Company: BLCO
Filing Date: 2025-04-10
Form Type: DEF 14A
Source: 0001140361-25-013244
Chunk: 41

Company: Bausch & Lomb Corp
Filing Date: 2025-04-10
Form: DEF 14A
Chunk 41
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 Acquired IPR&D is a non-GAAP measure. Please see Appendix B for additional information and a reconciliation of non-GAAP financial measures to the most comparable GAAP financial measures. |

| (2) | In determining the achievement of the 2024 Financial Targets and final funding for purposes of the 2024 AIP, our Talent and Compensation Committee reviewed and approved certain modifications to the previously reported results for FY 2024 Adjusted EBITDA excluding Acquired IPR&D (non-GAAP) and FY 2024 Revenues metrics for purposes of the 2024 AIP relating to certain external factors outside of management’s control (e.g., foreign exchange). As a result, there was an adjustment of $13 million to the Adjusted EBITDA excluding Acquired IPR&D (non-GAAP) metric under the 2024 AIP and an adjustment of $34 million to the Revenues metric under the 2024 AIP. Accordingly, the above stated actual results for these metrics utilized under our 2024 AIP are different than the Adjusted EBITDA excluding Acquired IPR&D (non-GAAP) and Revenues measures used by us for other purposes, including as described on page37or otherwise used in our Annual Report and our earnings materials, as applicable. For 2024, our Net Loss Attributable to Bausch + Lomb was ($317) million, our Adjusted EBITDA excluding Acquired IPR&D (non-GAAP) was $878 million and our Revenues were $4.791 billion, in each case which resulted in an increase to the total funding to our NEOs under the 2024 AIP. |

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TABLE OF CONTENTS

Based on the foregoing results, our Talent and Compensation Committee certified that the total funding under the 2024 AIP, based on the Company’s Adjusted EBITDA (non-GAAP) and Revenues, was 107%. 2024 Individual Strategic Priorities At the beginning of 2024, individual strategic priorities were established for each NEO, including the CEO. In addition to driving Revenue and EBITDA results for each Business Unit and the Company as a whole, these strategic priorities were specifically focused on three to five key initiatives for each NEO. These initiatives were selected for their potential to drive the greatest near-term impact within each NEO’s area of responsibility in order to deliver long-term growth. Following the completion of the year, in early 2025, each NEO prepared a