Company: UIS
Filing Date: 2025-03-24
Form Type: DEF 14A
Source: 0001104659-25-027313
Chunk: 25

Company: UNISYS CORP
Filing Date: 2025-03-24
Form: DEF 14A
Chunk 25
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 review of their market positioning, select NEOs received increased LTI award values in 2024.                                                         | ​ | ​ |                                                                                                             | ​ | ​ | This change was intended to carefully manage share usage and to minimize dilution, while continuing to incentivize behavior that drives stock price appreciation and stockholder value. | ​ |

TABLE OF CONTENTS

| ​ | 42 | ​ | ​ |     | ​ | ​ | | | ​ | ​ | Advisory Vote to Approve Executive Compensation | ​ |

What Guides Our Program Our Principles-Based Philosophy Our executive compensation program is designed to align the interests of our executives with those of our stockholders and drive long-term profitable and sustainable growth, as well as to maintain leadership stability and incentivize successful execution of our strategy and operating plan. We believe these objectives are achieved through the application of the following principles:

| ​ | Alignment with Long-Term Stockholders’ Interests                   | ​ | ​ | Our NEOs’ interests are directly aligned with our stockholders’ interests through compensation programs that emphasize an appropriate balance of short- and long-term financial performance and deliver a meaningful percentage of compensation in the form of equity awards. Our LTI program further supports our continued focus on driving stockholder value creation. | ​ | ​ |
| ​ | Competitiveness                                                    | ​ | ​ | Total compensation is competitive to attract qualified individuals, motivate performance and retain executives with the abilities and skills needed to foster long-term stockholder value creation.                                                                                                                                                                       | ​ | ​ |
| ​ | Motivating Achievement of Financial Goals and Strategic Objectives | ​ | ​ | A significant portion of overall compensation is dependent on the achievement of our short and long-term financial goals and strategic objectives to create value in the long term, which is a key pillar of our pay-for-performance philosophy.                                                                                                                          | ​ | ​ |
| ​ | Rewarding Superior Performance                                     | ​ | ​ | Performance that exceeds target is appropriately rewarded with above target payouts. This is balanced with downside risk of below-target payouts if we do not achieve our target financial goals and strategic objectives.                                                                                                                                                | ​ | ​ |
| ​ | Responding to Change                                               | ​ | ​ | As our industry evolves and our opportunities for competitive business advantages change over time, we evolve to continue to create value. Our compensation programs are tailored to our strategic priorities (which may impact how we calibrate incentive plan payouts to various levels of performance), along with stockholder feedback and macroeconomic factors.     | ​ | ​ |

TABLE OF CONTENTS

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