Company: GPOR
Filing Date: 2025-04-02
Form Type: DEF 14A
Source: 0001213900-25-028069
Chunk: 9

Company: GULFPORT ENERGY CORP
Filing Date: 2025-04-02
Form: DEF 14A
Chunk 9
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 and sustaining the environment, supplying life -sustainingformula and food for babies and toddlers in times of crisis, enhancing the lives of adults with developmental disabilities and supporting veterans and youth through community programs.

| 2025 PROXY STATEMENT    5 |

| Corporate Responsibility and Sustainability Highlights |

| Corporate Governance Highlights |

We believe effective corporate governance requires regular constructive discussions with our stakeholders and we focus our sustainability priorities and disclosures on the issues that are most important to them. To identify these priorities, we engage internal and external stakeholders and weigh their views with respect to both Gulfport’s specific activities and the general business climate of our industry. In addition to these efforts, management engages with stockholders and potential stockholders through targeted outreach and participation in various conference and industry events. Key Stakeholders include: •Contractors and Suppliers •Employees •Government and Regulatory Agencies •Industry Peers •Investors •Landowners •Local Communities •Service Providers •Trade Associations This feedback helps shape our corporate governance practices, and has specifically resulted in:

| 6    2025 PROXY STATEMENT |

| Corporate Responsibility and Sustainability Highlights |

| COMPENSATION HIGHLIGHTS |

Stockholder Engagement and Annual Say-On-Pay Advisory Vote At the Annual Meeting, our stockholders will again have an opportunity to cast an advisory Say -On-Payvote on the compensation paid to our Named Executive Officers (NEOs) as described in this proxy statement. The details of the executive compensation program and its pay -for-performancealignment are discussed in the “Compensation Discussion & Analysis (CD&A)” on page 25 of this proxy statement. Gulfport Energy engages in discussions with our stockholders at investor conferences and through direct calls and meetings with the Company’s management team that represented over 60% of the shares outstanding. Through these conversations our stockholders emphasized their expectation that our compensation programs should be designed to focus our executive team on driving results that ensure the financial health of the organization while also driving long -termstockholder value. Specifically, after carefully considering input from stockholders, the Company took the following actions in 2024: • Utilized performance -based and time -based equity awardsin the form of performance -basedrestricted stock units tied to relative total shareholder return (“TSR”) and absolute total shareholder return, vesting over a three -yearperformance period; 60% of all equity awards to NEOs were performance -based. • Adjusted performance incentive opportunities and long -term equity award targetsto closely align our executives’ financial interests with those of our stockholders