Company: CCO
Filing Date: 2025-04-10
Form Type: DEF 14A
Source: 0001193125-25-077985
Chunk: 41

Company: Clear Channel Outdoor Holdings, Inc.
Filing Date: 2025-04-10
Form: DEF 14A
Chunk 41
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COH Plan Adjusted EBITDA and the Europe Plan Adjusted EBITDA performance goals were each later adjusted to account for our business in Spain. The following table provides a summary of the adjustments that were made to the 2024 CCOH Plan Adjusted EBITDA and the Europe Plan Adjusted EBITDA goals:

|                                                       |     | 2024 CCOH Plan Adjusted EBITDA ($M) |   |       |     | 2024 Europe Plan Adjusted EBITDA ($M) |   |       |
|:------------------------------------------------------|:----|:------------------------------------|:--|------:|:----|:--------------------------------------|:--|------:|
| Original Target Approved in the first quarter of 2024 |     |                                     | $ | 629.0 |     |                                       | $ | 108.1 |
| Addition of Spain                                     |     |                                     | $ |  16.7 |     |                                       | $ |  16.7 |
| Target used for Executive Bonus Calculations          |     |                                     | $ | 645.7 |     |                                       | $ | 124.7 |

Annual Incentive Plan Objectives and Results For 2024, the Annual Incentive Plan performance objectives were established by the Compensation Committee at the beginning of such year for both CCOH and the European division. The financial objectives for our NEOs reflect their roles as follows:

| • |     | The financial objectives for Messrs. Wells, Coleman and Dilger and Ms. Feldman were based on Clear Channel Outdoor (CCOH) Plan Adjusted EBITDA; |

| • |     | The financial objectives for Mr. Cochrane were based on Europe Plan Adjusted EBITDA. |

Mr. Wells 2024 Individual Performance Objectives:

| • |     | Deliver portfolio strategy and balance sheet enhancements; |

| • |     | Continue to drive CCOH’s technology transformation and CCOA digital transformation; |

| • |     | Improve CCOH and CCOA monetization; |

| • |     | Enhance CCOH and CCOA culture, including through improving employee engagement and communication; |

| • |     | Enhance investor relations; and |

| • |     | Drive outstanding execution, including through increasing CCOA’s digital footprint. |

Key Achievements: Mr. Wells continued to deliver on portfolio strategies by executing divesture and acquisition objectives (including, but not limited