Company: GPOR
Filing Date: 2025-03-14
Form Type: PRE 14A
Source: 0001213900-25-024139
Chunk: 22

Company: GULFPORT ENERGY CORP
Filing Date: 2025-03-14
Form: PRE 14A
Chunk 22
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 natural gas process controllers with compressed air or other non -gas venting devices across our operations to reduce methane emissions • Employees completed over 2,600 hours of Health, Safety and Environmental training. • Over 200 service companies completed Contractor Orientation covering topics such as: • Gulfport’s Contractor expectations • Work Safe; • Stop Work; • JSA’s; • Incident Reporting; and • Spill Prevention • PPE requirements • Gulfport Drug/Alcohol/Weapons Policy • Business Conduct

| 2025 PROXY STATEMENT    27 |

| EXECUTIVE SUMMARY |

• Other Applicable OSHA Regulations • Hot Work Permits • Confined Space Permits • Lock Out Tag Out Requirements Social • Reduced our combined total recordable incident rate by 74% compared to 2021. •Consistent with our core values, strived to create an environment that prioritized attracting and recruiting highly qualified candidates with varied backgrounds and experiences. •Paid over $235million in royalties to local landowners and working interest owners. •Paid approximately $30million in production and other taxes across our asset base, helping to fund local economies. • Partnered with over 30 organizations that support Gulfport’s key focus areas in Oklahoma and Ohio through volunteering and monetary contributions. Corporate Governance • Governed by a seven-member Board, which includes five independent directors. • Active Audit, Compensation and NESG Committees ensure full and proper governance. • Current Board has over 40% of our directors identifying as gender or ethnically diverse. • Separated Chief Executive Officer and Chair roles while retaining Lead Independent Director. • Increased short-term compensation incentive ESG metrics to a 30% weighting.

| Key 2024 Executive Compensation Actions |

In consideration of our long -termstrategy and stockholder feedback following a robust program of engagement (see “Stockholder Engagement and Annual Say -on-PayAdvisory Vote” below), the Company took the following actions in 2024: •Continued to use absolute and relative TSR and time -basedvesting in equity plan grants to maximize the link between performance -basedpay of our executives and shareholder value over time. •Established annual performance bonus opportunities and long -termequity award targets to closely align our NEOs’ financial interests with those of our stockholders and to continue to link a larger portion of NEOs’ compensation to the performance of our stock and operational performance. •Selected metrics in our annual incentive plantied to the financial health of the Company and specific and quantifiable health, safety and environmental