| --- |
| title: "House Oversight: Estate Documents (Nov 12) (HOUSE_OVERSIGHT_024330)" |
| source: "House Oversight: Estate Documents (Nov 12)" |
| sourceUrl: "https://www.justice.gov/epstein" |
| date: "2026-01-01" |
| category: "House Oversight" |
| eftaNumber: "HOUSE_OVERSIGHT_024330" |
| ocrPages: 1 |
| ocrChars: 2397 |
| ocrElapsed: 0.0 |
| parseTier: "external-legacy" |
| engine: "engine undisclosed (ep-nov-12.greg.technology mirror)" |
| externalSource: "greg-ep-nov-12" |
| externalLicense: "not granted" |
| externalCredit: "ep-nov-12.greg.technology" |
| externalUrl: "https://ep-nov-12.greg.technology" |
| --- |
| |
| Table of Contents |
| WHAT WE DO |
| A significant portion of compensation is "at risk" and tied to long-term |
| company performance |
| • Annual incentive plan metrics are solely based on company performance; |
| awards are determined based on pre-established targets |
| Market-based executive compensation levels are reviewed by |
| Compensation and Nominating Committee annually |
| • Performance-measured incentive awards are subject to a compensation |
| recoupment policy |
| • Executives are prohibited from hedging |
| • An independent compensation consultant is retained to evaluate our |
| executive compensation and make recommendations |
| WHAT WE DO NOT DO |
| No discretionary or guaranteed incentives payments |
| No new or legacy exercise-tax gross-up provisions |
| No option repricing without stockholder consent |
| We believe that we have designed executive compensation plans that effectively support our strategic and financial goals, create a culture of |
| teamwork, and are directly tied to the performance of the company and shareholder outcomes. We will continue to utilize rigorous governance processes to |
| monitor and evaluate the compensation programs as well as implement best practices in compensation governance. We welcome shareholder feedback on |
| our programs. |
| COMPENSATION OBJECTIVES AND PRINCIPLES |
| Carvana seeks to create and maintain a culture of teamwork and high performance. Our executive compensation programs are one of the tools |
| we utilize to accomplish this objective. Philosophically, we aim to treat our executives fairly when considering: |
| • the complexity of their jobs, |
| • the market for their executive talent, |
| • their individual performance, |
| • the financial and strategic performance of the company, and |
| • the need to retain the executives. |
| Within that framework, it is critical that we meet our objectives to: |
| • attract and retain the best executive talent to support our growth, |
| • align the interests of our executives with those of our shareholders, and |
| • provide incentives that are linked directly to our long- and short-term strategy. |
| We set very challenging goals as our incentive compensation metrics and we expect that our executives will in aggregate be paid approximately |
| at the median for achieving those goals through the plans outlined in this CD&A. As evidenced by our track record of growth and strategic progress, our |
| approach to executive compensation has been effective. |
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| HOUSE_OVERSIGHT_024330 |
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