Company: CNDT
Filing Date: 2025-04-08
Form Type: DEF 14A
Source: 0001677703-25-000062
Chunk: 38

Company: CONDUENT Inc
Filing Date: 2025-04-08
Form: DEF 14A
Chunk 38
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50% of the grant, vesting over a three-year period. The 2022 PRSUs were tied to our share price appreciation (“ 2022 PRSU—Share Hurdle ”) with a relative Total Shareholder Return (“ rTSR ”) modifier of up to plus or minus 5%, based on Conduent’s total shareholder return relative to our August 2021-2022 compensation peers.

As of December 31, 2024 (the end of the performance period), the 2022 PRSU—Share Hurdle awards were not earned as none of the share hurdles were met by the final vest date of December 31, 2024. All related awards were therefore forfeited.

Advisory Say on Pay Vote and Shareholder Engagement

Our executive compensation is subject to an annual advisory vote of shareholders at our Annual Meeting. The Compensation Committee considers the outcome of Say on Pay votes when making compensation decisions for our named executive officers. At the 2024 Annual Meeting of Shareholders, 96.41% of shares voted were in favor of our executive compensation program, demonstrating strong shareholder support. Our Board and the Compensation Committee greatly value the benefits of maintaining a dialogue with our shareholders and understanding their views. Our management team established and participated in various shareholder engagement activities in 2024. Our investor relations function proactively engages with our shareholders to provide updates on the performance of the Company and solicit feedback on various topics.

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#### Executive Compensation Program

#### Compensation Philosophy
Our executive compensation program is designed to attract, motivate, reward and retain top talent necessary to drive our business strategy and create shareholder value. Our programs are designed to follow these principles:

• provide competitive compensation to attract and retain executives critical to our long-term success;

• align executive and shareholder interests using both short-term and long-term financial and strategic objectives that build a sustainable company;

• recognize and reward collective accountability and individual contribution to drive enterprise results;

• instill high standards of corporate governance and best practices; and

• mitigate excess risk taking and/or behavior that is inconsistent with the Company’s strategic plans and high ethical standards.

#### Checklist of Compensation Practices
| What We Do |     |                                                                                                                                                                                                                                            |     | What We Don’t Do |     |                                                                                                      |
| ✓          |     | Deliver a significant portion of compensation through long-term incentives tied directly to shareholder value creation.                                                                                                                    |     | X                |     | Permit re-pricing of underwater stock options or springloading