Company: SABR
Filing Date: 2025-03-13
Form Type: DEF 14A
Source: 0001193125-25-053907
Chunk: 46

Company: Sabre Corp
Filing Date: 2025-03-13
Form: DEF 14A
Chunk 46
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ging or pledging any of their shares of Sabre common stock |
| ✓ Clawback policy. We maintain the Sabre Corporation Clawback Policy                                                                                                                                                                                                                                                       |     | X No stock option re-pricings. We prohibit the re-pricing of outstanding stock options to purchase our common stock without prior stockholder approval                                                                                                             |

| 54 |     | | |     | Sabre Corporation 2025 Proxy Statement |

| COMPENSATION DISCUSSION AND ANALYSIS |

Compensation Philosophy and Principles The philosophy underlying our executive compensation program is to provide an attractive, flexible, and effective total compensation opportunity to our executive officers, including our named executive officers, tied to our corporate performance and aligned with the interests of our stockholders. Our objective is to recruit, motivate, and retain the caliber of executive officers necessary to deliver sustained high performance to our stockholders, customers, and other stakeholders. Equally important, we view our compensation policies and practices as a means of communicating our goals and standards of conduct and performance and for motivating and rewarding employees in relation to their achievements. Overall, the same principles that govern the compensation of our executive officers also generally apply to the compensation of our salaried employees. Within this framework, we seek to observe the following principles, while balancing them with the corresponding need to respond quickly to any unexpected or challenging circumstances:

| • |     | Retain and attract top-caliber executive officers. Executive officers should have base salaries and employee benefits that are market competitive and that permit us to hire and retain high-caliber individuals at all levels. |

| • |     | Pay for performance. A significant portion of the target total direct compensation opportunities of our executive officers should be tied to annual and long-term business performance and each individual’s contribution to that performance, while the level of “at-risk” compensation should increase as the scope of the executive officer’s responsibility increases. |

| • |     | Reward long-term growth and profitability. Executive officers should be rewarded for achieving long-term results, and these rewards should be aligned with the interests of our stockholders. |

| • |     | Align compensation with stockholder interests. The interests of our executive officers should be linked with those of our stockholders through the risks and rewards of the ownership of shares of our common stock. |

| • |     | Provide limited personal benefits. Perquisites and other personal benefits for our executive officers should be limited to items that serve a reasonable business purpose. |

| • |     | Promote transparency. We seek to establish