Company: MCW
Filing Date: 2025-04-09
Form Type: DEF 14A
Source: 0000950170-25-052554
Chunk: 40

Company: Mister Car Wash, Inc.
Filing Date: 2025-04-09
Form: DEF 14A
Chunk 40
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as a percentage of target) upon various performance achievement levels:

| Adjusted EBITDAR Plan Attainment (%)1 |     | Payout % |
| <94.0%                                |     | 0%       |
| 94.0%                                 |     | 50%      |
| 95.2%                                 |     | 60%      |
| 96.4%                                 |     | 70%      |
| 97.6%                                 |     | 80%      |
| 98.8%                                 |     | 90%      |
| 100.0%                                |     | 100%     |
| 102.0%                                |     | 120%     |
| 104.0%                                |     | 140%     |
| 106.0%                                |     | 160%     |
| 108.0%                                |     | 180%     |
| 110.0%+                               |     | 200%     |

Based on the achievement of adjusted EBITDAR of $446.4 million, which was 102.69% attainment of adjusted EBITDAR to plan, the NEOs earned payouts under the 2024 Executive Bonus Program at 126.94% of target. The Compensation Committee did not exercise its discretion to adjust bonus payouts for 2024. The amounts of the NEOs’ 2024 performance bonuses are set forth in the column entitled “Non-Equity Incentive Plan Compensation” in the “2024 Summary Compensation Table” below. No other cash incentives were paid to our NEOs in 2024. Equity-Based Long-Term Incentive Awards We view equity-based compensation as a critical component of our balanced total compensation program. Equity-based compensation creates an ownership culture among our employees that provides an incentive to contribute to the continued growth and development of our business and aligns the interest of our executives with those of our stockholders. Our Compensation Committee believes it is essential to provide equity-based compensation to our executive officers to link the interests and risks of our executive officers with those of our stockholders, reinforcing our commitment to ensuring a strong linkage between company performance and pay. Our historical practice has been to grant executive officers equity awards with a vesting period of at least three years to promote such linkage. Our general practice has been to grant equity awards on a predetermined schedule. At the first quarterly meeting of any new fiscal year, the Committee or, with respect to the