Company: SSUP
Filing Date: 2025-04-03
Form Type: DEF 14A
Source: 0001140361-25-012052
Chunk: 46

Company: SUPERIOR INDUSTRIES INTERNATIONAL INC
Filing Date: 2025-04-03
Form: DEF 14A
Chunk 46
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 of executive officers with those of stockholders by providing appropriate long-term, equity-based incentives and retention awards |

| • | Attract, retain and motivate a highly qualified executive leadership team |

| • | Focus our leadership team on increasing profitability and stockholder value |

| • | Motivate our leadership team to execute our long-term growth strategy while delivering consistently strong financial results |

| • | Emphasize a pay-for-performance culture by linking incentive compensation to short- and long-term performance goals |

| • | Offer a total compensation program that is flexible to adapt to evolving regulatory requirements and changing economic and social conditions; and |

| • | Consider the compensation practices of our peer companies identified based on an objective set of criteria |

To help achieve these goals, we believe compensation for executive officers should include the following components:

| • | Base salary |

| • | Annual performance-based cash incentives |

| • | Long-term performance-based and time-based equity incentives |

| • | Severance and change-of-control termination benefits; and |

| • | Competitive health and welfare benefits. |

Compensation Risk Oversight The Human Capital and Compensation Committee’s annual review and approval of our compensation philosophy and strategy includes the review of compensation-related risk management. The Human Capital and Compensation Committee believes that the following risk oversight and compensation design features described in greater detail elsewhere herein safeguard against excessive risk taking:

| • | Executive annual incentive payouts are based on financial performance metrics that drive stockholder value and payouts are capped; |

| • | Equity awards for executive officers are based on total shareholder return and all equity awards have vesting requirements that align employees’ interests with stockholders’ interests; and |

| • | Superior maintains stock ownership guidelines as well as clawback provisions to further align executive and stockholder interests, mitigate risk and promote oversight. |

Methodology for Establishing Compensation In designing and administering the NEO compensation programs, the Human Capital and Compensation Committee attempts to strike a balance among a variety of compensation elements, which are discussed in more detail below. The Human Capital and Compensation Committee generally considers the pay practices of comparable companies to determine the appropriate pay mix and compensation levels, as well as Superior’s own specific short and long-term strategic objectives. The following section describes the various methods the Human Capital and Compensation Committee uses in its design, administration and oversight of the compensation programs for the NEOs. The Human Capital and Compensation Committee has direct responsibility for making recommendations to the independent members of the Board regarding the approval, amendment or termination of Superior’s executive compensation plans and programs, and the annual compensation of our President