Company: LBTYK
Filing Date: 2025-04-09
Form Type: DEF 14A
Source: 0001193125-25-076819
Chunk: 31

Company: Liberty Global Ltd.
Filing Date: 2025-04-09
Form: DEF 14A
Chunk 31
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 At the 2023 annual general meeting, shareholders representing a majority of our shares entitled to vote and present at such meeting approved, on an advisory basis, the compensation of our NEOs, as disclosed in the proxy statement for such meeting. As a result of that vote, the compensation committee did not implement significant changes to the overall executive compensation program other than to add Performance Share Units (PSUs) as a new performance-based equity award. Such PSUs are measured against the multi-year relative total shareholder return of the company versus a substantial pool of peer companies.

From time to time, the compensation committee engages third-party consultants directly on an to assist it in evaluating proposed changes in compensation programs or levels of compensation, as well as to obtain comparative compensation data. In 2024, the compensation committee engaged The Croner Company to provide advice and support on a variety of topics, including, among others, updating the company’s peer group for

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executive compensation. With respect to comparators and peers, given the multinational nature of its business, but taking into account the company’s Nasdaq listing, the compensation committee evaluates compensation based upon U.S., U.K. and continental European comparators and peers. For example, benefits are generally based upon the prevailing practice in the country in which the executive lives and works. The compensation committee does not specifically target compensation levels at any particular percentile of a comparator group. Compensation Philosophy and Goals The compensation committee has three primary objectives with respect to executive compensation—motivation, retention and value creation for our shareholders.

| ✓ |     | Motivate our executives to maximize their contributions to benefit the company |

| ◾ |     | Establish a mix of financial, non-financial and operational performance objectives based on our annual budgets and, where appropriate, our medium-term outlook to balance short- and long-term goals and risks |

| ◾ |     | Establish individual performance objectives, tailored to each executive’s role and responsibilities in our company |

| ◾ |     | Reward executives for achievement of committee-established objectives |

| ◾ |     | Inspire growth leadership, balanced against risk management |

| ✓ |     | Attract and retain top caliber employees |

| ◾ |     | Offer compensation that our compensation committee believes is competitive with the compensation paid to similarly situated executives of companies with which we compete for talent |

| ◾ |     | Utilize multi-year vesting and forfeiture provisions with our equity awards to encourage retention |

| ✓ |     | Align our executives’ interests with