Company: LPG
Filing Date: 2025-07-22
Form Type: DEF 14A
Source: 0001558370-25-009356
Chunk: 43

Company: DORIAN LPG LTD.
Filing Date: 2025-07-22
Form: DEF 14A
Chunk 43
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 framework, highlighting practices we follow to promote alignment, accountability, and long-term success — as well as those we avoid to reduce risk and prevent misalignment with shareholder interests:

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| ✅ What We Do                                                                               | ❌ What We Don’t Do                                                                           |
| Pay for Performance – Align compensation with company and individual performance           | No Guaranteed Bonuses – Annual incentives are not guaranteed regardless of performance       |
| Use Performance-Based Equity Awards – Introduced PSUs tied to performance metrics          | No Tax Gross-Ups – Especially for excise taxes on change-in-control payments                 |
| Clawback Policies – Ability to recover compensation in cases of misconduct or restatements | No Excessive Perquisites – Limit on personal use of corporate assets, travel, etc.           |
| Independent Compensation Committee – Composed entirely of independent directors            | No Single-Trigger Change-in-Control Payments – Require termination to trigger severance      |
| Use Independent Compensation Consultant – Retained directly by the compensation committee  | No Employment Contracts with Long-Term Guarantees – No multi-year guaranteed terms           |
| Regular Peer Benchmarking – Compare pay with a relevant peer group                         | No Automatic Salary Increases – Base salaries are reviewed and adjusted based on performance |
| Cap Incentive Payouts – Introduced formulaic bonus program with maximum payouts            | No Overreliance on Short-Term Metrics – Balanced use of long- and short-term incentives      |
| Annual Say-on-Pay Votes – Solicit shareholder input on pay practices                       | ​                                                                                            |
| Disclose Pay vs. Performance Alignment – Per SEC rules and shareholder expectations        | ​                                                                                            |

Executive Compensation Decision-Making Process Compensation Committee’s Role In Fiscal Year 2025, our Compensation Committee, composed of three independent Board members meeting NYSE standards, led the development of our executive compensation strategy. To ensure impartiality, the Committee frequently holds executive sessions without management present, reinforcing our commitment to independent oversight. The Committee’s primary responsibility is to shape and oversee a compensation philosophy that aligns executive pay with our strategic goals. When determining pay for NEOs and senior leaders, the Committee considers:

| ● | Company-wide performance. |

| ● | Individual contributions, experience, tenure, and future potential. |

| ● | Pay fairness across the leadership team. |

| ● | Market data on competitive compensation trends. |

CEO’s Role in Compensation Decisions Decisions about the compensation of our Chairman and CEO, Mr. J. Hadjipateras, are made solely by the Compensation Committee, without his or