Company: ASTE
Filing Date: 2025-03-14
Form Type: DEF 14A
Source: 0001104659-25-023778
Chunk: 40

Company: ASTEC INDUSTRIES INC
Filing Date: 2025-03-14
Form: DEF 14A
Chunk 40
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 between executive officer compensation and the Company’s annual and long-term financial and stock price performance; and ● encourage the achievement of Company performance goals by utilizing a performance-based incentive structure that is a combination of annual cash awards and stock grants. In order to be effective, we believe our executive compensation program should effectively link Company performance with executive compensation, thereby aligning the interests of our executives with those of our shareholders. We seek to provide target total direct compensation that is competitive within the marketplace and believe that a large portion of each executive’s total compensation opportunity should be performance-based and in the form of annual cash incentives and long-term equity awards.

TABLE OF CONTENTS 33 Astec Industries, Inc. | Notice of Annual Meeting and Proxy Statement 2025

| ​ | What we do: |   |   |                                                                                                               | ​ | ​ | What we don’t do: |   |   |                                                                                                                                 | ​ |
| ​ |             | ​ | ​ | Engage an independent compensation consultant who reports directly to the Compensation Committee              | ​ | ​ |                   | ​ | ​ | Provide significant perquisites                                                                                                 | ​ |
| ​ |             | ​ | ​ | Maintain a high percentage of executive pay as “at risk” compensation                                         | ​ | ​ |                   | ​ | ​ | Provide guaranteed bonuses or long-term incentive awards                                                                        | ​ |
| ​ |             | ​ | ​ | Align targets for performance-based compensation to shareholder interests                                     | ​ | ​ |                   | ​ | ​ | Permit engaging in short-term, hedging or speculative transactions involving Company’s Common Stock                             | ​ |
| ​ |             | ​ | ​ | Maintain meaningful share ownership requirements for executive officers and directors                         | ​ | ​ |                   | ​ | ​ | Provide single-trigger change in control features                                                                               | ​ |
| ​ |             | ​ | ​ | Manage and assess risk in compensation programs annually                                                      | ​ | ​ |                   | ​ | ​ | Provide gross-up payments to cover personal income taxes or excise tax for payments made in connection with a change of control | ​ |
| ​ |             | ​ | ​ | Mitigate undue risk by having a clawback policy with respect to performance-based and time-based compensation | ​ | ​ | ​                 | ​ | ​ | ​                                                                                                                               | ​ |
| ​ |             | ​ | ​ | Annually seek shareholder feedback on our executive compensation                                              | ​ | ​ | ​                 | ​ | ​ | ​                                                                                                                               | ​ |

How We Determine and Assess Executive Compensation

Our