Company: GPOR
Filing Date: 2025-04-02
Form Type: DEF 14A
Source: 0001213900-25-028069
Chunk: 35

Company: GULFPORT ENERGY CORP
Filing Date: 2025-04-02
Form: DEF 14A
Chunk 35
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, and prioritize long -termgrowth by discouraging excessive risk taking. With respect to specific elements of compensation: • Integrated Approach– Our programs balance short- and long -termincentives for our executive officers by providing an appropriate mix of fixed, performance -based, discretionary and equity compensation, with the goal of creating both short- and long -termstockholder value. • Attract Top Talent– Annual base salaries for our NEOs do not encourage excessive risk -takingas they are fixed amounts that are subject to discretionary increases by our Compensation Committee that may be based on, among other factors, annual performance evaluations. We believe that annual base salaries are set at reasonable levels, as compared to the base salaries of similarly situated individuals at our peer group companies and therefore do not negate the effect of other compensation elements that encourage long -termservice, growth and performance that may increase stockholder value. • Support Business Objectives and Strategic Goals– Our annual incentive awards are determined based on financial, operational and strategic Company performance measures, which mitigate excessive risk -takingthat could produce unsustainable gains in one area of performance at the expense of our overall long -terminterests. The Company’s goals are designed to ensure a proper balance between stock performance, operational measures, financial goals and strategic goals. In addition, the Compensation Committee sets performance goals that it believes are reasonable considering our past performance, then -currentbusiness projections and market conditions. • Pay for Performance– The Compensation Committee believes that performance -basedequity awards tied to the Company’s stock price and relative performance versus peers, and cash compensation, with meaningful performance targets, such as those under our Annual Incentive Plan (as defined below), will further align our NEOs’ interests with those of our stockholders, will motivate our NEOs to contribute to the Company’s growth and profitability and will link a larger portion of our NEOs’ compensation to the performance of the Company. • Maximize Stockholder Value– Our annual incentive awards are subject to maximum payout caps that limit the amount an NEO may earn on any individual metric or operational measures. • Create Ownership Culture– Performance -basedand time -basedrestricted stock unit awards, in each case, vesting over time, as well as robust stock ownership guidelines for our NEOs and non -employeedirectors, promote stock ownership culture and ensure that our NEOs and directors have a continuing stake in the long -termsuccess of the Company. We believe that our long-term equity awards granted to our NEOs discourage excessive risk taking, as there is a balance