Company: ATRA
Filing Date: 2025-04-28
Form Type: DEF 14A
Source: 0000950170-25-059322
Chunk: 43

Company: Atara Biotherapeutics, Inc.
Filing Date: 2025-04-28
Form: DEF 14A
Chunk 43
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 our Say-on-Pay proposal, the Human Capital Committee did not make any changes to our executive compensation program in response to the 2024 Say-on-Pay vote.

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Compensation Philosophy and Objectives

Our philosophy in setting compensation policies for executive officers has two primary objectives: (i) to attract and retain talented and skilled executives by paying for performance; and (ii) to align compensation of our executives with the interests of our stockholders through an appropriate mix of short-term and long-term compensation. Our Human Capital Committee believes that executive compensation should be directly linked to corporate performance and longer-term stockholder value and our executive compensation program is designed to appropriately balance and link executive compensation to both continuous and longer-term improvement in corporate performance.

Our compensation program is designed to be consistently and meaningfully focused on pay-for-performance principles, and historically payouts under our annual incentive plans have been both above and below target to reflect Company performance in that year. In determining compensation for executive officers, the Human Capital Committee considers multiple factors, including peer group survey data, tenure, role, responsibilities, performance and local competitive market practices and trends. Our Human Capital Committee focuses on the following principles to guide decisions regarding executive compensation:

Competitive Total Compensation Package . We strive to offer a market-competitive compensation package that enables us to attract and retain highly qualified and high-performing executives. To provide competitive total compensation levels, our Human Capital Committee, in consultation with independent advisors and senior management, reviews the compensation policies and practices of our peer companies. The Human Capital Committee, with the assistance of an independent compensation consultant, also reviews the composition of the peer group to evaluate whether the peer group continues to reflect comparable companies as our Company grows and evolves over time.

Pay-for-Performance . We structure our executive compensation program to reflect individual performance as well as achievement of our annual corporate goals and longer-term business strategies and objectives. We strive to achieve this balance by linking short-term and long-term cash and equity incentives to the achievement of corporate and individual performance goals and objectives.

Alignment with Stockholders . We use equity-based awards to align executive incentives with the creation of stockholder value.

Internal Parity, Flexibility and Simplicity . To the extent practicable, we design our compensation program to achieve the following: (i) internal parity for similarly situated executives within the Company; (ii) flexibility that allows us to adapt to rapid changes in the competitive environment for executives in the biotechnology industry; and (iii) simplicity in design that allows for clear and