Company: SABR
Filing Date: 2025-03-13
Form Type: DEF 14A
Source: 0001193125-25-053907
Chunk: 41

Company: Sabre Corp
Filing Date: 2025-03-13
Form: DEF 14A
Chunk 41
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 Omnibus Plan, 2024 Director Plan, 2023 Omnibus Plan, 2022 Director Plan, 2021 Omnibus Plan, 2019 Omnibus Plan, 2019 Director Plan, 2016 Omnibus Plan, and 2014 Omnibus Plan. Also includes 36,200,877 restricted share units under our 2024 Omnibus Plan, 2023 Omnibus Plan, 2021 Omnibus Plan, 2019 Omnibus Plan, 2016 Omnibus Plan, and 2014 Omnibus Plan (including shares that may be issued pursuant to outstanding performance-based restricted share units, assuming the target award is met; actual shares may vary, depending on actual performance). |

| (b) | Excludes restricted stock unit awards, which do not have an exercise price. |

| (c) | Excludes securities reflected in column (a). |

| 48 |     | | |     | Sabre Corporation 2025 Proxy Statement |

| PROPOSAL 4: ADVISORY, NON-BINDING VOTE ON THE COMPENSATION OF OUR NAMED EXECUTIVE OFFICERS |

PROPOSAL 4: ADVISORY, NON-BINDINGVOTE ON THE COMPENSATION OF OUR NAMED EXECUTIVE OFFICERS In “Compensation Discussion and Analysis” and the executive compensation tables following that section, we describe in detail our executive compensation program, including its objectives, policies and components. As discussed in Compensation Discussion and Analysis, the Compensation Committee seeks to observe the following principles:

| • |     | Retain and attract top-caliber executive officers. Executive officers should have base salaries and employee benefits that are market competitive and that permit us to hire and retain high-caliber individuals at all levels. |

| • |     | Pay for performance. A significant portion of the target total direct compensation opportunities of our executive officers should be tied to annual and long-term business performance and each individual’s contribution to that performance, while the level of “at-risk” compensation should increase as the scope of the executive officer’s responsibility increases. |

| • |     | Reward long-term growth and profitability. Executive officers should be rewarded for achieving long-term results, and these rewards should be aligned with the interests of our stockholders. |

| • |     | Align compensation with stockholder interests. The interests of our executive officers should be linked with those of our stockholders through the risks and rewards of the ownership of shares of our common stock. |

| •