and Secretary. Totals in the table may not equal the summation of the columns due to rounding amounts to the nearest U.S. dollar.

  75. 2025 SUMMARY COMPENSATION TABLE

    | Name and Principal Position (a) | Year (b) | Salary ($)(c)(1) | Bonus ($)(d)(2) | Stock Awards ($)(e)(3) | Option Awards ($)(f)(4) | Non-equity Incentive Plan Compensation ($)(g)(5) | Change in Pension Value and Non-Qualified Deferred Compensation Earnings ($)(h)(6) | All other compensation ($)(i)(7) | Total ($)(j) | | Charles V. Magro | 2025 | 1,405,385 | — | 9,320,078 | 2,330,023 | 3,990,000 | — | 453,913 | 17,499,399 | | Chief Executive Officer | 2024 | 1,402,308 | — | 8,800,014 | 2,200,018 | 1,671,600 | — | 433,119 | 14,507,058 | | | 2023 | 1,341,923 | — | 8,200,042 | 2,050,001 | 1,472,175 | — | 170,731 | 13,234,872 | | David P. Johnson | 2025 | 748,750 | — | 1,760,016 | 440,009 | 1,425,000 | — | 104,863 | 4,478,638 | | EVP, Chief Financial Officer | 2024 | 214,712 | 450,000 | 4,560,121 | 440,016 | 168,715 | — | 5,225 | 5,838,788 | | Samuel R. Eathington, Ph.D. | 2025 | 694,365 | — | 1,320,076 | 330,007 | 1,320,500 | — | 107,992 | 3,772,941 | | EVP, Chief Technology | 2024 | 675,962 | — | 1,200,051 | 300,001 | 537,300 | — | 141,404 | 2,854,718 | | & Digital Officer | 2023 | 645,962 | — | 1,120,099 | 280,002 | 472,550 | — | 171,551 | 2,690,163 | | Robert D. King | 2025 | 685,981 | — | 1,400,071 | 350,007 | 1,228,205 | — | 87,179 | 3,751,442 | | EVP, Crop Protection Business | 2024 | 675,962 | — | 1,280,069 | 320,015 | 396,900 | — | 109,876 | 2,782,821 | | Unit | 2023 | 641,923 | — | 1,200,079 | 300,009 | 283,400 | — | 118,627 | 2,544,037 | | Judd M. O'Connor | 2025 | 627,404 | — | 960,067 | 240,005 | 1,167,500 | 102,736 | 107,507 | 3,205,218 | | EVP, Seed Business Unit | | | | | | | | | | | Cornel B. Fuerer | 2025 | 680,192 | — | 1,320,076 | 330,007 | 1,106,275 | — | 122,736 | 3,559,286 | | Former SVP, Chief Legal & Public | 2024 | 642,385 | — | 1,200,051 | 300,001 | 433,024 | — | 127,166 | 2,702,626 | | Affairs Officer & Secretary | | | | | | | | | |

  76. 2025 SUMMARY COMPENSATION TABLE

    (1) The salary amount for Mr. Johnson was prorated for his length of service in 2024. (2) Amounts represents the one-time cash signing bonus for Mr. Johnson to compensate for certain cash incentive compensation from his former employer that would be forfeited, in order to join Corteva. (3) Amounts represent the aggregate grant date fair value of RSU and PSU awards in the year of grant in accordance with the same standard applied for financial accounting purposes, Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718. If valued assuming a maximum payout, the value of the 2025 PSU awards would be: Mr. Magro, $13,980,085; Mr. Johnson, $2,640,024; Dr. Eathington, $1,980,082; Mr. King, $2,100,107; Mr. O'Connor, $1,440,036; and Mr. Fuerer, $1,980,082. This column does not represent the stock-based compensation expense recognized in the Company’s financial statements for the respective year end. See "2025 Grants of Plan-Based Awards — Grant Date Fair Value of Stock and Option Awards". (4) Amounts represent the aggregate grant date fair value of stock options computed in accordance with FASB ASC Topic 718 in the year of grant. A discussion of the assumptions used in calculating these values can be found in Note 18 to the Consolidated Financial Statements in the Company’s Annual Report on Form 10-K for the year ended December 31, 2025. This column does not represent the stock-based compensation expense recognized in the Company’s financial statements for the year ended December 31, 2025. (5) Individual results for Non-Equity Incentive Plan Compensation are detailed in "Compensation Discussion and Analysis — 2025 Compensation Decisions" and reflect income earned for performance achieved in the respective year. (6) This column reports the estimated change in the actuarial present value of an NEO’s accumulated pension benefits and any above-market earnings on nonqualified deferred compensation balances. The Company does not credit participants in the nonqualified plans with above-market earnings, therefore, only the change in the pension value is reflected here. Where the overall change in pension value is negative, no value is reported. (7) Amounts shown in this column include Company contributions to both qualified and non-qualified defined contribution plans, as applicable, as well as the value of certain perquisites or other personal benefits. For a detailed discussion of the items and amounts reported in this column, refer to the All Other Compensation section of the narrative discussion following this footnote.

  77. Change in Pension Value and Nonqualified Deferred Compensation Earnings

    Change in Pension Value and Nonqualified Deferred Compensation Earnings Amounts shown in this column of the table above represent the estimated change in the actuarial present value of accumulated pension benefits for Mr. O'Connor at retirement at age 65. Key actuarial assumptions for the present value of accumulated benefit calculation can be found in Note 17 (“Pension Plans and Other Post-Employment Benefits”) to the Consolidated Financial Statements in Corteva’s Annual Report on Form 10-K for the year ended December 31, 2025. Assumptions are further described in the narrative discussion following the Pension Benefits table. There were no above-market or preferential earnings during 2025 on nonqualified deferred compensation. Generally, earnings on nonqualified deferred compensation include returns on investments in seven core investment alternatives, interest accruals on cash balances, Corteva common stock returns, and dividend reinvestments. Interest is accrued on cash balances based on a rate that is traditionally less than 120% of the applicable federal long-term rate, and dividend equivalents are accrued at a non-preferential rate. In addition, the other core investment alternatives are a subset of the investment alternatives available to all employees under the Company’s Retirement Savings Plan (“RSP”). Accordingly, these amounts are not considered above-market or preferential earnings for purposes of, and are not included in, the "2025 Summary Compensation Table". Accordingly, all amounts shown in this column reflect the change in the pension value under the Pension Plan and Pension Restoration Plan. The change in pension value represents the change in the present value from the prior measurement date of an NEO’s accumulated benefit as of the applicable pension measurement date.

  78. 2025 GRANTS OF PLAN-BASED AWARDS

    2025 GRANTS OF PLAN-BASED AWARDS The following table provides information on PRP awards, stock options, RSUs and PSUs granted in 2025 to each of our NEOs. For a complete understanding of the table, refer to the narrative discussion that follows.

  79. 2025 GRANTS OF PLAN-BASED AWARDS

    | | | | | | | | | All Other | All Other | | | | | | Estimated Future Payouts | | | Estimated Future Payouts | | | Stock | Option | | | | | | Under Non-Equity Incentive | | | Under Equity Incentive | | | Awards: | Awards: | Exercise or | Grant Date | | | | Plan Awards | | | Plan Awards | | | Number of | Number of | Base | Fair Value of | | | | | | | | | | Shares of | Securities | Price of | Stock and | | | | | | | | | | Stock or | Underlying | Option | Option | | | Grant | Threshold | Target | Maximum | Threshold | Target | Maximum | Units | Options | Awards | Awards | | Name | Date | ($) | ($) | ($) | (#) | (#) | (#) | (#) | (#) | ($/Sh) | ($) | | Charles V. Magro | | — | 2,100,000 | 4,200,000 | — | — | — | — | — | — | | | | 2/18/2025 | — | — | — | 0 | 108,440 | 216,880 | — | — | — | 6,990,042 | | | 2/18/2025 | — | — | — | — | — | — | 36,147 | — | — | 2,330,036 | | | 2/18/2025 | — | — | — | — | — | — | — | 97,859 | $64.46 | 2,330,023 | | David P. Johnson | | — | 750,000 | 1,500,000 | — | — | — | — | — | — | | | | 2/18/2025 | — | — | — | 0 | 20,478 | 40,956 | — | — | — | 1,320,012 | | | 2/18/2025 | — | — | — | — | — | — | 6,826 | — | — | 440,004 | | | 2/18/2025 | — | — | — | — | — | — | — | 18,480 | $64.46 | 440,009 | | Samuel R. | | — | 695,000 | 1,390,000 | — | — | — | — | — | — | | | Eathington, Ph.D. | 2/18/2025 | — | — | — | 0 | 15,359 | 30,718 | — | — | — | 990,041 | | | 2/18/2025 | — | — | — | — | — | — | 5,120 | — | — | 330,035 | | | 2/18/2025 | — | — | — | — | — | — | — | 13,860 | $64.46 | 330,007 | | Robert D. King | | — | 685,000 | 1,370,000 | — | — | — | — | — | — | | | | 2/18/2025 | — | — | — | 0 | 16,290 | 32,580 | — | — | — | 1,050,053 | | | 2/18/2025 | — | — | — | — | — | — | 5,430 | — | — | 350,018 | | | 2/18/2025 | — | — | — | — | — | — | — | 14,700 | $64.46 | 350,007 | | Judd M. O'Connor | | — | 625,000 | 1,250,000 | — | — | — | — | — | — | | | | 2/18/2025 | — | — | — | 0 | 11,170 | 22,340 | — | — | — | 720,018 | | | 2/18/2025 | — | — | — | — | — | — | 3,724 | — | — | 240,049 | | | 2/18/2025 | — | — | — | — | — | — | — | 10,080 | $64.46 | 240,005 | | Cornel B. Fuerer | | — | 582,250 | 1,164,500 | — | — | — | — | — | — | | | | 2/18/2025 | — | — | — | 0 | 15,359 | 30,718 | — | — | — | 990,041 | | | 2/18/2025 | — | — | — | — | — | — | 5,120 | — | — | 330,035 | | | 2/18/2025 | — | — | — | — | — | — | — | 13,860 | $64.46 | 330,007 |

  80. Narrative Discussion of Grants of Plan-Based Awards Table

    Narrative Discussion of Grants of Plan-Based Awards Table

  81. OUTSTANDING EQUITY AWARDS

    OUTSTANDING EQUITY AWARDS The following table shows the number of shares underlying exercisable and unexercisable options, as well as unvested RSUs and unearned PSUs, held by our NEOs at December 31, 2025. Market or payout values in the table below are based on the closing price of Corteva common stock as of that date.

  82. OUTSTANDING EQUITY AWARDS

    | | | Option Awards | | | | Stock Awards | | | | | Name | Grant Date | Number of Securities Underlying Unexercised Options (#) Exercisable(a) | Number of Securities Underlying Unexercised Options (#) Unexercisable(a) | Option Exercise Price ($) | Option Expiration Date | Number of Shares or Units of Stock That Have Not Vested (#)(b) | Market Value of Shares or Units of Stock That Have Not Vested ($)(b)(c) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)(d) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)(c)(d) | | Charles V. Magro | 2/18/2022 | 129,311 | — | 50.70 | 2/18/2032 | — | — | — | — | | | 2/28/2023 | 63,803 | 31,902 | 62.29 | 2/28/2033 | 11,349 | 760,706 | — | — | | | 2/20/2024 | 38,986 | 77,974 | 54.36 | 2/20/2034 | 27,586 | 1,849,073 | 121,413 | 8,138,313 | | | 2/18/2025 | — | 97,859 | 64.46 | 2/18/2035 | 36,523 | 2,448,116 | 108,440 | 7,268,733 | | David P. Johnson | 9/16/2024 | 7,868 | 15,738 | 56.27 | 9/16/2034 | 38,898 | 2,607,332 | 23,459 | 1,572,457 | | | 2/18/2025 | — | 18,480 | 64.46 | 2/18/2035 | 6,897 | 462,302 | 20,478 | 1,372,640 | | Samuel R. Eathington, Ph.D. | 2/26/2021 | 24,829 | — | 45.15 | 2/25/2031 | — | — | — | — | | | 2/18/2022 | 18,679 | — | 50.70 | 2/18/2032 | — | — | — | — | | | 2/28/2023 | 8,714 | 4,358 | 62.29 | 2/28/2033 | 1,551 | 103,960 | — | — | | | 2/20/2024 | 5,316 | 10,633 | 54.36 | 2/20/2034 | 3,763 | 252,214 | 16,557 | 1,109,816 | | | 2/18/2025 | — | 13,860 | 64.46 | 2/18/2035 | 5,173 | 346,761 | 15,359 | 1,029,514 | | Robert D. King | 2/28/2023 | — | 4,669 | 62.29 | 2/28/2033 | 1,661 | 111,343 | — | — | | | 2/20/2024 | 5,671 | 11,342 | 54.36 | 2/20/2034 | 4,013 | 269,010 | 17,661 | 1,183,817 | | | 2/18/2025 | — | 14,700 | 64.46 | 2/18/2035 | 5,486 | 367,756 | 16,290 | 1,091,919 | | Judd M. O'Connor | 2/26/2021 | 20,548 | — | 45.15 | 2/25/2031 | — | — | — | — | | | 2/18/2022 | 8,621 | — | 50.70 | 2/18/2032 | — | — | — | — | | | 2/28/2023 | 3,735 | 1,868 | 62.29 | 2/28/2033 | 665 | 44,564 | — | — | | | 2/20/2024 | 2,481 | 4,962 | 54.36 | 2/20/2034 | 1,756 | 117,709 | 7,727 | 517,941 | | | 2/18/2025 | — | 10,080 | 64.46 | 2/18/2035 | 3,763 | 252,214 | 11,170 | 748,725 | | Cornel B. Fuerer | 2/28/2023 | 8,714 | 4,358 | 62.29 | 2/28/2033 | 1,551 | 103,960 | — | — | | | 2/20/2024 | 5,316 | 10,633 | 54.36 | 2/20/2034 | 3,763 | 252,214 | 16,557 | 1,109,816 | | | 2/18/2025 | — | 13,860 | 64.46 | 2/18/2035 | 5,173 | 346,761 | 15,359 | 1,029,514 |

  83. OUTSTANDING EQUITY AWARDS

    (a) Stock option awards vest in three equal installments on the first, second and third anniversaries of the grant date. (b) RSUs granted under the OIP generally vest in three equal installments on the first, second and third anniversaries of the grant date shown in the table. (c) Market values based on the December 31, 2025, closing stock price of $67.03 per share of Corteva common stock. (d) These PSUs reflect the number of shares deliverable at target performance. The actual number of shares to be delivered will be determined at the end of the respective performance period (December 31, 2026 or December 31, 2027, respectively).

  84. 2025 OPTION EXERCISES AND STOCK VESTED

    2025 OPTION EXERCISES AND STOCK VESTED The table below shows the number of shares of Corteva common stock acquired upon the exercise of stock options and the vesting of RSUs and PSUs during 2025. Stock awards include PSUs granted in 2023, which vested December 31, 2025, and were paid out in January 2026. See "Compensation Discussion and Analysis — 2025 Compensation Decisions — 2023-2025 PSU Program (Payable in 2026)" for more information on the 2023 PSUs.

  85. 2025 OPTION EXERCISES AND STOCK VESTED

    | | Option Awards | | Stock Awards | | | Name | Number of Shares Acquired on Exercise (#) | Value Realized Upon Exercise ($) | Number of Shares Acquired on Vesting (#) | Value Realized Upon Vesting ($) | | Charles V. Magro | — | — | 95,642 | 6,639,642 | | David P. Johnson | — | — | 19,396 | 1,355,410 | | Samuel R. Eathington, Ph.D. | — | — | 13,156 | 912,828 | | Robert D. King | 24,297 | 343,432 | 33,703 | 2,055,450 | | Judd M. O'Connor | — | — | 5,768 | 399,526 | | Cornel B. Fuerer | 17,242 | 299,329 | 13,020 | 904,087 |

  86. PENSION BENEFITS

    PENSION BENEFITS The following table lists the pension program participation and actuarial present value of accumulated benefits for the NEOs under their respective defined benefit pension plan and associated plans, as of December 31, 2025, for each of the NEOs that participates. The plans in which Mr. O'Connor participates are plans that were assumed by the Company when it separated from DowDuPont, Inc. None of the other Company’s NEOs are eligible to, nor, participate in any defined benefit plan sponsored by the Company or any of its subsidiaries.

  87. PENSION BENEFITS

    | Name | Plan Name | Number of Years Credited Service (#) | Present Value of Accumulated Benefit ($) | | Judd M. O'Connor | Pension and Retirement Plan | 20.0 | 457,609 | | | Pioneer Hi-Bred International, Inc. GAP Retirement Plan | 20.0 | 520,772 |

  88. Narrative Discussion of Pension Benefits

    Narrative Discussion of Pension Benefits The Pension and Retirement Plan Mr. O'Connor participates in the Pension and Retirement Plan (the “Pension Plan”), a tax-qualified defined benefit pension plan that generally covers a majority of those of our U.S. employees who were employees of historical DuPont prior to its separation from DowDuPont, Inc., except those hired or rehired by historical DuPont after December 31, 2006. The Pension Plan currently provides employees with a lifetime retirement income based on years of service and the employees’ final average pay near retirement. On November 30, 2018 (the “Effective Date”), the Company froze the pay and service amounts used to calculate pension benefits for then-active employees who were participants in the Pension Plan. The normal form of benefit for married individuals is a 50% qualified joint and survivor annuity. The normal form of benefit for unmarried individuals is a single life annuity, which is actuarially equivalent to the normal form for married individuals. Normal retirement age under the Pension Plan is generally age 65, and benefits are vested after five years of service. Mr. O'Connor participates in Title IV of the Pension Plan. Under the provisions of Title IV of the Pension Plan, employees are eligible for unreduced pensions when they reach normal retirement age of age 65 or older with at least five years of service. An employee who is not eligible for retirement with an unreduced pension is eligible for retirement with a reduced pension if he is at least age 55 with at least 5 years of service. For participants with less than 30 years of service at retirement, the pension is reduced by 1/180 for each of the first 60 months prior to normal retirement age and reduced by 1/360 for each of the next 60 months that precede normal retirement age. For participants with 30 or more years of service at retirement, the pension is reduced by 1/400 for each month prior to normal retirement age. Title IV of the Pension Plan closed to new participants on January 1, 2012. The primary pension formula under Title IV of the Pension Plan provides a monthly retirement benefit equal to:

  89. Narrative Discussion of Pension Benefits

    | | (1.10% of Final Average Earnings up to Integration Level | + | 1.47% of Final Average Earnings in excess of Integration Level) | × | Years of Credited Service Projected to Normal Retirement Date, up to 35 years | | × | | Years of Credited Service Through 12/31/2011 | | | | | + | | | | | | | ÷ | | | | 1.00% of Final Average Earnings | | | × | Years of Credited Service Projected to Normal Retirement Date, in excess of 35 years, if any | | | | Total Years of Credited Service at Normal Retirement Date | | | | | | PLUS | | | | | | | | | | (0.55% of Final Average Earnings up to Integration Level | + | 0.735% of Final Average Earnings in excess of Integration Level) | × | Years of Credited Service Projected to Normal Retirement Date, up to 35 years | | × | | Years of Credited Service From 01/01/2012 Through the Effective Date | | | | | + | | | | | | | ÷ | | | | 0.50% of Final Average Earnings | | | × | Years of Credited Service Projected to Normal Retirement Date, in excess of 35 years, if any | | | | Total Years of Credited Service at Normal Retirement Date | |

  90. Narrative Discussion of Pension Benefits

    Final Average Earnings are based on the employee’s 60 highest consecutive months of earnings out of the last 120 months prior to the earlier of termination of employment or the Effective Date. Compensation includes regular compensation plus the PRP award. Integration Level is in accordance with IRC guidance but in no event will it increase after the Effective Date. For the purpose of unreduced pension, employees’ age, and service post Effective Date until termination of employment, will be counted in determining the retirement eligibility. Mr. O'Connor was eligible for a reduced pension. The Pioneer Hi-Bred International Inc. GAP Retirement Plan If benefits provided under the Pension Plan exceed the applicable IRC compensation or benefit limits, and the excess benefit for Title IV of the Pension Plan is paid under the Pioneer Hi-Bred International Inc. GAP Retirement Plan (the “Pioneer GAP Plan”), an unfunded non-qualified plan. The form of benefit under the Pioneer GAP Plan for Mr. O'Connor would be a single life annuity. The mortality tables and interest rates used to determine lump sum payments are the Applicable Mortality Table and the Applicable Interest Rate prescribed by the Secretary of the Treasury in IRC Section 417(e)(3). The Company does not grant any extra years of credited service for pension benefit purposes. Key actuarial assumptions for the present value of accumulated benefit calculation can be found in Note 17 (“Pension Plans and Other Post-Employment Benefits”) to the Consolidated Financial Statements in Corteva’s Annual Report on Form 10-K for the year ended December 31, 2025. All other assumptions are consistent with those used in Note 17, except that the present value of accumulated benefit uses a retirement age at which the NEO may retire with an unreduced benefit under the Pension Plan. The valuation method used for determining the present value of the accumulated benefit is the traditional unit credit cost method.

  91. NONQUALIFIED DEFERRED COMPENSATION

    NONQUALIFIED DEFERRED COMPENSATION The following table provides information on Corteva’s defined contribution or other plans that provide for deferrals of compensation on a basis that is not tax-qualified. For a complete understanding of the table, refer to the narrative discussion that follows.

  92. NONQUALIFIED DEFERRED COMPENSATION

    | Name | Executive Contributions in Last Fiscal Year ($)(1) | Company Contributions in Last Fiscal Year ($)(2) | Aggregate Earnings in Last Fiscal Year ($) | Aggregate Withdrawals / Distributions ($) | Aggregate Balance at Last Fiscal Year-End ($) | | Charles V. Magro | 163,296 | 238,829 | 75,488 | — | 1,102,880 | | David P. Johnson | — | — | — | — | — | | Samuel R. Eathington, Ph.D. | 229,283 | 76,642 | 157,135 | — | 1,430,039 | | Robert D. King | 43,799 | 62,059 | 34,392 | — | 460,808 | | Judd M. O'Connor | 44,790 | 63,157 | 200,407 | — | 1,556,186 | | Cornel B. Fuerer | 113,197 | 65,914 | 392,834 | — | 3,275,222 |

  93. NONQUALIFIED DEFERRED COMPENSATION

    (1) Executive contributions are included in salary for 2025 in the Summary Compensation Table. (2) Company contributions are included in All Other Compensation for 2025 in the Summary Compensation Table.

  94. Narrative Discussion of the Nonqualified Deferred Compensation Table

    Narrative Discussion of the Nonqualified Deferred Compensation Table Corteva offers two nonqualified deferred compensation programs under which participants may voluntarily elect to defer some portion of base salary, PRP, or LTI awards until a future date. Deferrals are credited to an account and earnings are calculated thereon in accordance with the applicable investment option or interest rate. With the exception of the Retirement Savings Restoration Plan (“RSRP”), there are no Company contributions or matches. The RSRP was adopted to restore Company contributions for certain U.S. employees that would be lost due to IRC limits on compensation under Corteva’s tax-qualified savings plan. The following provides an overview of the various deferral options as of December 31, 2025. RSRP Under the RSRP, eligible employees can elect to defer eligible compensation (generally, base salary plus PRP) that exceeds the regulatory limits ($350,000 in 2025) in increments of 1% up to 6%. Corteva matches participant contributions on a dollar-for-dollar basis up to 6% of eligible pay. Corteva also makes an additional contribution of 3% of eligible compensation to participants in the RSRP as of December 31. The additional 3% contribution is made during the first quarter of the following calendar year. Participant investment options under the RSRP mirror the options available under the qualified plan. Distributions may be made in the form of a lump sum or annual installments after separation from service. Management Deferred Compensation Program (“MDCP”) Under the MDCP, a NEO can elect to defer the receipt of up to 60% of his base salary and/or PRP award. Corteva does not match deferrals under the MDCP. Participants may select from among seven core investment options under the MDCP, including Corteva common stock units with dividend equivalents credited as additional stock units. In general, distributions may be made in the form of a lump sum at a specified future date prior to separation from service or a lump sum or annual installments after separation from service. In addition, under the MDCP, a NEO can elect to defer the receipt of 100% of his LTI awards (RSUs and/or PSUs). Corteva does not match LTI deferrals under the MDCP. LTI deferrals under the MDCP are in the form of Corteva common stock units with dividend equivalents credited as additional stock units.

  95. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL As described in the CD&A, the Company maintains a Change in Control and Executive Severance Plan. For a description of the plan, see "Compensation Discussion and Analysis — Components of Our Executive Compensation Program — Change in Control and Executive Severance Benefits." Benefits provided under the plan are highlighted in the table below.

  96. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | Benefit Element | Qualifying Termination Associated with a Change in Control | Qualifying Termination NOT Associated with a Change in Control | | Severance benefit | Lump sum cash payment equal to two times (2.99 times for the CEO) the sum of the executive’s base salary and target annual PRP award | Lump sum cash payment equal to one and one-half times (two times for the CEO) the sum of the executive’s base salary and target annual PRP award | | PRP in year of termination | Lump sum cash payment equal to the pro-rated portion of the executive’s target annual PRP award | Lump sum cash payment equal to the pro-rated portion of the executive’s target annual PRP award | | Benefit continuation | Continued health and welfare benefits, financial counseling (as applicable) and outplacement services for two years (2.99 years for the CEO) | Continued health and welfare benefits and outplacement services for one and one-half years (two years for the CEO) | | Equity award treatment | Acceleration of all unvested equity awards, with unexercised stock options remaining exercisable for their full term | Treatment of awards subject to terms and conditions of each specific grant |

  97. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    Potential payments under the plan are reflected in the table below. The table also includes potential payments under the OIP. The treatment of benefits under each plan on termination or change in control is detailed in the footnotes to the table. The following information does not quantify payments under plans that are generally available to all salaried employees, similarly situated to the NEOs, including in age, years of service, date of hire, and that do not discriminate in scope, terms, or operation in favor of executive officers. For example, all participating employees who terminated on December 31, 2025, are entitled to receive any PRP awards for the 2025 performance year. See also the Pension Benefits and Nonqualified Deferred Compensation tables and accompanying narrative discussions for benefits or balances, as the case may be, under those plans as of December 31, 2025. Due to the number of factors that affect the nature and amount of any benefits provided upon the events discussed below, any actual amounts paid or distributed may be different. Factors that could affect those amounts include the timing during the year of any such event, Corteva’s stock price and the executive’s age. If an individual engages in misconduct, we may demand that he/she repay any long-term or short-term incentive award, or cash payments received as a result of such an award, within 10 days following written demand by Corteva. See "Compensation Discussion and Analysis — How We Manage Compensation Risk — Compensation Recovery Policy (Clawback)" for further discussion. For the CEO and other NEOs, the benefits that would become payable upon termination of employment, death, disability, or change in control as of December 31, 2025, are outlined below. The value of long-term incentives which would accelerate or otherwise continue to vest as a result of the executive’s termination is based in part in reference to Corteva’s closing stock price of $67.03 on December 31, 2025, as reported on the New York Stock Exchange.

  98. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | Name | Benefit | Termination without Cause or for Good Reason 24 months following a Change in Control ($) | Other Termination without Cause of for Good Reason ($)(1) | Death or Disability ($) | Voluntary Separation ($)(2) | | Charles V. Magro | Severance(3) | 10,465,000 | 7,000,000 | — | — | | | LTI Acceleration / Vesting(4) | 21,855,585 | 11,078,769 | 14,296,992 | — | | | Health & Welfare Benefits(5) | 88,761 | 59,274 | — | — | | | Outplacement & Financial Planning(6) | 9,900 | 9,900 | — | — | | David P. Johnson | Severance(3) | 3,000,000 | 2,250,000 | — | — | | | LTI Acceleration / Vesting(4) | 6,231,566 | 3,064,117 | 4,792,320 | — | | | Health & Welfare Benefits(5) | 38,531 | 29,573 | — | — | | | Outplacement & Financial Planning(6) | 9,900 | 9,900 | — | — | | Samuel R. | Severance(3) | 2,780,000 | 2,085,000 | — | — | | Eathington, Ph.D. | LTI Acceleration / Vesting(4) | 3,033,262 | 1,528,531 | 1,976,981 | — | | | Health & Welfare Benefits(5) | 13,176 | 9,684 | — | — | | | Outplacement & Financial Planning(6) | 9,900 | 9,900 | — | — | | Robert D. King | Severance(3) | 2,740,000 | 2,055,000 | — | — | | | LTI Acceleration / Vesting(4) | 3,227,457 | 1,628,144 | 2,104,906 | — | | | Health & Welfare Benefits(5) | 44,019 | 30,246 | — | — | | | Outplacement & Financial Planning(6) | 9,900 | 9,900 | — | — | | Judd M. O'Connor | Severance(3) | 2,500,000 | 1,875,000 | — | — | | | LTI Acceleration / Vesting(4) | 1,778,782 | 831,249 | 1,106,985 | 831,249 | | | Health & Welfare Benefits(5) | 57,792 | 44,019 | — | — | | | Outplacement & Financial Planning(6) | 35,900 | 29,400 | — | — | | Cornel B. Fuerer | LTI Acceleration / Vesting(4) | — | — | — | 1,528,531 |

  99. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    (1) Generally represents Company-initiated terminations not associated with a Change in Control, but in certain cases may also be applicable to terminations associated with a mutually-agreed upon retirement. (2) Per the provisions of the Company’s OIP and of the terms and conditions of awards granted under the OIP, employees who voluntarily terminate their employment with the Company after having reached age 55, and who have a minimum of 10 years of service with the Company, are eligible to continue to vest in all or a portion of the outstanding equity awards they hold at the time of their separation. Per the provisions of the Company’s Change in Control and Executive Severance Plan, amounts represent a lump sum payment equal to two times (or, in the case of the CEO, 2.99 times) the sum of an executive’s base salary plus target bonus in the case of a termination with respect to a Change in Control, or one and one-half times (two times, in the case of the CEO) the sum of the base salary plus target bonus in the case of a termination not with respect to a Change in Control. In each case, the plan also calls for a lump sum payment equal to the prorated portion of the executive’s target bonus in the year of termination (prorated for the number of months of service rendered during the year). However, because the Company’s PRP provides for the payment of any bonus earned by an eligible employee who is an active employee through the last day of the fiscal year, and because the table above assumes the termination of employment occurs on such date, the amount due under the Change in Control and Executive Severance Plan with respect to a prorated bonus in year of termination is not incremental to the PRP, and as such is not included in the amounts above. In the case of termination with respect to a Change in Control, amounts include the value of all outstanding and unvested stock options, outstanding RSUs and outstanding and unearned PSUs, all of which immediately accelerate and become vested upon termination, with performance for the unearned PSUs deemed achieved at target performance levels. In the case of a termination without Cause or for Good Reason, amounts represent the value of those outstanding and unvested stock options which are scheduled to vest within 12 months of the assumed termination (and which would continue to vest during that period under the terms of the awards), as well as the value of all outstanding RSUs and of a prorated portion of outstanding PSUs, which would be earned at the end of the applicable performance period to the extent that performance metrics are achieved at a minimum of threshold performance levels. In the case of a termination related to Death or Disability, the amounts represent the value of all outstanding and unvested stock options and RSUs, as well as a prorated portion of unearned PSUs. In the case of a Voluntary Separation of employment, the amounts represent the value of those outstanding and unvested stock options which are scheduled to vest within 12 months of the assumed termination (and which would continue to vest during that period under the terms of the awards), the value of all outstanding RSUs and a prorated portion of PSUs. For purposes of the table above, performance of the prorated PSUs is assumed at target. (5) Amounts represent the cost to Corteva of health and welfare benefits under the Consolidated Omnibus Budget Reconciliation Act (COBRA), the amount of which is payable to the executive for a period of months equal to the length of time implied by the severance multiple. Amount also includes the estimated cost of participating in the diagnostic executive physical program, but only to the extent that the executive was actively participating in the program at the time of their termination. (6) Represents the cost of outplacement services, as applicable, provided to executives during the period equal to the length of time implied by the severance multiple, in addition to the annual cost of financial counseling services over the same period, but only to the extent that the executive was actively participating in the financial counseling program at the time of their termination.

  100. CEO PAY RATIO

    CEO PAY RATIO As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act and Item 402(u) of Regulation S-K, the Company is required to provide information comparing its CEO's annual compensation to the Company's median employee. The median employee is required to be determined once every three years. Consistent with this mandate, as of December 30, 2025, Corteva identified a new median employee using our global employee population, excluding our CEO, as required by Item 402(u) of Regulation S-K, which included all global full-time, part-time, temporary, and seasonal employees who were employed on that date. We used “base salary plus cash incentive compensation” as our consistently applied compensation measure across the employee population. The following jurisdictions constituting 4.5% of Corteva’s total employees were excluded under the 5% de minimis rule: Bangladesh (10), Cambodia (3), Colombia (191), Egypt (58), Ethiopia (29), Hungary (169), Indonesia (193), Kazakhstan (4), Pakistan (85), Peru (58), Philippines (112), Tanzania (18), and Zambia (64). From the remaining employees, we leveraged a valid statistical sampling approach to produce a sample of employees who were paid within a 5% range of the estimated median base salary and cash incentives, and selected an employee from within that group as our median employee. We determined the median employee’s annual total compensation using the methodology for the Company’s "2025 Summary Compensation Table", as set forth in Item 402(c)(2)(x) of Regulation S-K and compared it to the total compensation of our CEO. The Company’s CEO compensation for 2025, as reported in the "2025 Summary Compensation Table", was $17,499,399. The compensation of our median employee for 2025 was $85,012. Based upon the total CEO compensation and median employee compensation for 2025, our CEO to median employee pay ratio was 206:1. This ratio is a reasonable estimate calculated using a methodology consistent with SEC rules, as described above. As the SEC rules for identifying the median employee allow companies to adopt a variety of methodologies, and to use reasonable estimates and assumptions that reflect their compensation practices, pay ratios reported by other companies may not be comparable to the Company’s pay ratio reported above.

  101. PAY VERSUS PERFORMANCE DISCLOSURE

    PAY VERSUS PERFORMANCE DISCLOSURE In accordance with Item 402(v) of Regulation S-K, the Company is required to disclose pay versus performance, or PVP by comparing compensation amounts previously reported for the last three calendar years to the SEC’s definition of “Compensation Actually Paid,” or CAP. Also as required by the SEC, this section compares CAP to various measures used to gauge performance at Corteva. CAP is a supplemental measure for stockholders, and is not a replacement for, or incorporated into the philosophy and strategy of compensation-setting set forth in the “Compensation Discussion and Analysis” of this proxy statement.

  102. Pay Versus Performance Table

    Pay Versus Performance Table In determining the CAP for our NEOs, we are required to make various adjustments to amounts that have been previously reported in the Summary Compensation Table (the “SCT”) for the last five calendar years. The table below summarizes compensation values both previously reported in our SCT, as well as footnotes of the adjusted values for 2025.

  103. Pay Versus Performance Table

    | | | | | | | Avg. | Value of Initial Fixed $100 Investment Based on:(4) | | | Company | | Year(1) | SCT Total for CEO: J. Collins(2) | SCT Total for CEO: C. Magro(2) | Compensation Actually Paid to CEO: J. Collins(3) | Compensation Actually Paid to CEO: C. Magro(3) | Avg. SCT Total for Non-PEO NEOs(2) | Compensation Actually Paid to Non-PEO NEOs(3) | Total Shareholder Return | Peer Group Total Shareholder Return(5) | GAAP Net Income(6) ($ in millions) | Selected Measure(7): Operating EPS ($) | | 2025 | — | $17,499,399 | — | $28,549,774 | $3,753,505 | $5,262,019 | $183 | $122 | $1,105 | $3.34 | | 2024 | — | $14,507,058 | — | $15,171,241 | $3,734,237 | $4,000,432 | $154 | $124 | $919 | $2.57 | | 2023 | — | $13,234,872 | — | $7,924,156 | $3,391,528 | $1,403,620 | $128 | $124 | $747 | $2.69 | | 2022 | — | $14,762,075 | — | $16,983,522 | $5,027,523 | $7,408,698 | $155 | $112 | $1,158 | $2.67 | | 2021 | $16,864,428 | $792,786 | $18,917,976 | $792,786 | $4,077,575 | $5,553,889 | $124 | $126 | $1,769 | $2.15 |

  104. Pay Versus Performance Table

    (1) Mr. Magro succeeded Mr. Collins as PEO in 2021 (on November 1, 2021). Mr. Collins served as the PEO for the entirety of 2020. Our Non-PEO NEOs for the applicable years were as follows: • 2025: David P. Johnson, Samuel R. Eathington, Robert D. King, Judd O’Connor, and Cornel B. Fuerer • 2024: David P. Johnson, Samuel R. Eathington, Robert D. King, Cornel B. Fuerer, David J. Anderson, and Timothy P. Glenn • 2023: David J. Anderson, Samuel R. Eathington, Timothy P. Glenn, and Robert D. King • 2022: David J. Anderson, Samuel R. Eathington, Timothy P. Glenn, and Robert D. King • 2021: David J. Anderson, Timothy P. Glenn, Cornel B. Fuerer, Gregory R. Friedman, and Rajan Gajaria (2) Amounts reported in these columns represent (i) the total compensation reported in the SCT for the applicable year in the case of our PEOs, Mr. Collins and Mr. Magro, and (ii) the average of the total compensation reported in the SCT for the applicable year for our Non-PEO NEOs. (3) Amounts reported in these columns represent (i) CAP for the applicable year in the case of our PEOs, Mr. Collins and Mr. Magro and (ii) the average CAP for the applicable year for our Non-PEO NEOs; adjustments were made to the amounts reported in the SCT for the applicable year. A reconciliation of the adjustments made to the 2025 SCT amounts to calculate CAP for our PEO, Mr. Magro, and for the average of the Non-PEO NEOs is set forth in the following table. In this table, the unvested equity fair values were calculated on each of the required measurement dates using assumptions based on criteria consistent with those used for grant date fair value calculations and in accordance with the methodology used for financial reporting purposes. For unvested awards subject to performance-based vesting conditions, the fair values were based on the probable outcome of such performance-based vesting conditions as of the last day of the year.

  105. Pay Versus Performance Table

    | 2025 | SCT Reported Total | Less: SCT Reported Change in Pension Value | Plus: Pension Value Service Cost | Less: SCT Reported Stock Award and Option Value | Plus (Less): Fair Value of Equity Awards Granted During 2025 that are Outstanding and Unvested at End of the Covered Year | Plus (Less) Fair value of Equity Awards Granted in Any Prior Year that are Outstanding and Unvested at End of the Covered Year | Plus Fair Value at Vesting Date of Awards Granted and Vested During the Covered Year | Plus (Less) Change in Fair Value of Equity Awards granted in Prior Years that Vested During the Covered Year | Less Fair Value of Equity Awards Granted in Prior Year that were Forfeited During the Covered Year | Compensation Actually Paid | | PEO | $17,499,399 | $0 | $0 | $11,650,101 | $11,986,344 | $8,725,842 | $0 | $1,988,290 | $0 | $28,549,774 | | Average Non-PEO NEOs | $3,753,505 | $20,547 | $0 | $1,690,068 | $1,738,211 | $1,241,939 | $0 | $238,979 | $0 | $5,262,019 |

  106. Pay Versus Performance Table

    (4) Total Shareholder Return (“TSR”) is cumulative for the measurement periods beginning on December 31, 2020 and ending on December 31 of each of 2021, 2022, 2023, 2024, and 2025 respectively. TSR is calculated by dividing the difference between the price of the Company’s common stock at the end and the beginning of the measurement period by the price of the Company’s common stock at the beginning of the measurement period. (5) The company utilized the S&P 500 Chemicals Index as its peer group for TSR, which is the industry index utilized in the Company’s Annual Report in Form 10-K. (6) Reflects the Company’s net income (loss) reflected in the audited financial statements published in our Annual Report on Form 10-K for the applicable year. Operating EPS has been selected as the Company Selected Measure because the Company believes it is the most important measure linked to compensation actually paid, has a close association with the Company’s share price and TSR, and has been and is expected to continue to be a performance metric that is important to the Company and our stockholders. Refer to our 2025 Annual Report for a reconciliation of Operating EPS to EPS, the most directly comparable financial measure calculated and presented in accordance with US GAAP. Performance Measures Used to Link Company Performance and CAP. The Company utilizes other important financial measures to link compensation actually paid to its NEOs performance as set forth in the table below.

  107. Pay Versus Performance Table

    | Metrics | | (1) Absolute Total Shareholder Return | | (2) Operating Earnings Per Share | | (3) Operating EBITDA Margin | | (4) Return on Net Assets |

  108. Pay Versus Performance Table

    Relationship between CAP and TSR. The graph below reflects the relationship between the PEO and average Non-PEO NEO compensation actually paid (“CAP”) and the Company’s cumulative indexed Total Shareholder Return, or TSR, (assuming an initial fixed investment of $100) over the applicable measurement period. Relationship between CAP and GAAP Net Income. The graph below reflects the relationship between the PEOs and Average Non-PEO NEO CAP and the Company’s GAAP Net Income over the applicable measurement period. Relationship between CAP and Operating EPS (our Company-Selected Measure). The graph below reflects the relationship between the PEOs and average Non-PEO NEOs CAP and the Company’s Non-GAAP Operating Earnings Per Share over the applicable measurement period. Agenda Item 2: Advisory Resolution to Approve the Executive Compensation of the Company's Named Executive Officers

  109. FUTURE DIRECTOR NOMINEES THROUGH PROXY ACCESS

    FUTURE DIRECTOR NOMINEES THROUGH PROXY ACCESS Under the Company’s Bylaws, if you wish to nominate a director through proxy access, you must give advance written notification to the Office of the Corporate Secretary. For the 2027 Meeting, written notice must be received by the Office of the Corporate Secretary between the close of business on October 20, 2026, and the close of business on November 19, 2026 Such notices must comply with the procedural and content requirements of the Bylaws. The full text of the Bylaws is available at https://investors.corteva.com/. To comply with the universal proxy rules, stockholders who intend to solicit proxies in support of director nominees other than the Company’s nominees must provide notice that sets forth the information required by Rule 14a-19 under the Exchange Act no later than February 27, 2027.