Company: HPP
Filing Date: 2025-04-23
Form Type: DEF 14A
Source: 0001104659-25-038079
Chunk: 58

Company: Hudson Pacific Properties, Inc.
Filing Date: 2025-04-23
Form: DEF 14A
Chunk 58
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PERTIES, INC. 
 Proxy Statement  |  2025        | ​ | ​ |     | ​ |

Accordingly, we have implemented a pay-for-performance compensation structure that includes the following key elements for 2024: KEY COMPENSATION PRACTICES The following highlights several key principles of our executive compensation program. We believe these practices reflect strong governance and serve the interests of our stockholders. • Majority of executive compensation is at-risk, performance-based and tied to the achievement of financial and operational goals and stock price performance • Appropriate balance between short-term and long-term incentive measures • Formulaic cash bonus program based on a majority of objective corporate factors • Performance awards include rigorous stock price hurdles designed to reward long-term performance • Mandatory post-vest holding period of 3 years for our time-based equity awards and 2 years for any earned Performance Unit awards • Transparency with our stockholders on our compensation program, decisions and practices • Anti-hedging and anti-pledging policies • Clawback policy that applies to our executive officers and requires our recoupment of erroneously-paid compensation in the event of a financial restatement • Significant share ownership requirements, including 10x base salary for the CEO and 3x base salary for other NEOs • Engagement of an independent compensation consultant to advise the Compensation Committee on executive compensation matters 43

TABLE OF CONTENTS

| ​ | HUDSON PACIFIC PROPERTIES, INC. 
 Proxy Statement  |  2025        | ​ | ​ |     | ​ |

PAY MIX The Compensation Committee is guided by the following principles in determining an appropriate compensation mix: • Fixed cash compensation should represent the smallest component of executive officer compensation; • The majority of executive officer compensation should be variable and heavily dependent upon the achievement of rigorous and objective performance requirements; and • The majority of executive officer compensation should be in the form of equity-based incentives that provide direct alignment with our stockholders. Although the Compensation Committee does not target any particular peer group percentile when determining an appropriate compensation mix, the overall compensation structure should provide competitive compensation opportunities that will result in overall compensation at the higher-end of the peer range and that is attractive relative to compensation available at successful competitors if our performance exceeds expectations. Conversely, if the Company’s performance is below expectations and peer levels, it will result in overall compensation that is at the low end of the peer range and is less than those amounts paid at more successful competitors. For 2024 performance, the total target direct compensation opportunity was