UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

SCHEDULE 14A

Proxy Statement Pursuant to Section 14(a) of the
Securities Exchange Act of 1934 (Amendment No. )

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Filed by the Registrant

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☑		Definitive Proxy Statement
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nVent Electric ~~plc~~PLC

(Name of Registrant as Specified In Its Charter)
(Name of Person(s) Filing Proxy Statement, if ~~Other Than~~other than the Registrant)

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Table of Contents

2022

~~2019~~
Notice of Annual General
Meeting and Proxy Statement

Table of Contents

Caution Concerning Forward-Looking Statements

This proxy statement contains statements that we believe to be “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. All statements, other than statements of historical fact are forward looking statements. Without limitation, any statements preceded or followed by or that include the words “targets,” “plans,” “believes,” “expects,” “intends,” “will,” “likely,” “may,” “anticipates,” “estimates,” “projects,” “forecasts,” “should,” “would,” “positioned,” “strategy,” “future,” “are confident,” or words, phrases or terms of similar substance or the negative thereof, are forward-looking statements. All projections in this proxy statement are also forward-looking statements. These forward-looking statements are not guarantees of future performance and are subject to risks, uncertainties, assumptions and other factors, some of which are beyond our control, which could cause actual results to differ materially from those expressed or implied by such forward-looking statements. These factors include adverse effects on our business operations or financial results, including due to the impact of the COVID-19 pandemic and potential impairment of goodwill and trade names; overall global economic and business conditions impacting our business; the ability to achieve the benefits of our restructuring plans; the ability to successfully identify, finance, complete and integrate acquisitions; competition and pricing pressures in the markets we serve, including the impacts of tariffs; the strength of housing and related markets; volatility in currency exchange rates and commodity prices; inability to generate savings from excellence in operations initiatives consisting of lean enterprise, supply management and cash flow practices; inability to mitigate material and other cost inflation; risks related to the availability of, and cost inflation in, supply chain inputs, including labor, raw materials, commodities, packaging and transportation; increased risks associated with operating foreign businesses; the ability to deliver backlog and win future project work; failure of markets to accept new product introductions and enhancements; the impact of changes in laws and regulations, including those that limit U.S. tax benefits; the outcome of litigation and governmental proceedings; and the ability to achieve our long-term strategic operating and ESG goals. Additional information concerning these and other factors is contained in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K and our Quarterly Reports on Form 10-Q. All forward-looking statements speak only as of the date of this proxy statement. nVent assumes no obligation, and disclaims any obligation, to update the information contained in this proxy statement.

Website Information

This Proxy Statement includes several website addresses and references to additional materials found on those websites. These websites and materials are not incorporated by reference herein.

Table of Contents

Letter to Shareholders

~~March 26, 2019~~April 1, 2022

Dear Fellow Shareholders:

~~On May 1, 2018, nVent Electric plc became a standalone, public company with $2.2 billion in sales listed on the New York Stock Exchange (NYSE:NVT).~~

2021 was an outstanding year for nVent. We ~~launched our company with a mission of connection~~delivered exceptionally strong financial results and protection, defining how we grow and create value in a world that is becoming more electric and digital. I’m proud of the efforts of our nearly 9,000 employees globally. It takes tremendous effort, resilience and collaboration to stand up a new company – a high-performance growth company – and we did so with great success. Since the launch, we’ve made significant progress delivering accelerating sequential growth, executingexecuted well on our strategy, and ~~driving a focus as One nVent to scale our capability.~~

~~STARTING WITH A GREAT LEGACY~~
Our business has a long history of innovation, which is why we chose the name “nVent” for our new company. We have a powerful portfolio of brands including CADDY, ERICO, HOFFMAN, RAYCHEM, SCHROFF and TRACER, which along with our talented people are delivering on our mission. At nVent, we believe that safer systems ensure a more secure world. We connect and protect our customers with inventive electrical solutions. We have industry-leading positions in industrial, commercial, residential, energy and infrastructure and will continue to launch innovative new products, while focusing on improving the customer experience and expanding our offerings to grow globally. We have attractive margins, strong cash flow generation and compelling opportunities for long-term growth.

~~STRATEGY~~
~~Our nVent strategy centers on growth. We fuel~~ our growth ~~with innovation, productivity and velocity.~~initiatives. We are focused on penetration in key verticals and developing regions, enabling us to outperform our competitors and grow faster than the industry. A key part of our strategy, and critical to our success, is to align our team as One nVent. Our aim is to scale our capabilities across the enterprise, and we’re making great progress. We’re driving customer and channel relationships across nVent. We are focusing on key verticals like Commercial, Industrial, and Infrastructure with dedicated teams selling the complete nVent portfolio. We’re building our digital capability across the enterprise to drive ease throughout the customer experience while also improving our employee experience. We continue to accelerate innovation, launching manylaunched 58 new products and ~~connected solutions.~~accelerated our digital transformation. We ~~are focused~~completed two acquisitions – Vynckier and CIS Global – to further strengthen our portfolio and expand our offerings in high-growth verticals. And we made significant progress on our ~~key growth initiatives which are already delivering results. In~~environmental, social and governance, or ESG, priorities. The safety and well-being of our ~~first eight months as~~employees remained our top priority, and we continued to expand our efforts on making nVent a ~~public company, our growth accelerated every quarter. We generated strong free cash flow of over $300 million and returned about $120 million~~great place to ~~shareholders.~~

~~SPARK~~
Our new management system defines how we operate. The five elements of Spark are People; Growth; Lean Enterprise; Digital; and Velocity. People are listed first, because they are at the core of Spark. We’re focused on building a strong culture at nVent, one that includes development opportunities and a respectful workplace that celebrates diversity and inclusion – a place where people want to grow their careers. We conducted our first employee engagement survey to help us create a better future.

We are building Growth capabilities across nVent and expanding our Lean focus to improve end to end business processes across the enterprise. Digital is key for our future. We want to improve customer and employee experiences and build capabilities to improve our products and services. Velocity is tied to our Lean and Digital efforts. It is also critical in accelerating innovation and building a responsive, flexible organization. Spark is how we work and will help us succeed as a high performance growth company.

~~OUR FUTURE~~
~~Reflecting on our first eight months as nVent,~~work. I could not be more proud of our nVent team and what we ~~have accomplished~~accomplished.

Beth A. Wozniak

Chief Executive Officer

Our sales grew 23% to a record $2.5 billion, demonstrating impressive growth and execution. We overcame supply chain challenges to deliver for our customers and managed unprecedented inflation. We delivered record earnings per share and generated another year of strong cash flow. nVent delivered top tier total shareholder returns of 67% in 2021 and performed 95^th percentile of the S&P 400 Industrials. We had a goal to emerge stronger, and our results demonstrate we have.

We have changed the growth trajectory of nVent with our focus on high-growth verticals, new product innovation and global growth. Since becoming a new company, we have added more than $200 million of annualized sales via acquisitions, focused on data solutions and global growth. We have scaled our capabilities working as One nVent, from digital platforms to commercial excellence to our focus on people. Our Spark Management System is how we operate and helps drive our success. Spark supports the high performance culture we have at nVent and includes five elements: People, Growth, Lean, Digital and Velocity. At nVent, we believe our culture and our people are a differentiator.

Our ESG goals are an integral part of nVent’s strategy. We focus on three pillars: People, Products and Planet. Within people, our focus on inclusion and diversity helps make nVent a great place to work. I am proud of our increased representation of women and racially diverse employees. We were named to the 2022 Bloomberg Gender Equality Index, making us one of only 418 companies to be included. Within products, we integrated ESG into our new product introduction process and developed baseline metrics and goals. And within planet, we took meaningful steps toward reducing our CO2 emissions. We received a silver medal for social responsibility from EcoVadis, ranking nVent in the top 13% of companies reviewed in the same industry.

The electrification of everything positions us to grow with our mission to connect and protect. Trends like industrial automation, renewable energy, grid modernization, 5G expansion, growth in data centers and increases in electric vehicles are driving the need for more of our products and solutions. We are winning with our innovative solutions to protect critical electronics and electrical equipment, including cooling and power management. Our innovative cable solutions help manage power and data infrastructure, and our electrical connection and surge protection products provide resiliency in electrical systems around the world. Our connected control and electric heat tracing solutions help manage temperature in critical processes and applications.

I am proud of our nVent team and the results we delivered in 2021. We enter this year with momentum and are well positioned to grow with the secular trends of electrification and digitization. We believe 2022 will be another year of strong growth and value creation. We have emerged stronger, and our future is bright at nVent.

2022 Proxy Statement

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Environmental, Social and Governance

At nVent, we connect and protect our customers with inventive electrical solutions. We believe that safer systems ensure a more secure world. With this at the center of our mission, we embrace the opportunity and the responsibility in our role as an engaged corporate citizen. We continue to monitor evolving trends and regulations, and are committed to continuously improving our environmental, social and governance (ESG) efforts and communicating with our stakeholders on our progress. We live ESG every day through our employees, our operations and our communities, and it is an integrated part of our strategy. We believe our commitment to ESG and continuous improvement will guide us toward a more sustainable future.

We conducted our first ESG materiality assessment in 2019, and the key insights we received from both internal and external stakeholders helped us focus on how we can make a meaningful impact in our world. Our first ESG report was published in 2020 and highlighted our three ESG focus areas: People, Products and Planet. In July 2021 we published our second ESG report covering the 2020 calendar year. In the report we shared our first-ever external goals and examples of the strides we made in our focus areas. We believe these goals illustrate our commitment to ESG. We are driving a culture focused on inclusion, diversity, employee engagement, safety, and integrity. We are developing innovative solutions that deliver efficiency, safety and reduced resource consumption, creating a more sustainable future. We are operating with responsible energy, waste, and water management practices to help protect natural resources.


People	Products	Planet
A culture focused on inclusion, diversity, employee engagement, safety and integrity	Innovative solutions that deliver efficiency, safety and reduced resource consumption, creating a more sustainable future	Responsible energy, waste and water management to help protect our natural resources
2025 People Goals • Increase representation of women in management globally by 20% • Increase representation of racially diverse U.S. professional employees by 25% • Reach an employee safety total recordable incident rate of ≤0.50	2021 Products Goals • Establish New Product Introduction guidelines to help deliver socially responsible products and end user solutions • Develop baseline metrics and long-term goals	2030 Planet Goals • Achieve 25% reduction in Scope 1 and Scope 2 greenhouse gas emissions • Reach 20% renewable energy consumption

Our 2020 ESG report is available on our website at https://www.nvent.com/about-nvent/social-responsibility. In our 2021 ESG report, which we expect to release in the summer of 2022, we plan to provide additional information regarding our progress during 2021 and to build on our continued commitment to transparency by sharing an update on our external goals and releasing our long-term goals for our Products pillar.

Our Executive Leadership Team has the responsibility, with oversight from our Board and its respective committees, to manage our ESG strategy, initiatives and risk-management processes. The charter of our Board’s Governance and Social Responsibility Committee was updated in 2021 to describe its role in overseeing our environmental, social and governance matters. The charter of our Compensation and Human Capital Committee was also updated to define its role in overseeing our human resources and compensation strategies and goals, including those related to company culture, inclusion and diversity.

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Environmental, Social and Governance

People

Our employees are at the core of our business. Promoting a ~~short time. We are gaining momentum on executing~~culture of inclusion is a cornerstone of our strategy and is woven throughout our organization. As a global company, we ~~believe~~understand that diverse perspectives are key to our company’s ability to grow and innovate for our customers. We value all dimensions of diversity and work hard to make sure all voices are heard, respected and represented. Whether working remotely or in person, we remain focused on our intentional culture-shaping activities and accelerated our efforts to make sure all employees feel heard, engaged and included.

Through the nVent Foundation and our nVent in Action programs, we empower our employees to give to the causes they care about. We connect with communities and protect our future by supporting quality education programs for youth and charitable causes championed by our employees. nVent employees around the world take action to help make their communities stronger by sharing their time, talents and resources with those in need.

We are committed to maintaining a positive, healthy work environment for our employees and preventing workplace injuries. We use a safety model based on three pillars to help ensure our business practices promote a healthy and safe workplace: management commitment, controlled hazards and employee engagement. Around the world, our safety leaders work with other employees to reduce risks and injuries.

We are diligent about selecting our suppliers. Our Supplier Code of Conduct prescribes expectations for providing safe and healthy working conditions, upholding high ethical standards and engaging in environmental responsibility. We expect our suppliers, contractors and others in our supply chain to share our commitment to human rights and to provide assurances that their businesses are free from practices associated with human rights violations. Additionally, through our supplier diversity program, we help ensure our competitive supplier selection processes include diverse suppliers.

Highlights

· We implemented a new ESG scorecard, which we call the People & Culture Scorecard, into our 2021 annual incentive plan. The scorecard is directly tied to our 2025 People Goals. Additional details can be found on page 40.

· We increased our representation of women in management globally, and our representation of racially diverse U.S. professional employees.

· We launched Electrify, our new digital employee recognition platform, to increase engagement globally.

· We were included in RippleMatch’s 2021 list of top workplaces for Generation Z: The Next Gen 100. RippleMatch is a third party that recognizes organizations that are building standout workplaces for the next generation of talent.

· We were named in the 2022 Bloomberg Gender-Equality Index for our commitment to transparency in gender-data reporting.

· We prioritized employee safety and well-being during the pandemic. We aligned our actions with the guidance of the World Health Organization, the Centers for Disease Control and Prevention and local health authorities. We quickly established global teams as needed to assist with implementing safety protocols.

2022 Proxy Statement 5

Table of Contents

Environmental, Social and Governance

Products

Our mission to connect and protect with inventive electrical solutions is important as the Electrification of Everything changes the world and creates opportunities ~~ahead~~for a more sustainable future. Our products connect and protect systems that touch the lives of ~~us are tremendous. I am inspired by~~millions of people every day through the ~~dedicated~~world’s infrastructure, energy, data and ~~talented people at nVent, who~~communication systems. Our solutions protect infrastructure, provide resiliency and help ensure ongoing connectivity.

As the world changes and becomes more electrified, we expect investments in new infrastructure and technologies will be vital. We will continue to focus on ~~our customers every day, striving to~~developing highly differentiated solutions that deliver ~~not only inventive products~~efficiency, safety and ~~solutions but~~reduced resource consumption, creating a great customer experience. We are unifying as One nVent and accelerating our capability and performance. I am confident in our ability to create value for our customers, employees and shareholders as we continue our journey as a new company.

~~I’m grateful to you for your support, trust and confidence in our~~more sustainable future.

Highlights

· We integrated ESG into our new product introduction guidelines.

· We established a baseline in 2021 for future reporting and goal setting in three key categories: Use of Eco-Friendly Designs, Eco-Friendly Materials and End-User Safety. We plan to increase awareness and institute guidelines for these categories in our New Product Introduction process to help ensure advancement in delivering socially responsible products and end-user solutions.

Planet

Being a good steward of the environment is integral to how we operate. Innovation, adaptability and our continuous improvement approach allow us to protect natural resources and provide value to our customers and the communities where we live and work.

From setting strategic business goals to our Grass Roots Employee Resource Group focused on sustainability, working to improve our environmental impact is a priority at all levels of our organization. Employee-led “environmental treasure hunts” occur globally across our facilities to identify and implement improvement ideas. We are committed to responsible energy use, greenhouse gas reduction and waste and water management.

Reducing our carbon emissions and using more green energy are important steps we are taking to reduce our impact on natural resources.

Highlights

~~Beth A. Wozniak~~
·~~Chief Executive Officer~~ We continued to decrease greenhouse gas emissions through investments in renewable energy and operational efficiency.

· We updated our Environmental Policy in 2021, and will continue to invest in environmental improvements, assess the Task Force on Climate-related Financial Disclosures framework, and evaluate carbon neutrality.

· We received a silver medal from EcoVadis in 2021 for our strong sustainability performance. EcoVadis is a third-party entity that evaluates suppliers on a complex scale of sustainability and ESG factors.

· We are adding an environmental metric to our 2022 ESG Scorecard in our annual incentive plan. Additional details can be found on page 47.

2 ~~nVent Electric plc~~

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Shareholder Engagement

Understanding the issues our shareholders care about is critical to good governance. We have worked to establish a robust engagement program so that we continuously receive shareholder input regarding our financial performance, strategy, capital allocation, executive compensation, environmental, social and governance matters, and other topics that are front-of-mind for our shareholders.

All year, we participate in investor conferences and events, and regularly engage with shareholders to understand their perspectives and areas of focus.

*	nVent outstanding shares calculated as of December 31, 2021. Ownership based on publicly disclosed ownership at the time of Fall outreach.

In response to input we received during our fall 2021 shareholder engagement sessions, we decided to begin publishing the overview of our EEO-1 reports on our website. The overview of our 2020 report is currently available at https://www.nvent.com/inclusion-diversity.

2022 Proxy Statement

Table of Contents

Notice of Annual General Meeting of Shareholders

To Be Held May ~~10, 2019~~13, 2022

Our Annual General Meeting of Shareholders will be held at the Four Seasons Hotel, Hamilton Place, Park Lane, London, England, ~~W1J 7DR,~~W1J7DR, on Friday, May ~~10, 2019,~~13, 2022, at 8:00 a.m. ~~local time,~~British Summer Time, to consider and vote upon the following ~~proposals:~~proposals; provided that if we are unable to hold the meeting at this location, date and/or time, it will be held at an alternative location, date and/or time that we will publicly announce:

Voting Matters       Board
Recommendation       Vote
Required       Page
Reference
1. By Separate Resolutions, Re-Election of Director Nominees:
●Brian M. Baldwin
●Jerry W. Burris
●Susan M. Cameron
●Michael L. Ducker
●David H.Y. Ho
●Randall J. Hogan
●Ronald L. Merriman
●William T. Monahan
●Herbert K. Parker
●Beth Wozniak
FOR
each nominee
Majority of votes cast 10
2. Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers FOR Majority of votes cast 25
3. Recommend, by Non-Binding Advisory Vote, the Frequency of Advisory Votes on the Compensation of Named Executive Officers ONE YEAR Alternative receiving greatest number of votes cast 54
4. Ratify, by Non-Binding Advisory Vote, the Appointment of Deloitte & Touche LLP as the Independent Auditor and Authorize, by Binding Vote, the Audit and Finance Committee to Set the Auditors’ Remuneration FOR Majority of votes cast 55
5. Authorize the Price Range at which nVent Electric plc can Re-Allot Treasury Shares FOR 75% of votes cast 58


1.	By Separate Resolutions, Election of the Following Director Nominees:
	i. Jerry W. Burris ii. Susan M. Cameron iii. Michael L. Ducker iv. Randall J. Hogan v. Danita K. Ostling	vi. Nicola Palmer vii. Herbert K. Parker viii.Greg Scheu ix. Beth A. Wozniak x. Jacqueline Wright
2.	Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers

3.	Ratify, by Non-Binding Advisory Vote, the Appointment of Deloitte & Touche LLP as the Independent Auditor and Authorize, by Binding Vote, the Audit and Finance Committee of the Board of Directors to Set the Auditor’s Remuneration

4.	Authorize the Board of Directors to Allot and Issue New Shares under Irish Law

5.	Authorize the Board of Directors to Opt Out of Statutory Preemption Rights under Irish Law

6.	Authorize the Price Range at which nVent Electric plc Can Re-allot Shares it Holds as Treasury Shares under Irish Law

To consider and act on such other business as may properly come before the Annual General Meeting or any adjournment.

Proposals 1, 2, 3 and 4 are ordinary resolutions, requiring the approval of a simple majority of the votes cast at the meeting. ~~A plurality of the votes cast for Proposal 3 will be the frequency of the advisory vote on executive compensation that shareholders~~Proposals 5 and 6 are ~~deemed to have approved. Proposal 5 is a~~ special ~~resolution,~~resolutions, requiring the approval of not less than 75% of the votes ~~cast.~~cast at the meeting.

Only shareholders of record as of the close of business on March ~~15, 2019~~18, 2022 are entitled to receive notice of and to vote at the Annual General Meeting.

If you are a shareholder entitled to attend and vote at the Annual General Meeting, you are entitled to appoint a proxy or proxies to attend, speak and vote on your behalf. A proxy need not be a shareholder. If you wish to appoint as proxy any person other than the individuals specified on the proxy card, please contact our Corporate Secretary at our registered ~~office.~~office or deliver to the Corporate Secretary at our registered office a proxy card in the form set out in section 184 of the Irish Companies Act 2014; please also note that your nominated proxy must attend the Annual General Meeting in person in order for your vote to be cast.

At the Annual General Meeting, management will review nVent Electric plc’s affairs and will also present nVent Electric plc’s Irish statutory financial statements for the fiscal year ended December 31, 2021 and the reports of the directors and the statutory auditors thereon.

By Order of the Board of Directors,

Jon Lammers

Corporate Secretary
~~March 26, 2019~~April 1, 2022

Important Notice Regarding the Availability of Proxy Materials for the Shareholder Meeting to Be Held on May ~~10, 2019.~~13, 2022. The Annual Report, Notice of Annual General Meeting, Proxy Statement and Irish Statutory Financial Statements and Related Reports are available by Internet at~~www.proxyvote.com.~~www.proxyvote.com.

Shareholders in Ireland may participate in the Annual General Meeting by audio link at the offices of Arthur Cox, Ten Earlsfort Terrace, Dublin 2, Ireland, at 8:00 a.m. ~~local time.~~Irish Standard Time. See “Questions and Answers About the Annual General Meeting and Voting” for further information on participating in the Annual General Meeting in Ireland.**


	Where Four Seasons Hotel, Hamilton Place, Park Lane, London, England, W1J ~~7DR~~7DR*

	When Friday, May ~~10, 2019,~~13, 2022, 8:00 a.m. ~~local time~~British Summer Time

Whether or not you plan to attend, we encourage you to vote your shares by submitting a proxy as soon as possible, AND IN ANY EVENT AT LEAST 48 HOURS BEFORE THE ANNUAL GENERAL MEETING. IF YOU PLAN TO SUBMIT A PROXY, YOU MUST SUBMIT YOUR PROXY BY INTERNET OR TELEPHONE, OR YOUR PRINTED PROXY CARD MUST BE RECEIVED AT THE ADDRESS STATED ON THE CARD, BY NO LATER THAN 8:00 A.M. LOCAL TIME (3:00 A.M. EASTERN DAYLIGHT TIME) ON~~MAY 8, 2019.~~


Whether or not you plan to attend, we encourage you to vote your shares by submitting a proxy as soon as possible. IF YOU PLAN TO SUBMIT A PROXY, YOU MUST SUBMIT YOUR PROXY BY INTERNET OR TELEPHONE, OR YOUR PRINTED PROXY CARD MUST BE RECEIVED AT THE ADDRESS STATED ON THE CARD, BY NO LATER THAN 11:59 P.M. EASTERN DAYLIGHT TIME ON MAY 12, 2022 OR, IF YOU ARE A BENEFICIAL OWNER, SUCH EARLIER TIME AS YOUR BANK, BROKER-DEALER, BROKERAGE FIRM, OR NOMINEE MAY REQUIRE.

	By Internet You can vote over the internet atwww.proxyvote.com.

	By Telephone You can vote by telephone from the United States or Canada by calling the telephone number on the proxy card.

	By Mail You can vote by mail by marking, signing and dating your proxy card or voting instruction form and returning it in the postage-paid envelope, which will then be forwarded to nVent Electric plc’s registered address electronically.

	Vote in Person If you plan to attend the Annual General Meeting and wish to vote your ordinary shares in person, we will give you a ballot paper at the meeting.

~~2019 Proxy Statement~~ 3

*	If we are unable to hold the meeting at this location, date and/or time, it will be held at an alternative location, date and/or time that we will publicly announce.
**	If participation at the offices of Arthur Cox is not possible, we will publicly announce an alternative venue at which shareholders in Ireland may participate by audio link.

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~~Proxy Statement for the Annual General Meeting of Shareholders of nVent Electric plc to be held on Friday, May 10, 2019~~

Proxy Statement for the Annual General Meeting of Shareholders of nVent Electric plc to be held on Friday, May 13, 2022

Proxy Statement Summary

This summary highlights information contained elsewhere in this proxy statement. This summary does not contain all of the information you should consider, and you should read the entire proxy statement before voting. Proxy materials are being made available on or about April 1, 2022 to our shareholders entitled to vote at the Annual General Meeting.

~~The Separation~~Voting Matters and Recommendations

Proposal		Board Recommendation	Vote Required	Page Reference
1.	Election of Director Nominees	FOR each nominee	Majority of votes cast	14
2.	Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers	FOR	Majority of votes cast	31
3.	Ratify, by Non-Binding Advisory Vote, the Appointment of Deloitte & Touche LLP as the Independent Auditor and Authorize, by Binding Vote, the Audit and Finance Committee to Set the Auditor’s Remuneration	FOR	Majority of votes cast	65
4.	Authorize the Board of Directors to Allot and Issue New Shares under Irish Law	FOR	Majority of votes cast	68
5.	Authorize the Board of Directors to Opt Out of Statutory Preemption Rights under Irish Law	FOR	75% of votes cast	69
6.	Authorize the Price Range at which nVent Electric plc Can Re-Allot Treasury Shares under Irish Law	FOR	75% of votes cast	71

~~On April 30, 2018, the separation of our company from Pentair plc (“Pentair”) into two publicly traded companies was completed (the “Separation”).~~


~~Proposal~~ 1	~~Re-Election of Director Nominees~~
		~~The Board recommends a vote~~ ~~FOR~~ ~~each Director nominee~~	~~Page 10~~

Board and Governance Highlights

Director Nominees

For the 2022 Annual General Meeting, our Board has recommended the following director nominees.

Committee Memberships

Name, Age

Director Since

Independent

Audit and Finance

Compensation and
Human Capital

~~Committee Memberships~~Governance
and Social
Responsibility

~~Name~~

~~Director Since~~

~~Independent~~

~~Audit and Finance~~

~~Compensation~~

~~Governance~~

~~Brian M. Baldwin,~~36

~~2018~~

●

Jerry W. Burris,55 58

2018

◉

●

Susan M. Cameron,60 63

2018

●

Michael L. Ducker,65 68

2018

●

~~David H.Y. Ho,~~59

~~2018~~

●

◉

Randall J. Hogan,,63 66

2018

Danita K. Ostling,~~Ronald L. Merriman~~,74 61

~~2018~~–

◉

Nicola Palmer,~~William T. Monahan,~~71 54

~~2018~~2020

●

Herbert K. Parker,60

~~2018~~

●

~~Beth Wozniak (CEO),~~54

~~2018~~

2018

Greg Scheu, 60

2021

Beth A. Wozniak (CEO), 57

2018

Jacqueline Wright, 62

2020

Committee Member: Committee Chair:

*	Upon completion of the 2022 Annual General Meeting, Mr. Parker will become the Chair of the Audit and Finance Committee and Ms. Ostling will join the Audit and Finance Committee.

~~Committee Member:~~2022 Proxy Statement

●

~~Committee Chair:~~

◉9

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Proxy Statement Summary

~~Board~~ Overview

~~Directors are chosen with a view to bringing to~~ of the Board

Our Board considers a variety of ~~rich financial~~factors described below under “Director Qualifications, Diversity and ~~management experience~~Tenure” when assessing the qualifications of Board nominees. Nine of our ten nominees are independent, and ~~backgrounds and establishing a core of business advisers with financial and management expertise.~~50% have CEO experience.


<1~~one year tenure~~⁽¹⁾	~~50%~~~~are diverse~~	8of10~~are independent directors~~	~~60%~~~~have CEO experience~~

⁽¹⁾	Our director nominees’ average tenure is calculated by full years of completed service based on date of initial appointment or election to our Board.


~~Proposal~~ 2	~~Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers~~
		~~The Board recommends a vote~~ ~~FOR~~ ~~approval of the compensation of the Named Executive Officers~~	~~Page 25~~

Executive Compensation Highlights

These executive compensation highlights should be read in connection with the Executive Compensation section of this Proxy Statement, including the Compensation Discussion and Analysis section (see page ~~27)~~33).

Our Compensation Philosophy

The Compensation and Human Capital Committee believes that the most effective executive compensation program aligns executive initiatives with shareholders’ economic interests. The Committee seeks to accomplish this by rewarding the achievement of specific annual and long-term and strategic goals that create lasting shareholder value. The Committee’s specific objectives include:

●	•	to motivate and reward executives for achieving annual and long-term financial objectives;
●	•	to align management and shareholder interests by encouraging employee stock ownership;
●	•	to provide rewards commensurate with individual and company performance;
●	•	to encourage growth and innovation; and
●	•	to attract and retain top-quality executives and key employees.

To balance these objectives, our executive compensation program uses the following direct compensation elements:

●	•	base salary, to provide fixed compensation competitive in the marketplace;
●	•	annual incentive compensation, to reward short-term performance against specific financial ~~targets and individual goals;~~targets; and
●	•	long-term incentive compensation, to link management incentives to long-term value creation and shareholder return.

10	nVent Electric plc

~~2019 Proxy Statement~~ 5

Table of Contents

The Compensation and Human Capital Committee reviews total compensation for executive officers and the relative levels of each of these forms of compensation against the Committee’s goals. The mix of total direct compensation (shown at target) for ~~2018~~2021 for our Chief Executive Officer and the average of the other executive officers named in the Summary Compensation Table below (our “Named Executive Officers”) is shown in the charts below.

At the Annual General Meeting, management will review nVent Electric plc’s affairs and will also present nVent Electric plc’s Irish statutory financial statements for the fiscal year ended December 31, 2018 and the report of the statutory auditors thereon.

Our Board currently has ten members. On the recommendation of the Governance and Social Responsibility Committee, the Board has nominated ~~all~~each of ~~our current directors~~the ten individuals named below for ~~re-election~~election for a one-year term expiring on completion of the ~~2020~~2023 Annual General Meeting. If any of the nominees should become unable to accept ~~re-election,~~election, the proxies named on the proxy card may vote for other persons selected by the Board. Management has no reason to believe that any of the nominees named ~~above~~below will be unable to serve his or her full term if elected.

Biographies of the director nominees follow. These biographies include for each director their ages (as of the date of the filing of this Proxy Statement); their business experience; ~~the~~their publicly held directorships and ~~some~~certain other organizations of which they are, or have been within the past five years, directors; and a discussion of the specific experience, qualifications, attributes or skills that led to the conclusion that each should serve as a director.

The resolutions in respect of this Proposal 1 are ordinary resolutions. The text of the resolutions in respect of Proposal 1 are as follows:

“IT IS RESOLVED, by separate ordinary resolutions, to ~~re-elect~~elect the following ten director nominees for a term expiring on completion of the ~~2020~~2023 Annual General Meeting: Jerry W. Burris, Susan M. Cameron, Michael L. Ducker, Randall J. Hogan, Danita K. Ostling, Nicola Palmer, Herbert K. Parker, Greg Scheu, Beth A. Wozniak, and Jacqueline Wright.”

Under our Articles of Association, the ~~re-election~~election of each director nominee requires the affirmative vote of a majority of the votes cast in person or by proxy at the Annual General Meeting. A nominee who does not receive a majority of the votes cast in an uncontested election will not be elected to our Board. Your proxies cannot be voted for a greater number of persons than the number of nominees named in this Proxy Statement.

* Ms. Ostling will serve as a member of the Audit and Finance Committee upon completion of the 2022 Annual General Meeting.

The Board, based on the recommendation of the Governance and Social Responsibility Committee, determines the independence of each director and director nominee based upon the New York Stock Exchange listing standards and the categorical standards of independence included in our Corporate Governance ~~Principles.~~Principles, which can be found at investors.nvent.com/corporate-governance/governance-documents/default.aspx. Based on these standards, the Board has affirmatively determined that all of our non-employee directors and director nominees other than ~~Mr. Hogan~~Ms. Wozniak (i.e., ~~Ms.~~Mses. Cameron, Ostling, Palmer and Wright, Ronald L. Merriman and Messrs. ~~Baldwin,~~ Burris, Ducker, ~~Ho, Merriman, Monahan,~~Hogan, Parker and ~~Parker)~~Scheu) are independent and have no material relationship with us (including our directors and officers) that would interfere with their exercise of independent judgment. The Board has affirmatively determined that ~~Randall J. Hogan (Chairman of the Board) and Beth~~Ms. Wozniak ~~(President and Chief~~(Chief Executive Officer) ~~are~~is not independent.

In determining independence, our Board and Governance and Social Responsibility Committee consider circumstances where a director or director nominee serves as an employee of another company that is a customer or supplier. ~~No such~~The Board and Committee have reviewed each of these relationships, ~~exist with respect~~which are set forth below. In each case, the relationship involves sales to or purchases from the ~~current Board~~other company that, for each of ~~Directors.~~2019 through 2021, were (a) less than the greater of $1 million or 2% of that organization’s consolidated gross revenues during each of 2021, 2020 and 2019; and (b) not of an amount or nature that impeded the director’s exercise of independent judgment.

The Governance and Social Responsibility Committee and the Board recognize that the Board’s contributions and effectiveness depend on the character and abilities of each director individually as well as on their collective strengths. Accordingly, the Committee and the Board evaluate candidates based on ~~several criteria.~~a number of criteria taking into account issues of judgment, diversity (including gender, racial and ethnic diversity), age, and skills, all in the context of an assessment of the perceived needs of the Board at that point in time. Directors are chosen with a view to bringing to the Board a diversity of experience and backgrounds and establishing a core of business advisers with financial and management

~~expertise. The Committee~~We believe that representation of gender, racial, ethnic, geographical, cultural and other diverse perspectives contributes to our Board’s understanding of the ~~Board also consider candidates with substantial experience outside the business community, such as in the public, academic or scientific communities.~~perspectives of our customers, employees, shareholders and other stakeholders. In addition, the Committee and the Board consider the tenure of incumbent directors, with the goal of having a mix of shorter-tenured directors who provide fresh perspectives and longer-tenured directors who provide experience regarding our company and its business.

When considering candidates for election as directors, the Committee and the Board are guided by the following principles, found in our Corporate Governance Principles:

Our policies on director qualifications emphasize our commitment to diversity at the Board level – diversity not only of gender, sexual orientation, race, religion or national origin but also diversity of experience, expertise and training. The Governance and Social Responsibility Committee in the first instance is charged with observing these policies, and strives in reviewing each candidate to assess the fit of his or her qualifications with the needs of the Board and our company at that time, given the then current mix of directors’ attributes. Board composition, effectiveness and processes are all subject areas of our annual Board self-assessment, which is described in more detail below under “Board and Committee Self-Assessments.”

Listed below are the skills and experience that we consider to be important for our director nominees in light of our current business strategy and culture. The lack of a bullet does not mean the director does not possess that item. Rather, a bullet indicates a specific area of focus or expertise of a director on which the Board currently relies. Please see our director nominees’ biographies, which describe their respective experience, qualifications, attributes and skills relative to this list.

Our Corporate Governance Principles provide that the Governance and Social Responsibility Committee will consider persons properly recommended by shareholders to become nominees for election as directors in accordance with the criteria described above under “Directors ~~Qualifications;~~Qualifications, Diversity and Tenure.” Recommendations for consideration by the Governance and Social Responsibility Committee, together with appropriate biographical information concerning each proposed nominee, should be sent in writing to c/o Corporate Secretary, nVent Electric plc, The Mille, 1000 Great West Road, 8th Floor (East), London, TW8 ~~9DWUnited~~9DW United Kingdom.

Our Articles of Association set forth procedures to be followed by shareholders who wish to nominate candidates for election as directors in connection with an Annual General Meeting. All such nominations must be accompanied by certain background and other information specified in the Articles of Association and submitted within the timing requirements set forth in the Articles of Association. See “Shareholder Proposals and Nominations for the ~~2020~~2023 Annual General Meeting” below for more information.

In addition, eligible shareholders may under certain circumstances be able to nominate and include in our proxy materials a specified number of candidates for election as directors under the proxy access provisions in our Articles of Association. All such nominations must be accompanied by certain background and other information specified in our Articles of Association and submitted within the timing requirements set forth in our Articles of Association. See “Shareholder Proposals and Nominations for the ~~2020~~2023 Annual General Meeting of Shareholders” below for more information.

At the direction of our Board, we have instituted an enterprise-wide risk management system to assess, monitor and mitigate risks that arise in the course of our business. The Board has determined that the Board as a whole, and not a separate committee, will oversee our risk management process. Our Board’s oversight includes those risks relating to the COVID-19 pandemic, and our Board has reviewed and overseen and continues to monitor the risks we face related to COVID-19 as well as our management’s response and our strategies to address and help mitigate the risks we identify.

Each of our Board Committees focuses on specific risks within its respective area of ~~responsibility, but~~responsibility. For example:

However, our Board believes that the overall enterprise risk management process is more properly overseen by the full Board. Our ~~chief financial officer~~Chief Financial Officer has the primary responsibility to the Board in the planning, assessment and reporting of our risk profile. The Board reviews an assessment of, and a report on, our risk profile, including a report from our Chief Technology Officer regarding risks relating to information security and cybersecurity matters, on a regular basis.

At least once per year, the Board and senior management engage in an in-depth strategic review of ~~the Company’s~~our outlook and strategies which is designed to create long-term shareholder value and serves as the foundation upon which goals are established. Throughout the year, the Board then monitors management’s progress against such goals.

The Board views its role in succession planning and talent development as a key responsibility. At least once annually, usually as part of the annual talent review process, the Board discusses and reviews the succession plans for the Chief Executive Officer position and other executive officers and key contributors. The ~~Directors~~directors become familiar with potential successors for key management positions through various means, including annual talent reviews, presentations to the Board, and communications outside of meetings. Our succession planning process is an organization-wide practice designed to proactively identify, develop and retain the leadership talent that is critical for our future business success.

We believe that maintaining an active dialogue with our shareholders is important to our long-term success. We value the opinions of our shareholders and other stakeholders and welcome their views throughout the year on key issues. See “Shareholder Engagement” above for more detail on our engagement initiatives, including participation by our directors.

If you wish to communicate with the Board, non-management directors as a group or any individual director, including the Lead Director, you may send a letter addressed to the relevant party, ~~c/o Corporate Secretary,~~ nVent Electric plc, c/o Corporate Secretary, ~~nVent Electric plc,~~ The Mille, 1000 Great West Road, 8th Floor (East), London, TW8 9DW United Kingdom. Any such communications will be forwarded directly to the relevant addressee(s).

Our Board has adopted written policies and procedures regarding related person transactions. For purposes of these policies and procedures:

Potential related person transactions must be disclosed in the manner required in our Articles of Association and be brought to the attention of the Governance and Social Responsibility Committee directly or to the General Counsel for transmission to the Committee. Disclosure to the Committee should occur before, if possible, or as soon as practical after the related person transaction is effected, but in any event as soon as practical after the executive officer or director becomes aware of the related person transaction. The Committee’s decision whether to approve or ratify a related person transaction is to be made in light of a number of factors, including the following:

We had no related person transactions during ~~2018.~~2021. To our knowledge, no related person transactions are currently proposed.

We and our Board are committed to the highest standards of corporate governance and ethics. As part of this commitment, the Board has adopted a set of Corporate Governance Principles that sets out our policies on:

The Board regularly reviews and, if appropriate, revises the Corporate Governance Principles and other governance instruments, including the charters of its Audit and Finance, Compensation and Human Capital and Governance and Social Responsibility Committees, in accordance with rules of the Securities and Exchange Commission, or SEC, the NYSE and ~~the NYSE.~~Irish law. The Board has also adopted a Code of Business Conduct and Ethics and has designated it as the code of ethics for our Chief Executive Officer and senior financial officers.

Copies of these documents are available, free of charge, on our website athttps://investors.nvent.com/corporate-governance/governance-documents/default.aspx.

We do not have a policy requiring the positions of Chairman of the Board and Chief Executive Officer to be held by different persons. Rather, the Board has the discretion to determine whether the positions should be combined or separated. ~~The~~At the time of the separation of our company from Pentair plc in 2018, the Board determined ~~in connection with the Separation,~~ that it ~~is currently~~was in ~~the Company’s~~our best interests to separate the positions of Chairman of the Board and Chief Executive Officer. Ms. Wozniak currently serves as our Chief Executive Officer and Mr. Hogan currently serves as our Chairman of the Board.

In addition, the Board will annually select an independent Lead Director whenever the Chairman is not an independent director. Our current Lead Director is ~~Mr. Monahan.~~Ms. Cameron. While our Chairman is now an independent director, the Board has elected to continue to select an independent Lead Director. The Lead Director ~~shall have~~has the responsibilities set forth in the Corporate Governance Principles or as requested by the Board, including:

The Board annually conducts a self-assessment of the Board and each Committee. The assessment process consists of a written evaluation comprising both quantitative scoring and narrative comments on a range of topics, including the composition and structure of the Board, the type and frequency of communications and information provided to the Board and the Committees, the Board’s effectiveness in carrying out its functions and responsibilities, the effectiveness of the Committee structure, directors’ preparation and participation in the meetings and the values and culture displayed by the Board members. The evaluation responses are compiled by a third party and shared with the Chairman, Lead Director and Governance and Social Responsibility Committee Chair who ~~lead~~led a discussion of the assessment results at the following Board meeting.

In addition, a verbal assessment is conducted at the end of every Board meeting and every Committee ~~meeting.~~meeting, other than those Committee meetings scheduled for the purpose of reviewing quarterly earnings materials.

Board education is an ongoing, year-round process, which begins when a director joins our Board. Upon joining our Board, new directors are provided with a comprehensive orientation to our company, including our business, strategy and governance. For example, new directors typically participate in ~~one-on-one~~ introductory meetings with our senior business and functional leaders. On an ongoing basis, directors receive presentations on a variety of topics related to their work on the Board and within the industry, both from senior management and from experts outside of the company. Directors may also enroll in continuing education programs sponsored by third parties at our expense.

We encourage our directors to limit the number of other boards (excluding non-profits) on which they serve, taking into account potential board attendance, participation and effectiveness on these boards. Our Corporate Governance Principles provide that no director should serve on more than four other public company boards, and directors are required to advise our Chief Executive Officer, Chairman of the Board and Chair of our Governance and Social Responsibility Committee before accepting an invitation to serve on another board or on the audit committee of another board. If the position is on the board or the audit committee of a public company, the related director is also required to confirm that he or she has the time and capability, notwithstanding the new position, to fulfill his or her responsibilities as a director of the company. Before our Governance and Social Responsibility Chair confirms any request, we review any potential conflicts of interest or other matters that may affect the director’s independence.

All of our directors are currently in compliance with the provisions of our Corporate Governance Principles relating to director commitments.

The Board has three standing committees comprised solely of independent directors: the Audit and Finance Committee, the Compensation and Human Capital Committee and the Governance and Social Responsibility Committee. The committee members generally also meet in executive session without management present at each meeting. The number of meetings of the Board and each committee held during 2021 is presented below.

The Board held ~~four~~five meetings in ~~2018 following the Separation.~~2021. Members of the Board are expected to attend all scheduled meetings of the Board and the Committees on which they serve and all Annual and Extraordinary General Meetings. In each regularly scheduled Board meeting, the ~~independent~~non-employee directors ~~also~~ met in executive session, without the Chief Executive Officer or other members of management present. It has been our practice for the independent directors to also meet in executive session, chaired by the Lead Director, at least once per year. All directors attended at least 75% of the aggregate of all meetings of the Board and all meetings of the Committees on which they served during the period for which such persons served as directors in ~~2018.~~2021, with an average attendance of over 98%. Ms. Wozniak and Mr. Hogan attended the 2021 Annual General Meeting in person. All other directors nominated for election at the 2021 Annual General Meeting joined by telephone due to health and safety considerations relating to the COVID-19 pandemic.

Director compensation is recommended by the ~~Governance~~Compensation and Human Capital Committee and approved by the Board. We use a combination of cash and equity-based incentive compensation to attract and retain qualified directors. Compensation of our directors reflects our belief that a significant portion of directors’ compensation should be tied to long-term growth in shareholder value. Ms. Wozniak, our Chief Executive Officer, is our only employee director; she receives no separate compensation for her Board service. Directors do not receive fees for meeting attendance.

The annual retainers for non-employee directors’ service on the Board and Board ~~Committees~~committees in ~~2018~~2021, which were paid on quarterly basis, were as follows:

In December 2021, Willis Towers Watson reviewed our director compensation with the Compensation and Human Capital Committee based on the director compensation practices of our executive compensation peer group (described on page 39). No changes to the annual retainers were recommended or made.

Non-employee directors also receive an annual grant, ~~with a value of $130,000. Grants are~~ made in the form of restricted stock units, which generally vest one year after the grant date. Share withholding is allowed to cover the taxes on restricted stock unit vesting. The amount of the annual grant was set at $130,000 in 2018. In December 2020, the Governance and Social Responsibility Committee, which was at that time responsible for reviewing and recommending director compensation, determined that, beginning in 2021, we would make the annual grants closer to our annual general meeting rather than on the first trading day in January of each year, which was our prior practice. As a result, we did not make a grant in January 2021 and instead director grants were made in conjunction with our 2021 annual general meeting in May 2021. Accordingly, director grants in 2021 were pro-rated on a one-time to account for the shift in timing.

During its December 2021 review of director compensation with Willis Towers Watson, the Compensation and Human Capital Committee recommended that the Board increase the amount of the annual grant from $130,000 to $140,000. The Board approved this increase in February 2022, acknowledging that 2022 grants will be made in conjunction with the 2022 Annual General Meeting.

Directors are restricted from selling nVent ordinary shares until they meet the stock ownership guideline of five times the annual board retainer within five years. Each restricted stock unit represents the right to receive one of our ordinary shares upon vesting and includes one dividend equivalent unit, which entitles the holder to all cash dividends declared on one of our ordinary shares from and after the date of grant. Dividend equivalent units are accrued during the vesting period, and paid to directors in cash at the same time the related restricted stock units vest.

Stock Ownership ~~Guidelines~~ for Non-Employee Directors Serving as of December 31, 2021

The table below summarizes the compensation that we paid to non-employee directors for ~~2018.~~2021.

In accordance with Section 14A of the Securities Exchange Act of 1934, the Board is asking the shareholders to approve, by non-binding advisory vote, the compensation of the Named Executive Officers disclosed in the sections below titled “Compensation Discussion and Analysis” and “Executive Compensation Tables.” We currently hold these votes annually and expect to hold the next such vote at our 2023 Annual General Meeting.

Executive compensation is an important matter to the Board and the Compensation and Human Capital Committee and to our shareholders. We have designed our executive compensation programs to align executive and shareholder interests by rewarding the achievement of specific annual and long-term goals that create long-term shareholder value. We believe that our executive compensation programs provide competitive compensation that will motivate and reward executives for achieving annual and long-term financial and strategic objectives, provide rewards commensurate with performance to incentivize the Named Executive Officers to perform at their highest levels, encourage growth and innovation, attract and retain the Named Executive Officers and other key executives and align our executive compensation with shareholders’ interests through the use of equity-based incentive awards.

The Compensation and Human Capital Committee has overseen the development and implementation of our executive compensation programs in line with these compensation objectives. The Compensation and Human Capital Committee also continuously reviews, evaluates and updates our executive compensation programs to ensure that we provide competitive compensation that motivates the Named Executive Officers to perform at their highest levels while increasing long-term value to our shareholders.

These and other actions demonstrate our continued commitment to align executive compensation with shareholders’ interests while providing competitive compensation to attract, motivate and retain the Named Executive Officers and other key executives. We will continue to review and adjust our executive compensation programs with these goals in mind to ensure the long-term success of our company and generate increased long-term value to our shareholders.

This non-binding advisory vote gives you an opportunity to express your views about our executive compensation programs. As we further align our executive compensation programs with the interests of our shareholders while continuing to retain key talented executives that drive our company’s success, we ask that you approve the compensation of the Named Executive Officers.

The resolution in respect of this Proposal 2 is an ordinary resolution. The text of the resolution in respect of Proposal 2 is as follows:

“IT IS RESOLVED, that, on a non-binding, advisory basis, the compensation of nVent Electric plc’s Named Executive Officers as disclosed in the Compensation Discussion and Analysis, the accompanying compensation tables and the related disclosures contained in nVent Electric plc’s proxy statement is hereby approved.”

Approval, by non-binding advisory vote, of the compensation of the Named Executive Officers requires the affirmative vote of a majority of the votes cast in person or by proxy at the Annual General Meeting.

The Compensation and Human Capital Committee has reviewed and discussed the following Compensation Discussion and Analysis with management and, based on such review and discussions, the Committee has recommended to the Board that the Compensation Discussion and Analysis be included in this Proxy Statement and incorporated by reference into our Annual Report on Form 10-K for the year ended December 31, ~~2018.~~2021.

This Compensation Discussion and Analysis describes the compensation programs and decisions made by the Compensation and Human Capital Committee in regard to the compensation of the following named executive officers (“Named Executive Officers”) for 2021:

nVent is a $2.5 billion in sales, high-performance electrical company with a dedicated team of approximately 9,900 people and trusted brands such as nVent CADDY, ERICO, HOFFMAN, RAYCHEM, SCHROFF and TRACER. We design, manufacture, market, install, and service high performance products and solutions that connect and protect some of the world’s most sensitive equipment, buildings, and critical processes in the industrial, commercial & residential, energy and infrastructure verticals. We offer a comprehensive range of enclosures, electrical connections and fastening, and thermal management solutions across industry-leading brands that are recognized globally for quality, reliability and innovation. From heat trace cables to critical equipment enclosures to labor-efficient fastening systems, we enable customers to improve performance, lower costs and reduce downtime.

With a culture rooted in continuous improvement, our Spark management system defines how we operate. Together, they provide the mindset and operating system to propel the success of our company. Spark supports the high performance culture we are fostering at nVent, and the five elements are described as:

2021 was an outstanding year. We are proud of the dedication and teamwork of our employees across the globe as they continued to deliver for our customers. For the full year, we had record sales of $2.5 billion, demonstrating impressive growth and execution. We overcame supply chain and inflationary challenges to deliver Return on Sales, or ROS, expansion for the year, and we continued to generate strong free cash flow.

We executed well on our strategy throughout the year. We completed two acquisitions, Vynckier and CIS Global, launched 58 new products and continued to accelerate our digital transformation. We prioritized the safety and well-being of employees and focused on inclusion and diversity, making nVent a great place to work.

Our executive compensation programs reflect the belief that the amount earned by our executives depends on achieving rigorous company objectives designed to enhance shareholder value. The chart below shows the payout as a percentage of target under our performance-based annual and long-term incentive programs and total return to shareholders over Ms. Wozniak’s tenure as CEO, illustrating the strong correlation between pay and the performance we are delivering to our shareholders. Additional information about our short- and long-term incentive programs begins on page 40.

The Compensation and Human Capital Committee sets and administers the policies that govern our executive compensation, including:

The Committee believes that the most effective executive compensation program aligns executive initiatives with shareholders’ economic interests. The Committee seeks to accomplish this by rewarding the achievement of specific annual and long-term goals that create lasting shareholder value.

To balance the objectives described above, our executive compensation program ~~uses~~for 2021 used the following direct compensation elements:

We also provide ~~retirement,~~ limited perquisites and other benefits to attract and retain executives over the longer term.

The ~~Compensation~~ Committee reviews total compensation for executive officers and the relative levels of each of these forms of compensation against the Committee’s goals. The mix of total direct compensation for ~~2018~~2021 for our Chief Executive Officer and the average of the other Named Executive Officers is shown in the chart on page ~~33.~~39.

~~On April 30, 2018, we completed~~We value investor feedback and continue to seek feedback through engagement initiatives to align our ~~Separation from Pentair plc and our launch~~executive compensation programs with shareholder expectations. We view shareholder engagement as an ~~independent, publicly-traded company. nVent is a $2.2 billion in sales, high-performance electrical company~~important and continuous cycle. Throughout 2021, we continued our shareholder engagement initiative pursuant to which members of the Board and management met with ~~a dedicated team of~~shareholders representing approximately 9,000 people and trusted brands such as CADDY, ERICO, HOFFMAN, RAYCHEM, SCHROFF and TRACER. Known for innovation, quality and reliability, our products connect and protect, consistently delivering value to industrial, commercial, residential, energy and infrastructure customers. From heat trace cables to critical equipment enclosures to labor-efficient fastening systems, we empower customers to improve performance, lower costs and reduce downtime.

~~With a culture rooted in continuous improvement, the core~~29% of our ~~operating model is Spark, our management system. Spark has five elements: People, Growth, Lean, Digital and Velocity. Together, they provide the mindset and operating system to propel the success~~outstanding ordinary shares on a range of issues. Through these engagements, we received feedback in support of our ~~new company. Spark supports the high performance culture we are building at nVent. Spark has five elements: People Growth, Lean, Digital and Velocity:~~

existing executive compensation programs. In our ~~first year as a new stand-alone public company, nVent delivered full-year 2018 results as follows:~~

Our new leadership team was in place at the beginning of the year and appointed as officers of nVent upon our launch as an independent, publicly-traded company. Compensation levels for all of our officers are based on a newly established executive compensation peer group (see Comparative Framework discussion on page 31). To ensure a one nVent focus and strong teamwork, all members of our leadership team were assigned to short- and long-term incentive plans that are tied to the overall performance of nVent. Strong sales performance exceeded our goals, resulting in above target annual incentive payments for 2018 (see Annual Incentive Compensation discussion beginning on page 34). We also met our cash flow commitments. While we improved segment income year-over-year, our profitability gains lagged our sales gains. As result, annual incentive awards for our executive officers were reduced from 123% to 110% of target overall, to better align payout levels with business results. nVent is committed to ensuring that our executive pay programs are always closely aligned with the business results and support the interests of our shareholders.

~~On April 30, 2018, we completed our Separation from Pentair plc and our launch as an independent, publicly traded company.~~

~~The total compensation arrangements for~~ our Named Executive Officers ~~in 2018 were established in accordance with Pentair’s policies by Pentair and its Compensation Committee in anticipation~~(“Say-on-Pay”), approximately 82% of the ~~Separation~~votes cast by our shareholders were cast in favor of our executive compensation “Say-on-Pay.” The Compensation and Human Capital Committee remains committed to continuing the ~~roles to be assumed by~~dialogue with shareholders regarding our compensation philosophy and practices and considered the Say-on-Pay vote results in the context of engaging with shareholders and designing our executive ~~officers following the Separation. Ms. Wozniak was an executive officer of Pentair prior to the Separation and, as such, her annual~~ compensation ~~prior to Separation was approved by the Pentair Compensation Committee in her role as an executive officer of Pentair.~~programs.

Our other Named Executive Officers were also employed by Pentair prior to the Separation, but were not executive officers of Pentair. In anticipation of the Separation, the Pentair Compensation Committee, with recommendations from its independent compensation consultant, adopted an initial peer group for nVent for benchmarking purposes. To establish our peer group, Pentair’s Compensation Committee sought companies similar to nVent in size and characteristics, using the same criteria used for establishing Pentair’s peer group (i.e. publicly traded on a major exchange, similar in business scope

~~and/or operations, within a reasonable revenue range and engaged~~The feedback we heard from these engagement initiatives is summarized in the ~~same or similar industry~~table below, along with our actions taken to nVent). The initial peer group can be found on page 32. Additionally, Pentair’s management and the Pentair Compensation Committee developed compensation packages, including base salaries, target annual incentives, and recommended annual equity grant values, for our other Named Executive Officers. The compensation packages were based on multiple reference points including but not limitedrespond to ~~comprehensive market data, scope of responsibility, critical needs and skill sets, experience, leadership potential and succession planning, and Committee judgement.~~these items.

~~Prior to the Separation, Pentair engaged Aon Hewitt to provide consulting services in connection with certain executive compensation matters related to the Separation.~~

Following the Separation, our Compensation Committee has been responsible for determining our compensation programs and policies for our executive officers and approving the compensation levels applicable to them. In such capacity, our Compensation Committee:

The Compensation Committee will continue to closely review and evaluate the effectiveness of the executive compensation programs. Our pay-for-performance philosophy and desire to closely align the interest of our management teams with those of our shareholders will continue to guide executive compensation decisions.

As determined by the Pentair Compensation Committee in connection with the Separation, all outstanding Pentair equity-based awards held by nVent employees, including our Named Executive Officers, were adjusted using the following principles:

Additionally, in anticipation of the Separation, the Pentair Compensation Committee approved the conversion of all outstanding performance share units granted in 2016 and 2017 to restricted stock units by determining the extent to which the performance goals established for such awards were considered satisfied at the time of the Separation, as follows:

The converted performance share units continue to vest over their original three-year performance period, such that vesting will occur at the end of the original performance period or at such earlier times as were provided under the terms of the original performance share unit award.

In setting compensation for our executive officers, including our Named Executive Officers, the Compensation and Human Capital Committee uses competitive compensation data from an annual total compensation study of selected peer companies (our “Comparator Group”) and other relevant survey sources to inform its decisions about overall compensation opportunities and specific compensation elements. Additionally, the Committee uses multiple reference points when establishing targeted compensation levels. The Committee applies judgment and discretion in establishing targeted pay levels, taking into account not only competitive market data, but also factors such as company, business ~~unit~~segment and individual performance, scope of responsibility, critical needs and skill sets, experience, leadership potential and succession planning. ~~Our Compensation~~The Committee selects companies for inclusion in the Comparator Group based on several important criteria:

~~In anticipation of the Separation, the Pentair Compensation~~The Committee worked with ~~recommendations from its independent advisor, adopted an initial peer group~~Willis Towers Watson to develop our Comparator Group for ~~nVent~~use in setting target compensation for ~~benchmarking purposes. To establish~~2021 for our peer group, Pentair’s Compensation Committee sought companies similar to nVent in size and characteristics, using the above criteria. Based on such criteria, the Pentair Compensation Committee selectedexecutive officers, including our Named Executive Officers. Our Comparator Group for 2021 included the following 18 peer companies, ~~as our initial peer group for benchmarking purposes:~~which had revenues ranging from approximately $493 million to $4.5 billion, with median revenues of approximately $2.5 billion:

~~The initial peer group companies had revenues ranging from approximately $1.10 billion to $4.17 billion, with median revenues of approximately $2.69 billion.~~

Following its annual review of the Comparator Group in preparation for setting 2022 compensation, the Committee removed Enerpac Tool Group Corp. and added Sensata Technologies Holding plc, Kennametal Inc., and Altra Industrial Motion Corp.

We have three elements of total direct compensation: base salary, annual incentives and long-term incentives, which are described below. We also provide limited perquisites (see page ~~37)~~47) and standard retirement and health and welfare benefits (see ~~pages 38 and 39)~~page 49).

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

Following a detailed review of each Named Executive Officer’s base salary prior to 2021, the Committee approved the following 2021 base salaries effective as of July 1, 2021:

In response to the impact of COVID-19 on our business, the Committee approved delaying 2021 base salary changes, which historically were effective January 1st, to July 1, 2021 for our executive officers, including Named Executive Officers. In addition to delaying base salary changes in 2021, management recommended, and the Committee approved moving the effective date for base salary increases for our executive officers, including Named Executive Officers from January 1st to March 1st beginning in 2022 to align with the annual merit planning timeline for non-executive officers.

As previously disclosed, the Compensation and Human Capital Committee adopted changes to our incentive compensation program for our Named Executive Officers for 2021 to place greater emphasis on the performance measures that we believe most directly reflect our financial performance, and more effectively drive strategic objectives while closely aligned with competitive market practice. Specifically, for 2021, we implemented the following changes:

In establishing the 2021 performance goals and potential payouts for our annual incentive plan for management, which we call the Management Incentive Plan (“MIP”), the Committee made two design changes from 2020:

To provide competitive compensation to attract and retain top talent while linking pay to annual performance, we pay a portion of our executives’ cash compensation as incentive compensation tied to annual business performance as measured against annual goals established by the Compensation and Human Capital Committee.

In ~~2018,~~2021, we provided cash annual incentive compensation to our executive officers, including the Named Executive Officers, under our ~~Management Incentive Plan (“MIP”).~~MIP. MIP awards were granted under the nVent Electric plc 2018 Omnibus Incentive Plan.

Each Named Executive Officer’s targeted level of incentive compensation opportunity under the MIP is set as a percentage of base salary, based on the Committee’s review of ~~their~~its independent advisor’s recommendations, relevant survey data and, in the case of Named Executive Officers other than the Chief Executive Officer, the recommendations of the Chief Executive Officer. The Committee generally sets each executive’s target incentive compensation opportunity with reference to the Comparator Group’s target payouts and does not set target incentive compensation opportunities based on a particular peer group benchmark or any single factor.

The ~~actual~~ target incentive compensation opportunity set by the Committee for each Named Executive Officer varies depending on a wide range of factors, including competitive conditions for the Named Executive Officer’s position within the Comparator Group and in the broader employment market, as well as the Named Executive Officer’s performance, level of responsibility and experience. An executive officer’s base salary multiplied by the incentive compensation opportunity percentage establishes the target incentive compensation for which the executive officer is eligible.

Compensation Committee determined incentive compensation targets in 2018 for all our executive officers. At the time of the Separation, Ms. Wozniak’s target was increased from 80% to 100% of base salary to reflect her new role as Chief Executive Officer. Accordingly, her total annual incentive opportunity for 2018 was pro-rated to reflect the mid-year target change.Discussion and Analysis

These incentive compensation targets as a percentage of salary and a dollar amount, based on the annual base salary in effect on December 1, ~~2018,~~2021, were as follows:

Actual incentive compensation awarded to each Named Executive Officer may range from 00% to ~~2.35 times the~~200% of target, depending on actual company and individual performance, as described below.

For the ~~2018~~2021 MIP, the ~~Pentair Compensation~~ Committee ~~with~~approved, based on recommendations ~~from Ms. Wozniak, recommended for approval by~~of our Chief Executive Officer, the ~~nVent Compensation Committee the~~following performance measures, for the 2018 MIP that were applicable to nVent’s management employees. In anticipation of the Separation, each of these performance measures were based solely on nVent’s (and not Pentair’s) performance during 2018. The three performance measures thatwhich applied to each of our Named Executive ~~Officers were Income,~~Officers: Revenue, ~~and~~Adjusted Earnings Per Share, Free Cash Flow, and the People & Culture Scorecard, each measured with respect to ~~nVent’s company-wide~~enterprise-wide performance.

The performance goals that applied to each of our Named Executive Officers, as well as the weight assigned to each performance goal and the corresponding payout levels, were as follows:

The target levels for the performance goals were aligned with the enterprise objectives in our annual operating plan. To provide an added performance incentive, the Committee determined that the amount of incentive compensation related to each performance goal would be scaled according to the amount by which the measure exceeded or fell short of the target. The Committee also determined that the performance goals ~~for revenue and free cash flow~~ should have a threshold level below which no incentive compensation would be earned, and that potential payouts would be scaled from ~~0.75~~50% at the threshold to ~~2.0 times~~200% at the maximum, as detailed above. ~~For income, the Committee set the threshold at 0.75~~

Compensation Discussion and ~~the maximum potential payout at 3.0 times the target.~~Analysis

The actual incentive compensation of each Named Executive Officer was determined by multiplying the eligible target incentive compensation amount by a multiplier determined as described above. ~~Taking into account the adjustments described below the following table, for 2018,~~For 2021, actual results as measured by the performance goals under the MIP for each of our Named Executive Officers were as follows:

Adjustments to ~~operating income~~revenue for factors specified in MIP included foreign exchange impact (-$32 million) and revenue contributed from acquisitions (-$56 million). Adjustments to EPS for factors specified in the MIP included: restructuring and other charges ($~~7.7 million), separation costs ($45.0~~9 million), intangible asset amortization ($~~60.9~~68 million), ~~corporate allocations (-$0.8~~pension mark-to-market gain ($15 million), certain acquisition related costs ($4 million), and ~~foreign exchange impact~~loss on early extinguishment of debt ($~~1.0~~15 million). ~~Adjustments to free cash flow for factors specified in the MIP include cash payments related to separation costs of $20.2 million.~~

Based on the foregoing, the Named Executive Officers received the MIP payouts that are reflected in the “Bonus” and “Non-Equity Incentive Plan Compensation” ~~column~~columns under “Executive Compensation Tables-Summary Compensation Table.”

The Committee reviews and certifies our level of achievement for each performance measure before any payments are made. Under the terms of the MIP, the Committee has discretion to ~~reduce~~adjust any Named Executive Officer’s annual cash bonus prior to payment. For 2018, Management recommended, and the Committee agreed, to exercise negative discretion for the 2018 MIP payout thus reducing the annual incentive payout from 123% to 110% of target overall. While aggregate financial and operational performance was quite strong, management and the Committee wanted to reinforce the commitment to pay-for-performance, profitable growth and shareholder value creation.

We believe the long-term incentive compensation is an important element of executive compensation tied to building and sustaining our company’s value through ordinary share performance over time.

The mix of long-term incentive award types for our Named Executive Officers in ~~2018~~2021 was as follows:

~~Prior to~~Consistent with that approach, in 2021, the ~~Separation, the Pentair Compensation Committee recommended for approval the 2018 annual grant targets for long-term incentive compensation for our executive officers. The Pentair Compensation~~ Committee referenced benchmark data (including compensation surveys, Comparator Group information, and other data provided by ~~its compensation consultant)~~Willis Towers Watson) in ~~formulating their recommendations for approval, but did not set~~setting target dollar award levels ~~based on a particular peer group benchmark~~for each Named Executive Officer and for each position or ~~single factor. Pentair’s past practice had been to grant long-term incentive awards at~~grade level.

The following table shows the ~~beginning~~target value of the year. However, in anticipation of the Separation and based upon recommendations from management, Pentair decided to delay the 2018 annual grants until after the Separation. As a result, following the Separation, our Committee reviewed the recommendations from Pentair’s Compensation Committee and approved the2021 long-term incentive compensation awards ~~for nVent’s executive officers, including~~granted to the Named Executive Officers:

The Committee approved in December 2020 the elements and mix of ~~awards. On May 7,~~long-term incentive compensation granted effective March 1, 2021 under the nVent Electric plc 2018 ~~the~~Omnibus Incentive Plan. The Committee granted all then-serving ~~executive officers, including each of the~~ Named Executive Officers a mix of the following components: stock options, restricted stock units, and performance share units.

For 2021, the Committee maintained the long-term incentive award ~~types under our nVent Electric plc 2018 Omnibus Incentive Plan:~~mix of 50% performance share units, 25% stock options, and 25% restricted stock units. The components had the features described below:

Payouts are interpolated for performance between threshold and target and between target and maximum.

The total number of shares subject to all the performance share units, stock options and restricted stock units, and the values of the awards, granted to the Named Executive Officers in 2021 are reflected under “Executive Compensation Tables-Grants of Plan-Based Awards in 2021.” The value of restricted stock units that vested for each Named Executive Officer in 2021 and the value of options exercised by each Named Executive Officer in 2021 are shown in the table under “Executive Compensation Tables-2021 Option Exercises and Stock Vested Table.”

In February 2021, the Committee approved a one-time performance-based supplemental stock award for our executive officers, including our Named Executive Officers. These awards were granted in light of multiple factors:

Vesting of this one-time grant is subject to service requirements and achievement of absolute stock price hurdles directly tied to our objective of emerging stronger from the pandemic, ensuring that any amounts received by our executive officers are contingent on delivery of shareholder value.

In establishing the framework for this one-time performance based stock award, it was important to the Committee that there be performance criteria directly tied to our goal of emerging stronger. The Committee worked with its independent advisor to review market prevalence of long-term incentive measures among peer companies and ultimately selected stock price hurdles with a goal of getting our stock price to reach and exceed pre-pandemic performance levels. The Committee also believed the stock price hurdles would complement the Relative TSR performance measure that replaced Adjusted EPS for our annual performance share unit granted in 2021.

The Committee went through a rigorous process in establishing the three escalating stock price hurdles that would serve as the performance measures for the supplemental award over the 2021-2023 performance period. The Committee and its independent advisor, in partnership with management, considered a number of data points in setting the stock price hurdles including:

Based on these factors, the Committee set the stock price hurdles using an 8% growth rate for each hurdle. Unlike TSR, the 8% compound annual growth rate represented by the stock price hurdles does not include the value of our dividends (3.0% yield based on closing stock price of $23.29 on December 31, 2020).

Under the supplemental grant, the Named Executive Officers will have three years to achieve the performance goals. One-third of the award will vest each time the associated hurdle is achieved and the service requirement is met. To mitigate the possibility of a windfall from a short-lived change in our stock price, the share price hurdle is only considered achieved

after 20 consecutive trading days on which the share price closes at or above the hurdle. No portion of the award will vest within the first 12 months of the grant date, consistent with the minimum vesting period of the nVent Electric plc 2018 Omnibus Incentive Plan. The stock price hurdles and underlying service requirements are as follows:

The Named Executive Officers have three years from the date of grant to earn any, or all three, tranches. To help ensure retention, an individual must be employed for at least one year from the day of grant to receive the first tranche of the award, at least two years from the day of grant to receive the second tranche, and three years from the day of grant to receive the third tranche.

Due to the strong performance of our stock during 2021, all three stock price hurdles have been achieved. However, the awards remain subject to the continued employment requirements, and none of the tranches will vest until the associated service requirements have been met.

In determining the amount of the supplemental grants, the Committee, in consultation with its independent advisor, reviewed existing stock ownership levels, past performance-based awards, shareholder alignment objectives, competitive award levels, and internal equity. The amounts granted to our Named Executive Officers are as follows:

The Committee also considered and concluded that the value that would be created for shareholders upon the achievement of the above performance conditions and shared with the Named Executive Officers was reasonable and appropriately aligned with shareholders, as outlined in the chart below:

The total number of supplemental performance share units and the values of the awards granted to each Named Executive Officer in 2021 are reflected under “Executive Compensation Tables-Grants of Plan-Based Awards in 2021.”

The Committee granted stock settled performance share units to the Named Executive Officers in 2019, relating to the three-year performance period 2019-2021. Each performance unit entitled the holder to one ordinary share following the end of the three-year performance period if we achieved specific company performance goals on metrics established by the Committee. The performance metric selected by the Committee for the 2019-2021 performance period was Adjusted EPS. Payouts would be scaled for performance between threshold and target and between target and maximum.

~~We did not issue any founders grants to any of our executive officers in connection with~~The Committee reviewed and approved the Separation. However, the Pentair Compensation Committee approved a one-time equity-based award in 2018 for Mr. Pettit in connection with the Separation. The award was in the form of restricted stock units subject to 4-year cliff-vesting and had an aggregate grant date fair value of approximately $400,000.

~~The total number of shares subject to all the stock options, restricted stock units and~~ performance share units ~~and~~for the ~~values of the awards, granted to the Named Executive Officers in 2018 are~~2019-2021 performance period as reflected under “Executive Compensation Tables-Grants of Plan-Based Awards in 2018.” The value of restricted stock units that vested for each Named Executive Officer in 2018 and the value of options exercised by each Named Executive Officer in 2018 are shown in the ~~table under “Executive~~chart below:

~~Going forward, because our~~potential payouts in December 2021, the Compensation and Human Capital Committee ~~believes that it is valuable~~decided to ~~award executive compensation that is tied to building and sustaining our company’s value through ordinary share performance over time~~rename the People & Culture Scorecard, the ESG Scorecard in order to broaden the focus of the scorecard and further align ~~management’s interests~~ with our ~~shareholders, we plan~~ESG goals reported in our ESG Report. Along with renaming the scorecard, the Committee approved the addition of an environmental metric that is aligned to ~~continue to grant a portion of~~ our ~~executive officer’s direct compensation~~Planet Goals disclosed in our ESG Report. As described under the heading “Shareholder Engagement Initiatives”, the Committee selected this metric for inclusion in the ~~form~~2022 MIP as a response to requests from our shareholders to include an environmental metric in our incentive plans. This metric will replace the Employee Resource Group membership growth metric. Additional details on this metric will be included in our proxy statement for our 2023 annual general meeting of ~~equity-based compensation each year.~~shareholders.

We provide limited benefits and perquisites to executive officers that are not available to the general employee ~~population. Special benefits include an annual~~population in the form of occasional personal use of event tickets when such tickets are not being used for business purposes, and a limited financial counseling benefit, for which, in both cases, we have no aggregate incremental cost, as well as one executive physical ~~and a deferred compensation plan. Certain executives also received sporting event tickets during 2018.~~per year for preventative care. Additionally, spouses or guests of executive officers may be provided travel and/or entertainment benefits related to business events at which their attendance is expected and appropriate, such as company recognition events or trips, or social events held for marketing or other business purposes. In 2021, in response to concerns over the risk of identity theft for our Named Executive Officers and the potential impact of an identity theft incident on our business, the Compensation and Human Capital Committee approved an annual reimbursement of up to $350 per Named Executive Officer for costs incurred for identity theft protection services. These benefits are generally provided with little or no incremental cost to the Company.

The Compensation and Human Capital Committee has established stock ownership guidelines for the Named Executive Officers and other executives to motivate them to become significant shareholders, ~~and~~ to further encourage long-term performance and growth, and to align their interests with those of ~~shareholders generally.~~shareholders. The Compensation and Human Capital Committee monitors executives’ compliance with these guidelines and periodically reviews the definition of “stock ownership” to reflect the practices of companies in the Comparator Group. “Stock ownership” currently includes ordinary shares owned by the officer both directly and indirectly, the pro-rated portion of the officer’s unvested restricted stock units, shares held by the officer in his or her qualified retirement plan account, and shares acquired under our employee stock purchase plan. Stock ownership does not include

performance share units until they are earned at the end of the performance period. The Committee determined that, over a period of five years from appointment, certain executives should accumulate and hold ordinary shares equal to specified multiples of base salary. The multiples of base salary required by the guidelines are as follows:

~~Due to their recent appointments~~As shown in ~~connection with~~ the ~~Separation, none of the~~table below, all Named Executive Officers ~~has yet met his or her~~have reached their ownership ~~guideline. However, each~~guideline as of ~~them has five years from the date of the Separation to meet his or her ownership guideline.~~December 31, 2021.

We maintain an equity holding policy under which executive officers subject to our stock ownership guidelines are required to retain 100% of the net number of shares acquired under equity awards until the ownership guidelines are satisfied.

This policy may be waived to the extent its application to any individual executive officer would cause undue hardship to the executive officer.

The Compensation and Human Capital Committee believes it is appropriate to hold all executives accountable for actions or omissions that result in significant reputational or financial harm to our company. Accordingly, the Committee has adopted a clawback policy under which certain incentive compensation earned by our executives, including executive officers, may be recouped or forfeited if the executive’s fraud or intentional misconduct is a significant contributing factor to a restatement of financial results. The incentive compensation subject to this policy includes short-term and long-term incentive compensation to the extent the compensation was paid, credited or earned during the year after the financial results were first disclosed. In addition, all nVent employees who receive incentive compensation under the nVent Electric plc 2018 Omnibus Plan are subject to an additional forfeiture policy that requires forfeiture or cancellation of all awards and grants of every type, whether or not then vested on the employee’s last day of service if the employee’s termination was due to (a) a material violation of our policies, including any policy contained in our Code of Business Conduct, (b) embezzlement from, or theft of property belonging to us or any of our affiliates, (c) willful failure to perform, or gross negligence in the performance of, or failure to perform, assigned duties, or (d) other intentional misconduct whether related to employment or otherwise, which has, or has the potential to have, a material adverse effect on our business or the business of our affiliates.

We maintain a policy that prohibits our employees, including executive officers, directors, their family members and ~~directors~~anyone designated to engage in securities transactions on their behalf from engaging in hedging or pledging transactions involving our ordinary shares or other nVent securities. This policy prohibits purchasing financial instruments, including prepaid variable forward contracts, equity swaps and collars, or otherwise engaging in transactions, that hedge or offset, or are designed to hedge or offset, any decrease in the market value of nVent securities. Transactions designed to facilitate portfolio diversification, such as exchange funds, are permitted for non-management directors but not employees.

Our Named Executive Officers and other eligible executives and employees may participate in a qualified retirement plan and a nonqualified deferred compensation plan, both of which are described below. Ms. Wozniak is also eligible to participate in a Supplemental Executive Retirement Plan, which is described below under “Executive Compensation

Tables – Pension Benefits.” We also provide other benefits such as medical, dental, life insurance and disability coverage to substantially all of our full-time U.S. salaried employees, including the Named Executive Officers. We aim to provide employee and executive benefits at levels that reflect competitive market levels.

For ~~2018,~~2021, our U.S. employees, including our Named Executive Officers, were eligible to participate in the ~~Pentair, Inc.~~nVent Management Company Retirement Savings and ~~Stock Incentive~~Investment Plan (“~~Pentair RSIP Plan”~~nVent RSIP”), a tax-qualified 401(k) retirement savings plan under which they could contribute up to 50% of their base salary and incentive compensation on a before-tax basis and 15% of compensation on an after-tax basis. WeDuring the first half of 2021, we matched ~~an amount equal to one dollar for each dollar~~60% of the first 5% of regular earnings contributed to the nVent RSIP by participating employees, onwhich was reduced from pre-COVID-19 pandemic company matching levels in response to the adverse effects of the pandemic. For the second half of 2021, the RSIP company match was reinstated to the full match of 100% of the first 5% of ~~their~~ regular earnings ~~to incent employees to make contributions to our retirement plan.~~contributed. The nVent RSIP ~~Plan~~ limits the amount of cash compensation considered for contribution purposes to the maximum imposed by the Code, which was ~~$275,000~~$290,000 in ~~2018.~~2021.

Amounts deferred, if any, under the ~~Pentair~~nVent RSIP ~~Plan~~ by the Named Executive Officers are included in the “Salary” and “Non-Equity Incentive Plan Compensation” columns under “Executive Compensation Tables-Summary Compensation Table.” Amounts contributed by us to the ~~Pentair~~nVent RSIP ~~Plan~~ for the Named Executive Officers are included in the “All Other Compensation” column under “Executive Compensation Tables-Summary Compensation Table.” Matching contributions are generally made a year in arrears.

Employee benefits such as medical, dental, life insurance and disability coverage are available to all full-time U.S.-based participants through our active employee plans. In addition to these benefits for active employees, we provide post-retirement medical and dental coverage to certain retirees in accordance with the legacy company plans which applied at the time the employees were hired. We provide up to one and a half times annual salary (up to $1,000,000) in life insurance, and up to $15,000 per month in long-term disability coverage. The value of these benefits is not required to be included in the Summary Compensation Table since they are made available to all full-time U.S. salaried employees.

We also provide vacation and other paid holidays to all employees, including the Named Executive Officers, which we have determined to be comparable to those provided at other large companies.

We sponsor a non-qualified deferred compensation program, called the Sidekick Plan, for our U.S. executives within or above the pay grade that has a midpoint annual salary of ~~$176,900~~$188,800 in ~~2018.~~2021. This plan permits executives to defer up to 25% of their base salary and 75% of their annual cash incentive compensation. Executives also may defer receipt of restricted stock units and/or performance share units. We normally make contributions to the Sidekick Plan on behalf of participants with respect to each participant’s contributions from that portion of his or her income above the maximum imposed by the U.S. Internal Revenue Code of 1986, as amended (the “Code”), which was ~~$275,000~~$290,000 in ~~2018,~~2021, but below the Sidekick Plan’s compensation limit of $700,000. These contributions mirror the contribution rates under the RSIP. Please see the narrative following the “Nonqualified Deferred Compensation Table” below for additional information on our contributions.

Participants in the Sidekick Plan may invest their account balances in a number of possible mutual fund investments. Fidelity Investments Institutional Services Co. provides these investment vehicles for participants and handles all allocation and accounting services for the Plan. We do not guarantee or subsidize any investment earnings under the Plan, and our ordinary shares are not a permitted investment choice under the Plan, although deferred restricted stock units and performance share units are automatically invested in shares.

Amounts of cash compensation deferred, if any, under the Sidekick Plan by the Named Executive Officers are included in the “Salary” and “Non-Equity Incentive Plan Compensation” columns under “Executive Compensation Tables-Summary Compensation Table.” Our contributions allocated to the Named Executive Officers under the Sidekick Plan are included in the “All Other Compensation” column under “Executive Compensation Tables-Summary Compensation Table.”

We provide severance and change-in-control benefits to selected executives to provide for continuity of management upon a threatened or completed change in control. These benefits are designed to provide economic protection to key executives following a change in control of our company so that our executives can remain focused on our business without undue personal concern. We believe that the security that these benefits provide helps our key executives to remain focused on our ongoing business and reduces the key executive’s concerns about future employment. We also believe that these benefits allow our executives to consider the best interests of our company and its shareholders due to the economic security afforded by these benefits. We do not ~~include an automatic single trigger change in control vesting, or~~provide excise tax gross-ups. We currently provide only the following severance and change-in-control benefits to our executive officers:

We explain these benefits more fully below under “Executive Compensation Tables-Potential Payments Upon Termination or Change In Control.”

~~On February 18, 2019, our affiliate,~~ nVent Management Company, ~~adopted effective March 1, 2019~~maintains a Severance Plan, ~~for Executives (the “Severance Plan”)~~ under which our executives, including our Named Executive Officers, are eligible to receive severance benefits in the event of a qualifying termination of employment to the extent the terms and conditions of the Severance Plan are satisfied. In the event of a qualifying termination of the employment of any of our Named Executive Officers and the satisfaction of the Severance Plan’s terms and conditions, the severance benefits would be equal to the product of (1) a severance multiplier and (2) the sum of the Named Executive Officer’s base salary and target annual bonus. The severance multiplier is two for our Chief Executive Officer and one and one-half for our other Named Executive Officers. The affected Named Executive Officer would also continue to be eligible to participate in our health plan at his or her active employee rate for a benefit continuation period of 24 months for our Chief Executive Officer and 18 months for our other Named Executive Officers. We may, in our discretion, pay for the cost of outplacement services for up to 12 months. As a condition for eligibility for the Severance Plan, participants must complete a participation agreement under which they agree to comply with customary restrictive covenants, in the case of our Named Executive Officers, for 24 months.

The Compensation and Human Capital Committee considers the tax deductibility of the compensation it approves for its Named Executive Officers, including the $1 million deduction limit imposed by Section 162(m) of the Code. The Committee intends to set compensation for our executive officers at levels it believes are necessary to attract, motivate, retain and

reward executives, even if a portion of such compensation is not deductible as a result of Section 162(m). The Committee also considers the impact of other tax provisions, such as the restrictions on deferred compensation set forth in Section 409A of the Code, and attempts to structure compensation in a tax-efficient manner, both for the Named Executive Officers and for our company.

During 2021, the Compensation and Human Capital Committee continued to retain Willis Towers Watson, an external compensation consultant, to advise the Committee on executive compensation issues. See “Corporate Governance Matters – Committees of the Board – Compensation and Human Capital Committee.” The Committee evaluated the independence of Willis Towers Watson and the individual representatives of Willis Towers Watson who served as the Committee’s consultants based on the factors required by the NYSE. The only other services provided by Willis Towers Watson in 2021 to our company in addition to its service as compensation consultant to the Committee was a de minimis amount of retirement consulting and published compensation surveys through its Data Services business.

At the direction of the Committee, Willis Towers Watson advises the Committee in implementing and overseeing appropriate compensation programs and policies. As part of this process, Willis Towers Watson provides the Committee with comparative market data based on analyses of the practices of the Comparator Group defined above under “Comparative Framework” and relevant survey data. The comparative market data that Willis Towers Watson provides address the structure of the compensation programs maintained by the Comparator Group companies as well as the amount of compensation they provide. Willis Towers Watson provides guidance on industry best practices and compensation program design, and advises the Committee in determining appropriate ranges for base salaries, annual incentives and equity compensation for each senior executive position.

The Board and the Compensation and Human Capital Committee employ a formal rating process to evaluate the Chief Executive Officer’s performance. As part of this process, the Board reviews financial and other relevant data related to the performance of the Chief Executive Officer at each meeting of the Board throughout the year. At the end of the year, each non-management director provides an evaluation and rating of the Chief Executive Officer’s performance in various categories. The Committee Chair submits a consolidated rating report and the Committee’s recommendations regarding the Chief Executive Officer’s compensation to the non-management directors for review and ratification. The Chairman of the Board, Chair of the Committee, and the Lead Director chair a discussion with the directors in executive session without the Chief Executive Officer present. From that discussion, the Committee finalizes the Chief Executive Officer’s performance rating. The Chairman of the Board, the Chair of the Committee, and the Lead Director review the final performance rating results and commentary with the Chief Executive Officer. The Committee takes the performance rating and financial data into account in determining the Chief Executive Officer’s compensation and the approval of goals and objectives for the Chief Executive Officer for the following year.

The Compensation and Human Capital Committee reviews and approves all equity awards to newly hired or promoted executives at regular meetings throughout the year. As a rule, the Committee grants awards to newly hired or promoted executives that are effective the earlier of the 15^thof the month following the date of hire or promotion or the 15^thof the month following the date of the Committee meeting at which the grant is approved. If the last day of such month is a day on which the NYSE is not open for trading, then the grant date will be the next day on which the NYSE is open for trading. The Committee has also given the Chief Executive Officer discretion to grant equity awards to non-executive officers as required throughout the year (other than normal annual grants, which are granted by the Committee) within the guidelines of the nVent Electric plc 2018 Omnibus Incentive Plan, up to a maximum grant date value of $1,500,000 total for 2021. The Chief Executive Officer provides a summary report to the Committee Chair disclosing the aggregate awards granted by the Chief Executive Officer during the preceding fiscal year. All options are granted with an exercise price equal to fair market value based on the closing share price on the effective day of grant.

The table below summarizes the total compensation paid to or earned by each of the Named Executive Officers for the years ended December 31, 2019, 2020 and 2021.

The following table shows a summary of the stock options exercised by the Named Executive Officers in 2021 and the restricted stock or restricted stock units vested for the Named Executive Officers during 2021.

Listed below are the number of years of credited service and present value of accumulated pension benefits as of December 31, 2021 under the nVent Management Company Supplemental Executive Retirement Plan (“SERP”) for Ms. Wozniak, the only Named Executive Officer eligible for the SERP. The SERP is described in detail following the table below. The disclosed benefit for Ms. Wozniak is an actuarial estimate only and does not necessarily reflect the actual amounts that will be paid to Ms. Wozniak, which will only be known at the time that she becomes eligible for payment.

The actual amount of pension benefits ultimately paid to Ms. Wozniak may vary based on a number of factors, including differences from the assumptions used to calculate the amounts.

The nVent Management Company Supplemental Executive Retirement and Restoration Plan

The SERP is an unfunded, nonqualified defined benefit pension plan. The only employees that are eligible to participate in the SERP are those who were participating in Pentair’s Supplemental Executive Retirement Plan at the time of the Separation. Benefits under the SERP vest upon the completion of five years of benefit service (which is all service at Pentair and nVent following initial participation in Pentair’s plan). As of the date of this Proxy Statement, Ms. Wozniak, the only Named Executive Officer eligible for the SERP, was fully vested in her SERP benefit.

Benefits under the SERP are based upon the number of an employee’s years of service following initial participation in Pentair’s plan and the highest average earnings for a five calendar-year period (ending with retirement). Compensation covered by the SERP for Ms. Wozniak equals the amounts set forth in the “Salary” column under “Executive Compensation Tables-Summary Compensation Table” and 2021 incentive compensation paid under the MIP in March 2022 set forth in the “Non-Equity Incentive Plan Compensation” column under “Executive Compensation Tables-Summary Compensation Table.”

The following table sets forth the contributions, earnings, distributions and 2021 year-end balances for each of the Named Executive Officers under our Sidekick Plan described under “Compensation Discussion and Analysis – Retirement and Other Benefits – Deferred Compensation.” Contributions we make to the Sidekick Plan are intended to make up for contributions to our qualified retirement plan, including our matching contributions, for cash compensation above the maximum imposed by the Code, which was $290,000 in 2021. Because the Code does not permit contributions on amounts in excess of that limit under a tax-qualified plan, the Sidekick Plan is designed to permit matching contributions on compensation in excess of the maximum imposed by the Code. We make these matching contributions to the Sidekick Plan on amounts in excess of the maximum imposed by the Code, but below the $700,000 compensation limit contained in our Sidekick Plan (such contributions by a Named Executive Officer, “Covered Sidekick Compensation”).

Except for items described below, we have no agreements, arrangements, or plans that entitle executive officers to severance, perquisites, or other enhanced benefits upon termination of their employment; any such payments or benefits would be at the discretion of the Compensation and Human Capital Committee.

We maintain the Severance Plan under which our executives, including our Named Executive Officers, are eligible to receive severance benefits in the event of a qualifying termination of employment other than in connection with a change in control to the extent the terms and conditions of the Severance Plan are satisfied. A qualifying termination generally includes an involuntary termination for any reason other than cause, permanent disability or death. “Cause” for purposes of the Severance Plan is defined generally as a material violation of our policies; embezzlement from, or theft of property belonging to, us or one of our affiliates; willful failure to perform, or gross negligence in the performance of, or failure to perform, assigned duties; or other intentional misconduct that has, or has the potential to have, a material adverse effect on our business.

In the event of a qualifying termination of the employment of any of our Named Executive Officers and the satisfaction of the Severance Plan’s terms and conditions, the severance benefits would be equal to the product of (1) a severance multiplier and (2) the sum of the Named Executive Officer’s base salary and target annual bonus. The severance multiplier is two for our Chief Executive Officer and one and one-half for our other Named Executive Officers. The affected Named Executive Officer would also continue to be eligible to participate in our health plan at his or her active employee rate for a benefit continuation period of 24 months for our Chief Executive Officer and 18 months for our other Named Executive Officers. We may, in our discretion, pay for the cost of outplacement services for up to 12 months. As a condition for eligibility for the Severance Plan, participants must complete a participation agreement under which they agree to comply with customary restrictive covenants, ~~for 24 months,~~ in the case of our ~~Chief Executive Officer, and 18 months, in the case of our other Named Executive Officers.~~

As a result of the Tax Cuts and Jobs Act, Section 162(m) of the Code generally limits to $1,000,000 the amount of compensation that we can deduct in any one year with respect to certain covered executives, including our Named Executive Officers (excluding only certain performance-based compensation that is payable pursuant to a binding contract that was in place as of November 2, 2017). However, our Compensation Committee intends to set compensation for our executive officers at levels that it believes are necessary to attract, motivate, retain and reward executives, even if a portion of such compensation is not deductible under Section 162(m).

The Committee also considers the impact of other tax provisions, such as the restrictions on deferred compensation set forth in Section 409A of the Code, and attempts to structure compensation in a tax-efficient manner, both for the Named Executive Officers and for our company.

Following the Separation and following the assessment and determination of Willis Towers Watson’s independence from nVent’s management, the Compensation Committee engaged Willis Towers Watson as the Compensation Committee’s independent compensation consultant. See “Corporate Governance Matters – Committees of the Board – Compensation Committee.” Before engaging Willis Towers Watson as its independent compensation consultant, the Compensation Committee considered all factors relevant to Willis Towers Watson’s independence from management in accordance with its charter and applicable New York Stock Exchange requirements. Based on its consideration of these factors, the Compensation Committee concluded that Willis Towers Watson was independent from management. The only other services provided by Willis Towers Watson in 2018 to our company in addition to its service as compensation consultant to the Compensation Committee was a de minimis amount of benefits consulting.

At the direction of the Committee, Willis Towers Watson advises the Committee in implementing and overseeing appropriate compensation programs and policies. As part of this process, Willis Towers Watson provides the Committee with comparative market data based on analyses of the practices of the Comparator Group defined above under “Comparative Framework” and relevant survey data. The comparative market data that Willis Towers Watson provides address the structure of the compensation programs maintained by the Comparator Group companies as well as the amount of compensation they provide. Willis Towers Watson provides guidance on industry best practices and advises the Committee in determining appropriate ranges for base salaries, annual incentives and equity compensation for each senior executive position.

The Board and the Compensation Committee employ a formal rating process to evaluate the Chief Executive Officer’s performance. As part of this process, the Board reviews financial and other relevant data related to the performance of the Chief Executive Officer at each meeting of the Board throughout the year. At the end of the year, each non-management director provides an evaluation and rating of the Chief Executive Officer’s performance in various categories. The Committee Chair submits a consolidated rating report and the Committee’s recommendations regarding the Chief Executive Officer’s compensation to the non-management directors for review and ratification. The Chairman of the Board, Chairman of the Committee, and the Lead Director chair a discussion with the directors in executive session without the Chief Executive Officer present. From that discussion, the Committee finalizes the Chief Executive Officer’s performance rating. The Chairman of the Board, the Chairman of the Committee, and the Lead Director review the final performance rating results and commentary with the Chief Executive Officer. The Committee takes the performance rating and financial data into account in determining the Chief Executive Officer’s compensation and the adoption of goals and objectives for the Chief Executive Officer for the following year.

The Committee reviews and approves all equity awards to newly hired or promoted executives at regular meetings throughout the year. As a rule, the Committee grants awards to newly hired or promoted executives that are effective the earlier of the last day of the month following the date of hire or promotion or the last day of the month following the date of the Committee meeting at which the grant is approved. If the last day of such month is a day on which the NYSE is not open for trading, then the grant date will be the first day of the following month on which the NYSE is open for trading. The Committee has also given the Chief Executive Officer discretion to grant equity awards to non-executive officers as required throughout the year (other than normal annual grants, which are granted by the Committee) within the guidelines of the nVent Electric plc 2018 Omnibus Incentive Plan, up to a maximum grant date value of $1,500,000 total for 2018. The Chief Executive Officer provides a summary report to the Committee Chair disclosing the aggregate awards granted by the Chief Executive Officer during the preceding fiscal year. All options are granted with an exercise price equal to fair market value based on the closing share price on the effective day of grant.

~~The table below summarizes the total compensation paid to or earned by each of the~~ Named Executive Officers, for ~~the years ended December 31, 2016, 2017 and 2018.~~

As described above under the heading “Treatment of Equity-Based Compensation Awards upon the Separation,” in connection with the Separation, all restricted stock unit, stock option, and performance share unit awards granted before May 9, 2017 that were held by nVent employees, were converted based on a “bifurcation” method into awards relating to both nVent shares and Pentair shares, and the exercise prices and number of shares subject to each award were adjusted so that the aggregate value of the two awards preserved the intrinsic value of the original Pentair award, as measured immediately before and immediately after the Separation. The preceding table includes only those awards that relate to nVent shares.

The following table shows a summary of the stock options exercised by the Named Executive Officers in 2018 and the restricted stock or restricted stock units vested for the Named Executive Officers during 2018.

Listed below are the number of years of credited service and present value of accumulated pension benefits as of December 31, 2018 under the nVent Management Company Supplemental Executive Retirement Plan (“SERP”) for Ms. Wozniak, the only Named Executive Officer eligible for the SERP. The SERP is described in detail following the table below. The disclosed benefit for Ms. Wozniak is an actuarial estimate only and does not necessarily reflect the actual amounts that will be paid to Ms. Wozniak, which will only be known at the time that she becomes eligible for payment.

~~The actual amount of pension benefits ultimately paid to Ms. Wozniak may vary based on a number of factors, including differences from the assumptions used to calculate the amounts.~~

~~The nVent Management Company Supplemental Executive Retirement and Restoration Plan~~

Benefits under the SERP are based upon the number of an employee’s years of service following initial participation in Pentair’s plan and the highest average earnings for a five calendar-year period (ending with retirement). Compensation covered by the SERP for Ms. Wozniak equals the amounts set forth in the “Salary” column under “Executive Compensation Tables-Summary Compensation Table” and 2018 incentive compensation paid under the MIP in March 2019 set forth in the “Non-Equity Incentive Plan Compensation” column under “Executive Compensation Tables-Summary Compensation Table.”

The following table sets forth the contributions, earnings, distributions and 2018 year-end balances for each of the Named Executive Officers under our Sidekick Plan described under “Compensation Discussion and Analysis – Retirement and Other Benefits – Deferred Compensation.” Contributions we make to the Sidekick Plan are intended to make up for contributions to our qualified retirement plan (which, for 2018, was the Pentair RSIP), including our matching contributions, for cash compensation above the maximum imposed by the Code, which was $275,000 in 2018. Because the Code does not permit contributions on amounts in excess of that limit under a tax-qualified plan, the Sidekick Plan is designed to permit matching contributions on compensation in excess of the maximum imposed by the Code. We make these matching contributions to the Sidekick Plan on amounts in excess of the maximum imposed by the Code, but below the $700,000 compensation limit contained in our Sidekick Plan (such contributions by a Named Executive Officer, “Covered Sidekick Compensation”).

We have entered into agreements with certain key corporate executives and segment presidents, including all Named Executive Officers, that provide for contingent benefits upon a change in control. These agreements are intended to provide for continuity of management upon a completed or threatened change in control. The agreements provide that covered executive officers could be entitled to certain severance or other benefits following a change in control. If, following such a change in control, the executive officer is involuntarily terminated, other than for disability or for cause, or if such executive officer terminates his or her employment for conditions that constitute good reason, then the executive officer is entitled to certain severance payments. As previously disclosed, we have adopted a policy of not including ~~automatic single trigger change in control vesting and~~ excise tax gross-ups.

Under these agreements, a “change in control” is deemed to have occurred if:

The benefits under the change in control agreements that could be triggered by a covered termination (which includes termination of the executive by us other than for death, disability or cause or by the executive for good reason) in connection with such a change in control include:

In the case of each Named Executive Officer, the agreement also requires the executive to devote his or her best efforts to us or our successor during the two-year period following the change in control, to maintain the confidentiality of our information during and following employment and to refrain from competitive activities for a period of one year following termination of employment with us or our successor.

The nVent Electric plc 2018 Omnibus Incentive Plan (the “Omnibus Plan”) provides that, upon a change in control:

Under the Omnibus Plan, the term “cause” means an act or omission by the officer as is determined by the Plan administrator to constitute cause for termination, including but not limited to any of the following:

For an event to constitute good reason, we must receive written notice and an opportunity to cure.

Benefits pursuant to these incentive plans are generally applicable to all other participants who meet the requisite criteria as well as to the Named Executive Officers.

Quantification of Compensation Payable upon a Change in Control or Termination of Employment

The amounts each Named Executive Officer would receive upon a termination as a result of a Covered Termination, a qualifying retirement with 10 years of service, death or disability, in each case in the absence of a change in control, is shown below. As required by the Securities and Exchange Commission rules, the amounts shown assume that such termination was effective as of December 31, ~~2018,~~2021, and thus are estimates of the amounts that would actually be received. The actual amounts to be received can only be determined in connection with the termination event. As indicated in the table below, the only benefits the Named Executive Officer would be entitled to receive upon a termination as a result of a Covered Termination, a qualifying retirement with 10 years of service, death or disability, in each case in the absence of a change in control, relate to accelerated vesting or payment of long-term incentive awards under our Omnibus Plan. Any severance, perquisites, or other enhanced benefits upon termination of employment in the absence of a change in control would be at the discretion of the Compensation Committee.

The table below shows the amount of compensation payable to each Named Executive Officer upon (1) a change in control without a termination of employment or (2) a change in control followed by a termination of employment (a) by us, other than for death, disability or cause or (b) by the executive for good reason. The amounts shown assume that such termination was effective as of December 31, ~~2018.~~2021. The actual amounts to be paid out can only be determined in connection with a change in control or termination following a change in control.

~~We are not~~As required ~~to include a pay ratio disclosure under~~by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and Item 402(u) of Regulation S-K, inwe are providing the following information about the ratio of the median annual total compensation of our employees and the annual total compensation of our Chief Executive Officer.

Based on this ~~Proxy Statement since we first became publicly traded during 2018. We expect~~information, the ratio of the annual total compensation of our Chief Executive Officer to ~~include our first~~the median of the annual total compensation of all other employees is estimated to be 185 to 1. This pay ratio ~~disclosure~~is a reasonable estimate calculated in a manner consistent with Item 402(u) of Regulation S-K.

To identify our ~~proxy statement~~median employee, we began by considering each of the 9,277 individuals employed by us worldwide on November 1, 2021, excluding, as permitted by Item 402(u) or Regulation S-K, approximately 589 employees of CIS Global, which we acquired in July 2021. We then calculated the target cash compensation (which we define as base salary or wages plus target cash bonus) for the included individuals for 2021 to identify our ~~2020 Annual General Meeting~~median employee. To calculate the target cash compensation for any employee that we paid in currency other than U.S. Dollars, we applied the applicable foreign exchange rate in effect on November 1, 2021 to convert such foreign employee’s target cash compensation into U.S. Dollars. Once we identified our median employee, we added together all of ~~Shareholders.~~the elements of such employee’s compensation for 2021 in the same way that we calculate the annual total compensation of our Named Executive Officers in the Summary Compensation Table.

The Compensation and Human Capital Committee believes that paying for performance is an important part of its compensation philosophy, but recognizes the risk that incentivizing specific measures of performance may pose to the performance of our company as a whole if personnel were to act in ways designed primarily to maximize their compensation. Therefore, the Committee conducts an annual assessment of potential risks arising from its compensation programs and policies applicable to all employees. In its December ~~2018~~2021 assessment, the Committee noted the following considerations, among others:

Based on its assessment, the Committee concluded that the risks arising from our compensation programs and policies are not reasonably likely to have a material adverse effect on our company. The Committee will continue to assess our compensation programs to align employee interests with those of long-term shareholder interests.

Section 14A of the Securities Exchange Act of 1934 requires that, every six years, we provide shareholders with a vote on how frequently we will submit the non-binding advisory vote on compensation of our Named Executive Officers (the “say on pay” vote) to our shareholders in the future.

Our Board recommends that shareholders approve holding a say on pay vote every year (an annual vote) because we believe that an annual vote will promote best governance practices and facilitate our Compensation Committee’s and our senior management’s consideration of the views of our shareholders in structuring our compensation programs for our Named Executive Officers. We believe that an annual vote will provide our Compensation Committee and our senior management with more direct input on, and reactions to, our current compensation practices, and better allow our Compensation Committee and our senior management to measure how they have responded to the prior year’s vote.

For the reasons discussed above, our Board recommends that shareholders vote in favor of holding an advisory say on pay vote on executive compensation at our annual meeting of shareholders every year. In voting on this non-binding advisory vote on the frequency of the say on pay vote, shareholders should be aware that they are not voting “for” or “against” the Board’s recommendation to vote for a frequency of every year. Rather, shareholders will be casting votes to recommend a say on pay vote frequency which may be every one, two or three years.

Additionally, although the outcome of this advisory vote on the frequency of future say on pay votes is non-binding, our Board will review and consider the outcome of this vote when making determinations as to when the say on pay vote will again be submitted to shareholders for approval at an annual meeting of shareholders.

“~~IT IS RESOLVED~~, that, on a non-binding, advisory basis, the shareholders recommend, whether a vote to approve the compensation of the Company’s Named Executive Officers should occur every one, two or three years.”

The option, if any, for the frequency of future advisory votes on the compensation of the Named Executive Officers that receives the affirmative vote of a majority of the votes cast in person or by proxy at the Annual General Meeting will be the frequency approved by the shareholders. If less than a majority of the votes are cast for any frequency, then the shareholders will be deemed to have approved the frequency receiving the greatest number of votes.

The Audit and Finance Committee has selected and appointed Deloitte & Touche LLP (“~~D&T”~~Deloitte”) to audit our financial statements for the fiscal year ending December 31, ~~2019.~~ 2022. Deloitte has been engaged to serve as our independent auditor continuously since we became a public company in 2018. We believe that Deloitte’s knowledge of our company, industry expertise and global presence have enabled Deloitte to perform audits of our consolidated financial statements with effectiveness and efficiency. In selecting Deloitte to serve for the fiscal year ending December 31, 2022, our Audit and Finance Committee also considered the professional qualifications and experience of key members of Deloitte’s engagement team and Deloitte’s performance during its engagement for the fiscal year ended December 31, 2021, including the quality and efficiency of the services provided by Deloitte.

The Board, upon the recommendation of the Audit and Finance Committee, is asking our shareholders to ratify, by non-binding advisory vote, the appointment and to authorize, by binding vote, the Audit and Finance Committee of the Board of Directors to set the independent auditor’s remuneration. Although approval is not required by our Articles of Association or otherwise, the Board is submitting the appointment of ~~D&T~~Deloitte to our shareholders because we value our shareholders’ views on our independent auditor. If the appointment of ~~D&T~~Deloitte is not ratified by shareholders, it will be considered as notice to the Board and the Audit and Finance Committee to consider the selection of a different firm. Even if the appointment is ratified, the Audit and Finance Committee in its discretion may select a different independent auditor at any time during the year if it determines that such a change would be in the best interests of our ~~Company~~company and our shareholders.

The Audit and Finance Committee is directly responsible for the appointment, compensation, retention and oversight of the independent auditor retained to audit our financial statements. The Audit and Finance Committee is also responsible for the audit fee negotiations associated with our retention of ~~D&T.~~Deloitte.

Under current legal requirements, the lead or concurring audit partner for our company may not serve in that role for more than five consecutive fiscal years, and the Audit and Finance Committee ensures the regular rotation of the audit engagement team partners in accordance with those requirements. The Chair of the Audit and Finance Committee is actively involved in the selection process for the lead and concurring partners.

We expect that one or more representatives of ~~D&T~~Deloitte will be present or available by audio link at the Annual General Meeting. Each of these representatives will have the opportunity to make a statement, if he or she desires, and is expected to be available to respond to any questions.

The resolution in respect of this Proposal 43 is an ordinary resolution. The text of the resolution in respect of Proposal 43 is as follows:

“IT IS RESOLVED,to ratify, on a non-binding, advisory basis, the appointment of Deloitte & Touche LLP as the independent auditor of nVent Electric plc and to authorize, in a binding vote, the Audit and Finance Committee of the Board of Directors to set the auditor’s remuneration.”

Ratification, by non-binding advisory vote, of the appointment of Deloitte & Touche LLP as the independent auditor of nVent Electric plc and the authorization, by binding vote, of the Audit and Finance Committee of the Board of Directors to set the auditor’s remuneration requires the affirmative vote of a majority of the votes cast in person or by proxy at the Annual General Meeting.

The Audit and Finance Committee reviews and approves the external auditor’s engagement and audit plan, including fees, scope, staffing and timing of work. In addition, the Audit and Finance Committee Charter limits the types of non-audit services that may be provided by the independent ~~auditors.~~auditors to help ensure the independent auditor’s continued independence. Any permitted non-audit services to be performed by the independent auditors must be pre-approved by the Audit and Finance Committee after the Committee is advised of the nature of the engagement and particular services to be provided. The Audit and Finance Committee pre-approved audit fees and all permitted non-audit services of the independent auditor in ~~2018.~~2021. Responsibility for this pre-approval may be delegated to one or more members of the Audit and Finance Committee; all such approvals, however, must be disclosed to the Audit and Finance Committee at its next regularly scheduled meeting. The Audit and Finance Committee may not delegate authority for pre-approvals to management.

The Audit and Finance Committee has considered whether the non-audit services provided by Deloitte are compatible with maintaining Deloitte’s independence and, based on information provided by Deloitte, has concluded that Deloitte is independent.

We engaged ~~D&T,~~Deloitte, Deloitte AG, Deloitte & Touche (Ireland) and the member firms of Deloitte Touche Tohmatsu and their respective affiliates (collectively, the “Deloitte Entities”) to provide various audit, audit-related, tax and other permitted non-audit services to us, ~~following the Separation,~~ during fiscal ~~year 2018. Prior to the Separation, Pentair plc paid any audit, audit-related, tax, or other fees related to our business.~~years 2021 and 2020. The Audit and Finance Committee approved all fees paid to the Deloitte Entities and underlying services provided by the Deloitte ~~Entities following the Separation.~~Entities. Their fees for these services were as follows (in thousands):

56 ~~nVent Electric plc~~All of the services described above were approved by the Audit and Finance Committee pursuant to policies and procedures that were established to comply with the SEC rules that require audit committee pre-approval of audit and non-audit services. On an ongoing basis, management communicates specific projects and categories of services for which prior approval of the Audit and Finance Committee is required. The Audit and Finance Committee reviews these requests and informs management and the independent auditor if the Audit and Finance Committee pre-approves the engagement of the independent auditor for such projects and services.

The role of the Audit and Finance Committee (the “Committee”) is to assist our Board in fulfilling its oversight responsibilities as they relate to:

The Committee fulfills its responsibilities through periodic meetings with Deloitte & Touche LLP (“Deloitte”), our independent registered public accounting firm, and with our internal auditors and management. During 2021, the Committee met nine times. The Committee meets at least four times per year in executive session. The Committee also has periodic educational sessions on financial accounting and reporting matters.

Each member of the Committee is independent as defined under our independence criteria, ~~NYSE~~New York Stock Exchange listing standards and Securities and Exchange Commission (“SEC”) rules. The Committee operates under a written charter that has been adopted by our Board and is reviewed by the Committee on a periodic basis. The Committee’s current charter is available on our website.

The Committee fulfills its responsibilities through periodic meetings with Deloitte & Touche LLP (“Deloitte”), our independent registered public accounting firm, and with our internal auditors and management. During 2018, the Committee met five times. The Committee meets at least four time per year in executive session. The Committee also has periodic educational sessions on financial accounting and reporting matters.

The Committee reviewed with both Deloitte and our internal auditors, and approved, their respective audit plans, audit scope, compensation and identification of audit risks. Further, the Committee reviewed and discussed with our management and Deloitte our audited financial statements and management’s and Deloitte’s evaluations of our internal control over financial reporting, as reported in our ~~2018~~2021 Annual Report on Form 10-K, as well as our Irish statutory financial statements for the ~~2018~~2021 fiscal year. The Committee discussed our interim financial information contained in each quarterly earnings announcement and each Quarterly Report on Form 10-Q with our management, including our Chief Financial Officer and Chief Accounting Officer, and Deloitte, prior to public release. The Committee also met with Deloitte to discuss the results of its reviews of our interim financial statements. Management has the responsibility for the preparation and integrity of our financial statements and internal control over financial reporting and Deloitte has the responsibility for the review or ~~examinations~~examination thereof.

The Committee discussed and reviewed with Deloitte all matters required to be discussed by ~~auditing standards generally accepted in~~ the ~~United States~~applicable requirements of ~~America, including those described in~~ the Public Company Accounting Oversight Board ~~Auditing Standard No. 1301, “Communications with Audit Committees,”~~ and ~~Rule 2-07 of SEC Regulation S-X.~~the SEC. The Committee received the written disclosures and the letter from Deloitte as required by applicable requirements of the Public Company Accounting Oversight Board regarding the independent registered public accounting firm’s communications with the Committee concerning independence, and reaffirmed with Deloitte its independence.

~~The~~ In addition, the Committee ~~also considers~~is responsible for approval of the ~~policy~~proposed audit fees and annually evaluates the reputation, qualifications and performance of Deloitte ~~follows~~and its lead audit partner. Further, in conjunction with ~~respect to~~the mandated rotation of the independent auditor’s lead ~~engagement~~audit partner, ~~at least every five years. Deloitte presents a short list of candidates to management. Management meets~~the Committee is directly involved with management in the ~~candidates~~interview process and then selects ~~a candidate to meet with~~ the ~~Committee. The Committee meets with the candidate to affirm the selection.~~new lead partner.

Based on the above-mentioned reviews and discussions with management, internal audit and Deloitte, the Committee recommended to our Board of Directors that our audited financial statements and management’s report on internal control over financial reporting be included in our ~~2018~~2021 Annual Report on Form 10-K, for filing with the SEC. ~~The Board has approved these inclusions.~~

~~Based on the reviews and evaluations described above,~~In addition, the Committee has re-appointed Deloitte as our independent auditors for ~~2019.~~2022.

Ronald L. Merriman,Chair
~~Susan M. Cameron~~
~~William T. Monahan~~Nicola Palmer
Herbert K. Parker
Greg Scheu

Under Irish law, directors of an Irish public limited company must have authority from its shareholders to allot and issue any shares, including shares that are part of our company’s authorized but unissued share capital. Because the Board’s current authority will expire on April 30, 2023 (i.e., prior to the date on which the 2023 Annual General Meeting will likely be held), we are seeking to renew the Board’s authority to allot our authorized share capital on the terms set out below. This authority is fundamental to our business and enables us to issue shares, including, if applicable, in connection with funding acquisitions and raising capital.

We are presenting this Proposal 4 to renew the Board’s authority to issue up to a maximum of 33% of a company’s issued ordinary share capital as at March 18, 2022 (the latest practicable date before this Proxy Statement) and for such authority to expire 18 months from the passing of this resolution, unless otherwise varied, revoked or renewed. Accordingly, we expect to propose renewal of this authorization at subsequent annual general meetings.

Granting the Board this authority is a routine matter for public limited companies incorporated in Ireland and is consistent with Irish market practice. This authority is fundamental to our business and enables us to issue shares, including, if applicable, in connection with financing acquisitions and raising capital. We are not asking you to approve an increase in our authorized share capital or to approve a specific issuance of shares. Instead, approval of this proposal will only grant the Board of Directors the authority to allot shares upon the terms below. In addition, we note that, because we are an NYSE-listed company, our shareholders continue to benefit from the protections afforded to them under the rules and regulations of the NYSE and SEC, including those rules that limit our ability to issue shares in specified circumstances. Furthermore, we note that this authorization is required as a matter of Irish law only and is not otherwise required for other U.S. companies listed on the NYSE. Accordingly, approval of this resolution would merely place us on par with NYSE-listed companies incorporated in the United States.

As required under Irish law, the resolution in respect of this Proposal 4 is an ordinary resolution. The text of the resolution in respect of Proposal 4 is as follows:

“IT IS RESOLVED, that, the Board of Directors be and is generally and unconditionally authorized with effect from the passing of this resolution to exercise all powers of the Company to allot relevant securities (as defined in Section 1021 of the Companies Act 2014) in an amount up to an aggregate nominal amount of $548,920.45 (equivalent to 54,892,045 ordinary shares), being equivalent to approximately 33% of the aggregate nominal value of the issued ordinary share capital of the Company as of March 18, 2022 (the latest practicable date before this Proxy Statement), and the authority conferred by this resolution shall expire eighteen months from the passing of this resolution, unless previously renewed, varied or revoked; provided that the Company may make an offer or agreement before the expiry of this authority, which would or might require any such securities to be allotted after this authority has expired, and in that case, the Directors may allot relevant securities in pursuance of any such offer or agreement as if the authority conferred hereby had not expired.”

Authorization of the Board of Directors to allot new shares under Irish law requires the affirmative vote of a majority of the votes cast in person or by proxy at the Annual General Meeting.

NVENT ELECTRIC PLC
C/O BROADRIDGE
51 MERCEDES WAY
EDGEWOOD, NY 11717

~~VOTE BY INTERNET -www.proxyvote.com~~
Use the Internet to transmit your voting instructions and for electronic delivery of information. Vote by 3:00 a.m. Eastern Time on May 8, 2019. Have your proxy card in hand when you access the web site and follow the instructions to obtain your records and to create an electronic voting instruction form.

~~ELECTRONIC DELIVERY OF FUTURE PROXY MATERIALS~~
If you would like to reduce the costs incurred by our company in mailing proxy materials, you can consent to receiving all future proxy statements, proxy cards and annual reports electronically via e-mail or the Internet. To sign up for electronic delivery, please follow the instructions above to vote using the Internet and, when prompted, indicate that you agree to receive or access proxy materials electronically in future years.

~~VOTE BY PHONE - 1-800-690-6903~~
~~Use any touch-tone telephone to transmit your voting instructions. Vote by 3:00 a.m. Eastern Time on May 8, 2019. Have your proxy card in hand when you call and then follow the instructions.~~

~~VOTE BY MAIL~~
VOTE BY INTERNET - www.proxyvote.com or scan the QR Barcode above
Use the Internet to transmit your voting instructions and for electronic delivery of information. Vote by 11:59 p.m. Eastern Time on May 12, 2022. Have your proxy card in hand when you access the website and follow the instructions to obtain your records and to create an electronic voting instruction form.
ELECTRONIC DELIVERY OF FUTURE PROXY MATERIALS
If you would like to reduce the costs incurred by our company in mailing proxy materials, you can consent to receiving all future proxy statements, proxy cards and annual reports electronically via e-mail or the Internet. To sign up for electronic delivery, please follow the instructions above to vote using the Internet and, when prompted, indicate that you agree to receive or access proxy materials electronically in future years.
VOTE BY PHONE - 1-800-690-6903
Use any touch-tone telephone to transmit your voting instructions. Vote by 11:59 p.m. Eastern Time on May 12, 2022. Have your proxy card in hand when you call and then follow the instructions.
VOTE BY MAIL
Mark, sign and date your proxy card and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717 (which Broadridge will arrange to forward to nVent Electric plc’s registered address). In order to assure that your proxy card is tabulated in time to be voted at the Annual General Meeting, you must return your proxy card at the above address by 11:59 p.m. Eastern Time on May 12, 2022.

Mark, sign and date your proxy card and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717 (which Broadridge will arrange to forward to nVent Electric plc’s registered address). In order to assure that your proxy card is tabulated in time to be voted at the Annual General Meeting, you must return your proxy card at the above address by 3:00 a.m. Eastern Daylight Time on May 8, 2019.

TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS:
~~E59035-P17617~~ D70410-P65349 KEEP THIS PORTION FOR YOUR RECORDS
DETACH AND RETURN THIS PORTION ONLY
~~THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED.~~
THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED.
~~NVENT ELECTRIC PLC~~
NVENT ELECTRIC PLC
The Board of Directors recommends you vote FOR the
following director nominees:
1. By Separate Resolutions, ~~Re-Election~~Election of Director Nominees: For Against Abstain
Nominees: ~~Nominees:~~
~~1a.~~ ~~Brian M. Baldwin~~
☐ ☐ ☐
~~1b.~~ 1a. Jerry W. Burris
☐o ☐o ☐o
~~1c.~~
1b. Susan M. Cameron
☐o ☐o ☐o
~~1d.~~
1c. Michael L. Ducker
☐o ☐o ☐o
~~1e.~~ ~~David H.Y. Ho~~
☐ ☐ ☐
~~1f.~~ 1d. Randall J. Hogan
☐o ☐o ☐o
~~1g.~~ ~~Ronald L. Merriman~~
☐ ☐ ☐
1e. ~~1h.~~Danita K. Ostling ~~William T. Monahan~~
o ☐o ☐ ☐o
~~1i.~~
1f. Nicola Palmer o o o
1g. Herbert K. Parker
☐o ☐o ☐o
1h. Greg Scheu o o o
1i. Beth A. Wozniak o o o
1j. Jacqueline Wright ~~Beth Wozniak~~
o ☐ o ☐ ☐o
Please indicate if you plan to attend this meeting. ☐o ☐o
Yes No

The Board of Directors recommends you vote FOR the following ~~proposal:~~proposals: For ~~Against~~ Against Abstain
2. Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers
☐ ☐ ☐
~~The Board of Directors recommends you vote 1 year on the following proposal:~~ ~~1 year~~ ~~2 years~~o ~~3 years~~o ~~Abstain~~o
3. ~~Recommend, by Non-Binding Advisory Vote, the Frequency of Advisory Votes on the Compensation of Named Executive Officers~~
☐ ☐ ☐ ☐
~~The Board of Directors recommends you vote FOR the following proposals:~~ ~~For~~ ~~Against~~ ~~Abstain~~
4. Ratify, by Non-Binding Advisory Vote, the Appointment of Deloitte & Touche LLP as the Independent Auditor and Authorize, by Binding Vote, the Audit and Finance Committee of the Board of Directors to Set the ~~Auditors’~~Auditor’s Remuneration
☐o ☐o ☐o
4. Authorize the Board of Directors to Allot and Issue New Shares under Irish Law o o o
5. Authorize the Board of Directors to Opt Out of Statutory Preemption Rights under Irish Law o o o
6. Authorize the Price Range at which nVent Electric plc ~~can Re-Allot~~Can Re-allot Shares it Holds as Treasury Shares ~~(Special Resolution)~~
under Irish Law ☐o ☐o ☐o
NOTE: To consider and act on such other business as may properly come before the Annual General Meeting or any adjournment.

Any shareholder entitled to attend and vote at the Annual General Meeting of Shareholders may appoint one or more proxies, who need not be a shareholder of the Company. A proxy is required to vote in accordance with the instructions given to him or her. Completion of a form of proxy will not preclude a member from attending and voting at the meeting in person.

Please sign exactly as your name(s) appear(s) hereon. When signing as attorney, executor, administrator, or other fiduciary, please give full title as such. Joint owners should each sign personally. All holders must sign. If a corporation or partnership, please sign in full corporate or partnership name by authorized officer.

Signature [PLEASE SIGN WITHIN BOX] Date Signature (Joint Owners) Date

~~Table of Contents~~

Important Notice Regarding the Availability of Proxy Materials for the
Annual General Meeting to be held on May ~~10, 2019:~~13, 2022:
The Annual Report, Notice of Annual General Meeting, Proxy Statement and
Irish Statutory Financial Statements and Related Reports are available at ~~www.proxyvote.com.~~www.proxyvote.com.

~~E59036-P17617~~ D70411-P65349

NVENT ELECTRIC PLC
Annual General Meeting of Shareholders
May ~~10, 2019~~13, 2022 8:00 AM ~~Local~~British Summer Time
This proxy is solicited by the Board of Directors

The signatory, revoking any proxy heretofore given in connection with the Meeting, hereby appoints ~~Randall J. Hogan,~~ Beth A. Wozniak, ~~and~~Sara E. Zawoyski, Jon D. Lammers, and Shawna L. Fullerton or any of them (the ~~"Proxies"~~“Proxies”), as proxies, each with the power to appoint his or her substitute, and hereby authorizes them to attend, speak and to vote at the Meeting, as designated on the reverse side of this card, all ordinary shares of nVent Electric plc that the signatory is entitled to vote at the Annual General Meeting of Shareholders to be held at ~~8:00 AM, local time, on May 10, 2019, at~~ the Four Seasons ~~Park Lane~~ Hotel, Hamilton Place, Park Lane, London, England, W1J 7DR, ~~United Kingdom,~~ and any adjournment or postponement thereof (the ~~"Meeting"~~“Meeting”). If you wish to appoint as proxy any other person or persons, please contact the Corporate Secretary. In the event of other agenda items or proposals during the Meeting on which voting is permissible under Irish law, you instruct the Proxies, in the absence of other specific instructions, to vote the shares in accordance with the Board of ~~Directors'~~Directors’ recommendations.

If the signatory is a participant in the nVent Management Company Retirement Savings and Investment Plan, the nVent Management Company Non-Qualified Deferred Compensation Plan, ~~the Pentair Retirement Savings and Stock Incentive Plan~~ and/or the Pentair, Inc. Non-Qualified Deferred Compensation Plan (the ~~"Plans"~~“Plans”), the signatory hereby directs Fidelity Management Trust Company as Trustee of the Plans, to vote at the Meeting, as designated on the reverse side of this card, all of the ordinary shares of nVent Electric plc allocated to the signatory’s account in the Plans as of March ~~15, 2019.~~18, 2022.

If the signatory is a participant in the nVent Electric plc Employee Stock Purchase and Bonus Plan or the nVent Electric plc International Stock Purchase and Bonus Plan (the ~~"Purchase Plans"~~“Purchase Plans”), the signatory is revoking any proxy heretofore given in connection with the Meeting, hereby appoints the Proxies, or ~~any~~either of them, as proxies each with power to appoint his or her substitute, and hereby authorizes the Proxies to attend and to vote at the Meeting, as designated on the reverse side of this card, all of the ordinary shares of nVent Electric plc allocated to the signatory’s account in the Purchase Plans as of March ~~15, 2019.~~18, 2022.

This proxy, when properly executed, will be voted in the manner directed herein. If no such direction is made, this proxy will be voted in accordance with the Board of ~~Directors'~~Directors’ recommendations; provided, however, if no such direction is made regarding shares held in the Plans, this proxy will not be voted with respect to such shares.

Continued and to be signed on reverse side

~~2018 Target Direct Compensation Mix~~2022 Proxy Statement

~~CEO~~	~~Other NEOs~~
	11


~~Proposal~~ 3	~~Recommend, by Non-Binding Advisory Vote, the Frequency of Advisory Votes on the Compensation of Named Executive Officers~~
		~~The Board recommends a vote ofONE YEAR~~ ~~on frequency of future non-binding advisory votes on compensation of Named Executive Officers~~	~~Page 54~~


~~Proposal~~ 4	~~Ratify, by Non-Binding Advisory Vote, the Appointment of Independent Auditors and Authorize, by Binding Vote, the Audit and Finance Committee to Set the Auditors’ Remuneration~~
		~~The Board recommends a voteFOR~~ the ratification of the appointment of Deloitte & Touche LLP as the independent auditor of nVent Electric plc and the authorization of the Audit and Finance Committee to set the auditor’s remuneration	~~Page 55~~


~~Proposal~~ 5	~~Authorize the Price Range at which nVent Electric plc can Re-allot Treasury Shares~~
		~~The Board recommends a voteFOR~~ ~~the authorization of the price range at which nVent Electric plc can re-allot shares it holds as treasury shares under Irish law~~	~~Page 58~~

LETTER TO SHAREHOLDERS	3	2
ENVIRONMENTAL, GOVERNANCE AND SOCIAL	4
SHAREHOLDER ENGAGEMENT	7
NOTICE OF ANNUAL GENERAL MEETING OF SHAREHOLDERS	8	3
PROXY STATEMENT FOR THE ANNUAL GENERAL MEETING OF SHAREHOLDERS OF ~~nVENT~~NVENT ELECTRIC PLC TO BE HELD ON FRIDAY, MAY ~~10, 2019~~13, 2022	9	4
PROXY STATEMENT SUMMARY	9	4
Voting Matters and Recommendations	9
PROPOSAL 1 ~~RE-ELECT~~ELECT DIRECTOR NOMINEES	14	10
Vote Requirement		1014
~~Directors~~Director Nominees Standing for ~~Re-Election~~Election		1115
Director Independence		1520
Director ~~Qualifications;~~Qualifications, Diversity and Tenure		1520
Shareholder Recommendations, Nominations and Proxy Access		1622
CORPORATE GOVERNANCE MATTERS	23	17
The Board’s Role and Responsibilities, Including Risk Oversight		1723
Board Structure and Processes		1824
Committees of the Board		2026
Attendance at Meetings		2228
Director Compensation		2228
EXECUTIVE COMPENSATION	31	25
PROPOSAL 2 APPROVE, BY NON-BINDING ADVISORY VOTE, THE COMPENSATION OF THE NAMED EXECUTIVE OFFICERS	31	25
Vote Requirement	32
COMPENSATION AND HUMAN CAPITAL COMMITTEE REPORT	32	26
COMPENSATION DISCUSSION AND ANALYSIS	33	27
Our Named Executive Officers	33
Key Business Results and Goals	33
Overview of Compensation Program and Objectives		2736
Our Compensation Best Practices		2837
~~2018 Business Results~~Shareholder Engagement Initiatives and Say on Pay		2837
~~Separation Related Actions~~		29
Comparative Framework		3138
~~2018~~ Compensation Program Elements		3339
Base Salaries		3339
Annual Incentive Compensation		3440
~~2018~~ Long-Term Incentive Compensation		3641
Perquisites and Other Personal Benefits		3747
Stock Ownership Guidelines		3748
Equity Holding Policy		3848
Clawback Policy		3848
Policy Prohibiting Hedging and Pledging		3849
Retirement and Other Benefits		3849
Severance and Change-in-Control Benefits		4050
Impact of Tax Considerations		4150
Compensation Consultant		4151
Evaluating the Chief Executive Officer’s Performance		4151
Equity Award Practices		4251

Voting Matters		Board Recommendation	Vote Required	Page Reference
1.	By Separate Resolutions, Re-Election of Director Nominees: ●Brian M. Baldwin ●Jerry W. Burris ●Susan M. Cameron ●Michael L. Ducker ●David H.Y. Ho ●Randall J. Hogan ●Ronald L. Merriman ●William T. Monahan ●Herbert K. Parker ●Beth Wozniak	FOR each nominee	Majority of votes cast	10
2.	Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers	FOR	Majority of votes cast	25
3.	Recommend, by Non-Binding Advisory Vote, the Frequency of Advisory Votes on the Compensation of Named Executive Officers	ONE YEAR	Alternative receiving greatest number of votes cast	54
4.	Ratify, by Non-Binding Advisory Vote, the Appointment of Deloitte & Touche LLP as the Independent Auditor and Authorize, by Binding Vote, the Audit and Finance Committee to Set the Auditors’ Remuneration	FOR	Majority of votes cast	55
5.	Authorize the Price Range at which nVent Electric plc can Re-Allot Treasury Shares	FOR	75% of votes cast	58

EXECUTIVE COMPENSATION TABLES	52	42
Summary Compensation Table		4252
Grants of Plan-Based Awards ~~In 2018~~in 2021		4454
Outstanding Equity Awards at December 31, ~~2018~~2021		4555
~~2018~~2021 Option Exercises and Stock Vested Table		4757
~~2018~~2021 Pension Benefits		4757
Nonqualified Deferred Compensation Table		4858
Potential Payments Upon Termination or Change in Control		4959
Pay Ratio		5363
Risk Considerations in Compensation Decisions		5364
PROPOSAL 3 ~~RECOMMEND, BY NON-BINDING ADVISORY VOTE, THE FREQUENCY OF ADVISORY VOTES ON THE COMPENSATION OF NAMED EXECUTIVE OFFICERS~~		54
~~Vote Requirement~~		54
~~PROPOSAL 4~~ RATIFY, BY NON-BINDING ADVISORY VOTE, THE APPOINTMENT OF DELOITTE & TOUCHE LLP AS THE INDEPENDENT AUDITOR OF ~~nVENT~~NVENT ELECTRIC PLC AND TO AUTHORIZE, BY BINDING VOTE, THE AUDIT AND FINANCE COMMITTEE OF THE BOARD OF DIRECTORS TO SET THE ~~AUDITOR'S~~AUDITOR’S REMUNERATION	65	55
Vote Requirement		5565
Audit and Finance Committee Pre-approval Policy		5666
Fees Paid to the Independent Auditors		5666
AUDIT AND FINANCE COMMITTEE REPORT		5767
PROPOSAL 4 AUTHORIZE THE BOARD OF DIRECTORS TO ALLOT NEW SHARES UNDER IRISH LAW	68
Vote Requirement	68
PROPOSAL 5 AUTHORIZE THE BOARD OF DIRECTORS TO OPT OUT OF STATUTORY PREEMPTION RIGHTS UNDER IRISH LAW	69
Vote Requirement	70
PROPOSAL 6 AUTHORIZE THE PRICE RANGE AT WHICH ~~nVENT~~NVENT ELECTRIC PLC CAN RE-ALLOT SHARES IT HOLDS AS TREASURY SHARES UNDER IRISH LAW	71	58
Vote Requirement		5871
SECURITY OWNERSHIP	72	59
~~SECTION 16(a) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE~~		60
QUESTIONS AND ANSWERS ABOUT THE ANNUAL GENERAL MEETING AND VOTING	73	60
SHAREHOLDER PROPOSALS AND NOMINATIONS FOR THE ~~2020~~2023 ANNUAL GENERAL MEETING OF SHAREHOLDERS	77	64
IRISH DISCLOSURE OF SHAREHOLDER INTERESTS	78	65
~~2018~~2021 ANNUAL REPORT ON FORM 10-K	78	65
REDUCE DUPLICATE MAILINGS	78	65
APPENDIX A – RECONCILIATION OF GAAP TO NON-GAAP FINANCIAL MEASURES	79	66


Proposal 1	~~Re-Elect~~Elect Director Nominees
		The Board recommends a voteFOReach Director nominee

~~(i)~~	~~Brian M. Baldwin~~	~~(vi)~~	~~Randall J. Hogan~~
~~(ii)~~	~~Jerry W. Burris~~	~~(vii)~~	~~Ronald L. Merriman~~
~~(iii)~~	~~Susan M. Cameron~~	~~(viii)~~	~~William T. Monahan~~
~~(iv)~~	~~Michael L. Ducker~~	~~(ix)~~	~~Herbert K. Parker~~
~~(v)~~	~~David H.Y. Ho~~	~~(x)~~	~~Beth Wozniak.”~~


	The Board recommends a voteFOR ~~FOR~~~~re-election~~election of each Director nominee.

Director	Relationship(s) Considered
Ms. Palmer	Chief Product Development Officer, Verizon Communications Inc. (now Chief Technology Ambassador)
Ms. Wright	Chief Digital Officer, Microsoft US, Microsoft Corporation

●	•	at least a majority of the Board must consist of independent directors who meet the New York Stock Exchange, or NYSE, definition of “independent director;”
●	~~each director should be chosen without regard to gender, sexual orientation, race, religion or national origin;~~
●•	each director should be an individual of the highest character and integrity and have an inquiring mind, vision and the ability to work well with others;
●	•	each director should be free of any conflict of interest that would violate any applicable law or regulation or interfere with the proper performance of the responsibilities as a director;
●	•	each director should possess substantial and significant experience which would be of particular importance to ~~the Company~~us in the performance of the duties of a director;
●	•	each director should have sufficient time available to devote to the affairs of ~~the Company~~our company in order to carry out the responsibilities of a director; and
●	•	each director should have the capacity and desire to represent the balanced, best interests of ~~the Company~~our company and ~~its~~our shareholders as a whole and not primarily the interests of a special interest group or constituency and be committed to enhancing long-term shareholder value.

	●	our Audit and Finance Committee focuses on our internal controls, including those relating to information technology and security systems, and discusses major enterprise-level risk exposures including those related to the COVID-19 pandemic;
	●	our Compensation and Human Capital Committee annually assesses potential risks arising from compensation programs and policies, including compensation-related risks resulting from the impacts and uncertainties associated with COVID-19 on our business; and
	●	Governance and Social Responsibility Committee provides oversight regarding our general approach and strategy for addressing ESG matters and risks relevant to us.

	●	a “related person” means any of our directors, executive officers or 5% shareholders or any of their immediate family members; and
	●	a “related person transaction” generally is a transaction (including any indebtedness or a guarantee of indebtedness) in which we were or are a participant and the amount involved exceeds $50,000, and in which a related person had or will have a direct or indirect material interest.

	●	whether the terms of the related person transaction are fair to us and on terms at least as favorable as would apply if the other party had no affiliation with any of our directors, executive officers or 5% shareholders;
	●	whether there are demonstrable business reasons for us to enter into the related person transaction;
	●	whether the related person transaction could impair the independence of a director under our Corporate Governance Principles’ standards for director independence; and
	●	whether the related person transaction would present an improper conflict of interest for any of our directors or executive officers, taking into account the size of the transaction, the overall financial position of the director or executive officer, the direct or indirect nature of the interest of the director or executive officer in the transaction, the ongoing nature of any proposed relationship, and any other factors the Committee deems relevant.

	●	selection and composition of the Board;
	●	Board leadership;
	●	Board composition and performance;
	●	responsibilities of the Board;
	●	the Board’s relationship to senior management;
	●	meeting procedures;
	●	Committee matters; and
	●	leadership development.

	●	chairing the Board in the absence of the Chairman of the Board;
	●	presiding over executive sessions of the Board when the Chairman is an employee of ~~the Company;~~our company;
	●	in conjunction with the ~~Chairman~~Chair of the Compensation and Human Capital Committee and the Chairman of the Board, reporting to the Chief Executive Officer on the Board’s annual review of her performance;
	●	in conjunction with the Chairman of the Board, approving the agenda for Board meetings, including scheduling to assure sufficient time for discussion of all agenda items;
	●	in conjunction with the Chairman of the Board and Committee Chairs, ensuring an appropriate flow of information to the Directors;
	●	holding one-on-one discussions with individual directors where requested by directors or the Board; and
	●	carrying out other duties as requested by the Board.

4 MEETINGS OF THE nVENT BOARD OF DIRECTORS
5	Meetings of the Audit and Finance Committee	3	Meetings of the Compensation Committee	3	Meetings of the Governance Committee

5 Meetings of the nVent Board of Directors
8 Meetings of the Audit andFinance Committee	4 Meetings of theCompensation and HumanCapital Committee	4 Meetings of the Governance and Social ResponsibilityCommittee

Board Retainer	$	80,000	$	80,000
Chairman of the Board Supplemental Retainer	$	140,000	$	140,000
Lead Director Supplemental Retainer	$	30,000	$	30,000
Audit and Finance Committee Chair Supplemental Retainer	$	20,000	$	20,000
Compensation Committee Chair Supplemental Retainer	$	15,000
Governance Committee Chair Supplemental Retainer	$	12,000
Compensation and Human Capital Committee Chair Supplemental Retainer			$	15,000
Governance and Social Responsibility Committee Chair Supplemental Retainer			$	12,000
Audit and Finance Committee Retainer	$	12,500	$	12,500
Compensation Committee Retainer	$	7,500
Governance Committee Retainer	$	7,500
Compensation and Human Capital Committee Retainer			$	7,500
Governance and Social Responsibility Committee Retainer			$	7,500

	Share Ownership⁽¹⁾	12/31/18 Market Value ($)⁽²⁾	Ownership Guideline ($)	Meets Guideline
Brian M. Baldwin	17,562,998	394,464,935	400,000	Yes	⁽³⁾
Jerry W. Burris	29,573	664,210	400,000	Yes
Susan M. Cameron	5,278	118,544	400,000	No	⁽⁴⁾
Michael L. Ducker	5,130	115,220	400,000	No	⁽⁴⁾
David H. Y. Ho	15,996	359,270	400,000	No	⁽⁴⁾
Randall L. Hogan	642,349	14,427,162	400,000	Yes
Ronald L. Merriman	26,060	585,318	400,000	Yes
William T. Monahan	59,818	1,343,515	400,000	Yes
Herbert K. Parker	5,130	115,220	400,000	No	⁽⁴⁾

⁽¹⁾	~~Except as indicated otherwise below, the~~The amounts in this column include ordinary shares owned by the director, both directly and indirectly, and unvested restricted stock units.
⁽²⁾	Based on the closing market price for our ordinary shares on December ~~29, 2018~~31, 2021 of ~~$22.46.~~$38.00.
⁽³⁾	Reflects shares owned by certain funds and investment vehicles managed by Trian Fund Management, L.P. (“Trian”). These shares are deemed to be held by Mr. Baldwin for purposes of the company’s stock ownership guidelines.
⁽⁴⁾	Non-employee directors have until the later of five years after their election or appointment as a director to meet the stock ownership guideline. ~~All Directors were~~Mr. Scheu was first elected as ~~directors~~a director in ~~2018,~~2021, and therefore dodoes not need to meet the stock ownership guideline until ~~2023.~~2026.

(a)	(b)	(c)	(d)	(e)	(f)	(g)	(h)	(b)	(c)	(d)	(e)	(f)	(g)	(h)
Name	Fees Earned or Paid in Cash ($)	Stock Awards ($)⁽¹⁾	Option Awards ($)⁽²⁾	Non-Equity Incentive Plan Compensation ($)	Change in Pension Value and Deferred Compensation Earnings ($)	All Other Compensation ($)	Total ($)	Fees Earned or Paid in Cash ($)	Stock Awards ($)⁽¹⁾	Option Awards ($)⁽²⁾	Non-Equity Incentive Plan Compensation ($)	Change in Pension Value and Deferred Compensation Earnings ($)	All Other Compensation ($)	Total ($)
Brian M. Baldwin	63,333	129,994	—	—	—	—	193,327
Jerry W. Burris	73,333	129,994	—	—	—	—	203,327	110,000	176,787	–	–	–	–	286,787
Susan M. Cameron	61,667	129,994	—	—	—	—	191,661	124,571	176,787	–	–	–	–	301,358
Michael L. Ducker	63,333	129,994	—	—	—	—	193,327	107,000	176,787	–	–	–	–	283,787
David H. Y. Ho	71,333	129,994	—	—	—	—	201,327
Randall L. Hogan	146,667	129,994	—	—	—	—	276,661
Randall J. Hogan								220,000	176,787	–	–	–	–	396,787
Ronald L. Merriman	75,000	129,994	—	—	—	—	204,994	112,500	176,787	–	–	–	–	289,287
William T. Monahan	81,667	129,994	—	—	—	—	211,661
Nicola Palmer								92,500	176,787	–	–	–	–	269,287
Herbert K. Parker	61,667	129,994	—	—	—	—	191,661	92,500	176,787	–	–	–	–	269,287
Greg Scheu								77,950	176,787	–	–	–	–	254,737
Jacqueline Wright								95,000	176,787	–	–	–	–	271,787

Name	Unvested Restricted Stock Units	Deferred Share Units	Unvested Restricted Stock Units	Deferred Share Units
Brian M. Baldwin	5,130	—
Jerry W. Burris	5,130	—	5,591	–
Susan M. Cameron	5,130	—	5,591	–
Michael L. Ducker	5,130	—	5,591	–
David H. Y. Ho	5,130	—
Randall Hogan	5,130	—
Randall J. Hogan			5,591	–
Ronald L. Merriman	5,130	442	5,591	482
William T. Monahan	5,130	13,359
Nicola Palmer			5,591	–
Herbert Parker	5,130	—	5,591	–
Greg Scheu			5,591	–
Jacqueline Wright			5,591	–

~~Name~~		~~Outstanding~~ ~~Stock~~ ~~Options~~
~~Brian Baldwin~~		—
~~Jerry W. Burris~~		~~38,665~~
~~Susan Cameron~~		—
~~Michael Ducker~~		—
~~David H. Y. Ho~~		~~22,017~~
~~Randall Hogan~~		~~1,769,355~~
~~Ronald L. Merriman~~		~~38,665~~
~~William T. Monahan~~		~~38,665~~
~~Herbert Parker~~		—

Proposal 2	Approve, by Non-Binding Advisory Vote, the Compensation of the Named Executive Officers
		The Board recommends a voteFOR approval of the compensation of the Named Executive Officers

●With these compensation objectives in mind, the Compensation and Human Capital Committee has taken a number of compensation actions to align with our shareholders’ interests, including the following:

•	Annual cash incentives for the Named Executive Officers are based on performance goals that correlate strongly with two primary objectives: profitable growth and consistent, strong cash flow.
●•	A significant portion of total compensation is “at risk” if certain performance goals are not satisfied or otherwise subject to our future performance.
●•	Executive officers must comply with ~~robust~~rigorous stock ownership guidelines.



	Each of the Board and the Compensation and Human Capital Committee recommends a voteFOR the approval of the compensation of the Named Executive Officers.

Name	Position
Beth A. Wozniak	Chief Executive Officer
Sara E. Zawoyski	Executive Vice President and Chief Financial Officer
Jon D. Lammers	Executive Vice President, General Counsel and Secretary
Joseph A. Ruzynski	President of Enclosures
Lynnette R. Heath	Executive Vice President and Chief Human Resources Officer

	•	People are at the core of Spark, positively impacting our business and growing their careers
	•	Growth is the foundation of Spark, driving shareholder, customer and employee value
	•	Lean is the relentless pursuit of eliminating waste and increasing velocity
	•	Digital transforms our products and how we do business, improving both customer and employee experiences
	•	Velocity is increasing speed in all we do for each other and our customers

	•	Sales of $2.5 billion were up 23% relative to 2020, with broad-based growth across all segments and verticals.
	•	Operating income was $255 million compared to $38 million in 2020. On an adjusted basis, Segment Income was $436 million, up from $348 million in 2020.
	•	Full-year net cash provided by operating activities was $373 million and total Free Cash Flow was $334 million. We delivered full-year Free Cash Flow of 100% of adjusted net income.
	•	We returned approximately $230 million in cash to shareholders through dividends and share repurchases.
	•	Our 67% annualized total shareholder return (TSR) as of December 31, 2021 was at the 92^nd percentile of our compensation comparator group, and the 95^th percentile of the S&P 400 Industrials.

	Full-year reported earnings per share (“EPS”) was $1.61 in 2021 compared to $(0.28) in 2020. Adjusted EPS was $1.96 in 2021, up 31% compared to $1.50 in 2020. EPS is a key metric in our Management Incentive Plan, detailed beginning on page 41.

	Full-year net cash provided by operating activities was $373 million and total free cash flow was $334 million in 2021. This compares to full-year net cash provided by operating activities of $344 million and total free cash flow of $306 million in 2020. Free cash flow is a key metric in our Management Incentive Plan, detailed beginning on page 41.

●	•	establishing and reviewing executive base salaries;
●	•	overseeing our annual incentive compensation plan;
●	•	overseeing our long-term incentive compensation plan;
●	•	approving all awards under those plans;
●	•	annually evaluating risk considerations associated with our executive compensation programs; and
●	•	annually approving all compensation decisions for executive officers, including those for the Chief Executive Officer and the other Named Executive Officers.

●	•	motivating and rewarding executives for achieving annual and long-term financial objectives;
●	•	aligning management and shareholder interests by encouraging employee stock ownership;
●	•	providing rewards commensurate with company performance;
●	•	encouraging growth and innovation; and
●	•	attracting and retaining top-quality executives and key employees.

●Pay Element	~~base salary,~~	Description	Link to ~~provide~~Strategy and Performance
Base Salary		• A fixed level of cash compensation determined based on benchmark data, scope of responsibility, years of experience, and individual performance	•To attract and compensate high-performing and experienced leaders at a compensation level that is competitive in the ~~marketplace;~~marketplace
●Annual Incentive Compensation		•An opportunity to earn a cash payment based 100% on formulaic determination against pre-established financial metrics	•To motivate and reward executives for achieving annual ~~incentive compensation, to reward short-term~~goals in key areas of financial performance ~~against specific financial targets; and~~
●Long-Term Incentive Compensation (“LTI”)		•Performance Share Units: •50% of annual LTI •Payout based on Relative TSR	•Aligns the interests of our executives with shareholders, encouraging long-term ~~incentive compensation,~~prioritization that we believe will increase shareholder value by generating sustained and superior operational and financial performance over an extended period of time
		• Stock Options: •25% of annual LTI	•Directly aligns the interests of our executives with shareowners. Options only have value for executives if operating performance results in stock price appreciation
		• Restricted Stock Units: • 25% of annual LTI	•Aligns the interest of our executives with shareholders and strengthens key executive retention over relevant time periods to ~~link management incentives to~~help ensure consistency and execution of long-term ~~value creation and shareholder return.~~strategies