TALOS ENERGY INC.
For the period ended May 29, 2025. Filed Apr 18, 2025.
View on SEC.govAbout this filing
What shareholders are asked to vote on at a company's meeting. It is where to find what directors and top executives are paid, and who owns the most shares.
May 29, 2025 · Filed Apr 18, 2025
TALO$14.84+1.1%Stored close · as of Nov 6, 2026
Contents
Program Design: Aligned with Business and Talent Strategy
Our primary objectives for NEO compensation are:
| • | Attracting and retaining executive talent to execute our business strategy, with a premium on offshore deepwater exploration and production experience; |
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| • | Motivating executives to deliver strong performance on key financial, operational, safety, and environmental performance objectives that support our business strategy; and |
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| • | Aligning the interests of our executives directly with those of our stockholders to increase long-term shareholder value. |
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To accomplish these objectives, and to reflect the complexities of our differentiated position among independent exploration and production companies, our program includes:
| • | Competitive pay opportunities: NEO total compensation is positioned to compare favorably with executives within our peer group, particularly those companies with which we most directly compete for talent. |
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| • | Annual incentive compensation linked to key objectives: Our annual incentive plan design includes a blend of financial, operational, safety and emissions intended to provide a balanced view of performance that accounts for, but is not overly influenced by, commodity prices – rewarding management’s ability to run the business in a safe, efficient, fiscally responsible, and environmentally sound manner that supports resiliency and positions us to create value for stockholders within a wide range of commodity prices. |
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| • | Emphasis on equity compensation and shareholder returns: Equity-based compensation comprises the largest component of executive compensation; grants of performance units reward management for outstanding relative and absolute total shareholder return performance, while time-based restricted shares and multi-year vesting promote retention, a longer-term perspective, and an ownership culture that is aligned with the best interests of our stockholders. |
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| • | Sound governance practices: Shareholder alignment is further supported by our compensation program governance, including robust share ownership guidelines for executives, a compensation “clawback” policy, double-trigger equity vesting in a change-in-control, and prohibitions on hedging and tax gross-ups. |
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