GULFPORT ENERGY CORP

The Compensation Committee believes that executive compensation should be designed to deliver competitive pay when performance targets are achieved, and when business results exceed targets, executives should share in those rewards based on their efforts. If the Company does not achieve established performance goals, the executive team should receive pay that reflects that lower achievement. The Company delivered 2025 net production in line with expectations and operated within planned base capital expenditures expectations. The 2025 development program led to meaningful adjusted free cash flow generation, and after adjusting for cash flow utilized for attractive discretionary acreage acquisitions, the Company returned more than 100% of its remaining adjusted free cash flow to stockholders through common stock repurchases during 2025, all while maintaining a strong financial position with financial leverage below one times at year end. The Company’s accomplishments were realized by the investment community and Gulfport’s common stock appreciated over 12% during 2025, outperforming the 2025 compensation peer group average, which declined approximately 14%.

The majority of our current NEO’s total compensation is dependent on the successful achievement of Company results as measured by either achievement against short-term incentive plan metrics or stock price appreciation of the Company’s common stock resulting in NEO target total direct compensation that is influenced by pay-at-risk or variable compensation.