Company: DTK
Filing Date: 2025-03-13
Form Type: DEF 14A
Source: 0000936340-25-000081
Chunk: 43

Company: DTE ENERGY CO
Filing Date: 2025-03-13
Form: DEF 14A
Chunk 43
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 The Board and management have identified several priority areas that management and the Board discuss regularly when reviewing Company performance. Our performance measures for annual incentive awards are the measurements that the Board uses to track progress in these key priority areas. Achievement of these performance objectives is a critical measure of the Company’s progress towards its goal of becoming best in the world and best for the world. This compensation is not reflected in customer rates. |
| Annual Incentive Awards  |     |                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           |

|                            |     | Used to align executive actions with long-term management and shareholder objectives, providing rewards consistent with the creation of shareholder value.                      
 Our plan is designed to help retain executives over time and ensure they have a strong sense of ownership in the Company. This compensation is not reflected in customer rates. |
| Long-Term Incentive Awards |     |                                                                                                                                                                                 |

#### DTE ENERGY2025 PROXY STATEMENT37

#### What We Do and What We Don’t Do
Our compensation programs are competitive and well-governed. We adopt best practices that make sense for our company and industry and avoid pay practices that are inconsistent with our pay-for-performance structure.

| What we DO: |

■ We use multiple performance measures in our short-term and long-term plans that link compensation to our corporate objectives to be best in the world and best for the world

■ We make the majority of compensation for our Chief Executive Officer “at risk” to further tie compensation to performance and shareholder interests

■ Our O&C Committee is comprised of all independent directors and our compensation consultant is independent

■ We adopted a clawback policy to enable the Company to recover incentive compensation in the event of a material financial restatement

■ We require executives and directors to meet robust stock ownership requirements

■ We review and update our peer groups and benchmarking on a regular basis to make sure our compensation remains competitive and near the median of the peer group

■ We engage with shareholders to seek input about our compensation practices and policies

| What we DON'T DO: |

■ No single-trigger change-in-control payments

■ No excessive perquisites

■ No tax gross-ups on change-in-control agreements

■ No guaranteed bonuses

■ No pledging, hedging or short sales of Company securities for officers or directors

■ No stock option grants since 2010

■ No repricing of existing stock options

■ No “excessive” golden parachute payments in any of our change-in-control arrangements

#### Priorities Alignment
The Company’s compensation programs are designed