Company: CVLT
Filing Date: 2025-06-25
Form Type: DEF 14A
Source: 0001169561-25-000059
Chunk: 22

Company: COMMVAULT SYSTEMS INC
Filing Date: 2025-06-25
Form: DEF 14A
Chunk 22
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 CEO Pay Ratio                                                         |     | 47 |
| PayVersus Performance                                                 |     | 48 |

#### 28COMMVAULT SYSTEMS, INC. |2025 PROXY STATEMENT
Table of Contents

| CD&A  |EXECUTIVE SUMMARY |

#### Executive Summary
We believe the skill, talent, judgment, and dedication of our executive officers are critical to Commvault’s long-term value. Therefore, our objective in setting compensation policies for our NEOs is to align pay with performance, while at the same time providing fair, reasonable, and competitive compensation that will allow us to attract, retain, and reward superior executive talent. The TMCC strongly believes that executive compensation should align our executive officers’ interests with those of our stockholders by rewarding achievement of specific annual, long-term, and strategic company goals, with the ultimate objective of enhancing long-term stockholder value.

#### FISCAL 2025 COMPENSATION HIGHLIGHTS
Our fiscal 2025 compensation plans and payouts for our NEOs reflects our overarching philosophy of pay-for-performance. Highlights of our executive compensation program include:

• Competitive Base Salary : Base salaries are set to be competitive within our industry and are important in attracting and retaining talented executives.

• Challenging Annual Incentive : In fiscal 2025, our TMCC approved target annual incentives based on achievement of annual revenue and non-GAAP EBIT goals for Messrs. Mirchandani and Merrill and Ms. DiRico. Based on our performance during the year, our NEOs earned annual incentives equal to 200% of their target for the year.

• Long-term Incentive Awards : We believe that stock awards with multi-year vesting are an effective tool for motivating our NEOs to drive long-term stockholder value. During fiscal 2025, 60% of the target value of equity granted to our NEOs was awarded in the form of performance-based equity. These grants included a mix of PSUs tied to one, two and three-year goals as well as relative and absolute performance measurement.

#### Compensation Philosophy and Objectives
As a technology company, we operate in an extremely competitive and rapidly changing industry. When setting compensation policies for our executive officers, the TMCC strives to align pay with performance; to provide fair, reasonable, and competitive compensation that will allow us to attract, retain, and reward superior executive talent; and to align our executive officers’ interests with those of our stockholders by rewarding achievement of specific annual, long-term, and strategic goals. To