DEF 14A of Archrock, Inc., Mar 17, 2026

DEF 14A of Archrock, Inc.

Filed Mar 17, 2026 · FY20250001104659-26-029581

Open on EDGAR

  1. EXECUTIVE COMPENSATION

    | ✓ ✓ ✓ ✓ ✓ | ✓ ✓ ✓ ✓ | | ✓ Annual review and consideration of our peer group ✓ Three-year performance periods for long-term incentive awards ✓ Three-year equity vesting ✓ Separate performance measures for short-term and long-term incentives ✓ Caps on performance-based compensation ✓ Regular review of burn rate and dilution associated with long-term incentives | ✓ Extremely limited perquisites – only an annual executive physical ✓ Double trigger change of control agreements ✓ Performance-based compensation clawback policy ✓ Annual incentive program includes sustainability metrics, including safety ✓ Beginning in 2025, long-term incentive awards are split equally between time- and performance-based awards |

  2. OVERVIEW OF 2026 DIRECTOR NOMINEES

    OVERVIEW OF 2026 DIRECTOR NOMINEES

  3. OVERVIEW OF 2026 DIRECTOR NOMINEES

    | | |

  4. NOMINEES FOR DIRECTOR

    NOMINEES FOR DIRECTOR The following biographical information is furnished with respect to each director nominee, together with a discussion of each nominee’s experience, qualifications and attributes or skills that were considered in their nomination to the Board.

  5. NOMINEES FOR DIRECTOR

    | | ANNE-MARIE N. AINSWORTH Age 69 Independent Director since April 2015 Chair, Governance and Sustainability Committee Member, Audit Committee | Qualifications ● Extensive leadership experience in the oil and gas industry ● Familiarity with governance issues, having served as chief executive officer of both public and private energy companies ● Experience operating a portfolio of energy assets including direct responsibility for safety |

  6. NOMINEES FOR DIRECTOR

    Career Highlights

  7. NOMINEES FOR DIRECTOR

    | ● | President, Chief Executive Officer and director of the general partner of Oiltanking Partners, L.P. (a provider of terminal, storage and transportation services to the crude oil, refined petroleum and liquefied petroleum gas industries) and President and Chief Executive Officer of Oiltanking Holding Americas, Inc. from 2012 to 2014 |

  8. NOMINEES FOR DIRECTOR

    | ● | Senior Vice President, Refining of Sunoco, Inc. (a petroleum and petrochemical manufacturer) from 2009 to 2012 |

  9. NOMINEES FOR DIRECTOR

    | ● | General Manager of the Motiva Enterprises, LLC, refinery in Norco, Louisiana from 2006 to 2009 |

  10. NOMINEES FOR DIRECTOR

    | ● | Director, Management Systems and Process Safety at Shell Oil Products U.S. from 2003 to 2006, and Vice President of Technical Assurance at Shell Deer Park Refining Company from 2000 to 2003 |

  11. NOMINEES FOR DIRECTOR

    Board Service

  12. NOMINEES FOR DIRECTOR

    | ● | Director, member of the governance, nominating and corporate social responsibility committee as well as the safety, environment and operational excellence committee of Pembina Pipeline Corporation (a Canadian oil and gas pipeline company) |

  13. NOMINEES FOR DIRECTOR

    | ● | Director and member of the audit committee and Chair of the ESG and nominating committee of Kirby Corporation (an operator of inland and offshore tank barge fleets in the U.S. and provider of diesel engine services) |

  14. NOMINEES FOR DIRECTOR

    | ● | Director, chair of the environmental, health, safety and public policy committee and member of the finance committee of HF Sinclair Corp. (an independent petroleum refiner in the U.S.) |

  15. NOMINEES FOR DIRECTOR

    | ● | Former director of Seventy Seven Energy Inc. from 2014 to 2015 |

  16. NOMINEES FOR DIRECTOR

    Education

  17. NOMINEES FOR DIRECTOR

    | ● | BS, Chemical Engineering, cum laude, University of Toledo |

  18. NOMINEES FOR DIRECTOR

    | ● | MBA, Rice University, where she also served as an Adjunct Professor from 2000 to 2009 |

  19. NOMINEES FOR DIRECTOR

    | ● | Graduate, Institute of Corporate Directors Education Program, Rotman School of Management, University of Calgary, with ICD.D designation |

  20. NOMINEES FOR DIRECTOR

    | | D. BRADLEY CHILDERS Age 61 President and Chief Executive Officer, Archrock Non-Independent Director since April 2013 | Qualifications ● Intimate knowledge of our strategy, operations and markets ● Deep understanding of operational opportunities and challenges acquired through prior operating roles ● Business judgment, management experience and leadership skills that are highly valuable in assessing our business strategies and accompanying risks |

  21. NOMINEES FOR DIRECTOR

    | ● | President and Chief Executive Officer since 2011, Senior Vice President from 2007 to 2011, as well as various senior management roles with Exterran Energy Solutions, L.P., a predecessor subsidiary, from 2008 to 2011, and with Universal Compression Holdings, Inc. (“UCI”), a predecessor company from 2002 to 2007 |

  22. NOMINEES FOR DIRECTOR

    | ● | President, Chief Executive Officer and Chairman of the Board of Archrock GP LLC, the managing general partner of Archrock Partners, L.P., a master limited partnership in which we owned an equity interest (the “Partnership”) from 2011 until the Partnership’s merger into a wholly owned subsidiary of Archrock, Inc. in 2018 (the “Partnership Merger”) |

  23. NOMINEES FOR DIRECTOR

    | ● | Various roles with Occidental Petroleum Corporation (an international oil and gas exploration and production company) and its subsidiaries from 1994 to 2002 |

  24. NOMINEES FOR DIRECTOR

    Board Service

  25. NOMINEES FOR DIRECTOR

    | ● | Director of Yellowstone Academy (a non-profit private school) since 2014 |

  26. NOMINEES FOR DIRECTOR

    | ● | Former Chairman of the Board of the Partnership from 2008 until the Partnership Merger in 2018 |

  27. NOMINEES FOR DIRECTOR

    Education

  28. NOMINEES FOR DIRECTOR

    | ● | BA, Claremont McKenna College |

  29. NOMINEES FOR DIRECTOR

    | ● | JD, University of Southern California |

  30. NOMINEES FOR DIRECTOR

    | | GORDON T. HALL Age 66 Independent Director since March 2002 Member, Audit and Compensation Committees | Qualifications ● Thorough understanding of our operational and strategic opportunities and challenges ● Experience as a research analyst covering oil field services companies provides a broad-based understanding of the industry, as well as mergers, acquisitions and capital markets transactions ● Extensive energy company board service |

  31. NOMINEES FOR DIRECTOR

    | ● | Independent Chairman of the Board since November 2015, having served as Vice Chairman and Lead Independent Director from 2013 to 2015 |

  32. NOMINEES FOR DIRECTOR

    | ● | Chairman of the Board of Exterran Holdings, Inc. from 2007 to 2013 and Chairman of the Board of Hanover Compressor from 2005 to 2007 (both predecessor companies) |

  33. NOMINEES FOR DIRECTOR

    | ● | Retired as Managing Director, Senior Oil Field Services Analyst and Co-Head of the Global Energy Group, Credit Suisse (an investment banking firm) in 2002 after 15 years with the firm |

  34. NOMINEES FOR DIRECTOR

    | ● | Former non-executive treasurer of Gordon College from 2019 to 2023; professor in the Master of Science in Financial Analysis Program from 2018 to 2020; and interim Chief Financial Officer in 2018 |

  35. NOMINEES FOR DIRECTOR

    Board Service

  36. NOMINEES FOR DIRECTOR

    | ● | Former member of the board of trustees, member of the executive board of trustees and chairman of the finance committee of Gordon College, from 2019 to 2024 |

  37. NOMINEES FOR DIRECTOR

    | ● | Former director of Noble Corporation from 2010 to 2021, of Weatherford International plc from 2019 (upon emergence from Weatherford’s Chapter 11 reorganization) to 2020, of Select Energy Services from 2012 to 2015, of Grant Prideco, Inc. from 2007 until its acquisition by National Oilwell Varco, Inc. in 2008 and of Hydril Company from 2002 until its merger with Tenaris S.A. in 2007 |

  38. NOMINEES FOR DIRECTOR

    Education

  39. NOMINEES FOR DIRECTOR

    | ● | BBA, Mathematics, Gordon College |

  40. NOMINEES FOR DIRECTOR

    | ● | SM, M.I.T. Sloan School of Management |

  41. NOMINEES FOR DIRECTOR

    | | FRANCES POWELL HAWES Age 71 Independent Director since April 2015 Chair, Audit Committee Member, Governance and Sustainability Committee | Qualifications ● Over 20 years of service as a financial advisor and CFO for both private and public companies resulting in financial expertise, business knowledge and leadership experience ● Extensive understanding of the audit function and risk management ● Financial consulting and advisory experience ● National Association of Corporate Directors Cyber Risk Oversight Certificate |

  42. NOMINEES FOR DIRECTOR

    | ● | Numerous senior financial positions, including Chief Financial Officer of New Process Steel, L.P. (a privately held steel distribution company), American Electric Technologies (a publicly traded provider of power delivery solutions), NCI Building Systems, Inc. (a publicly traded firm providing engineered building solutions) and Grant Prideco (a manufacturer of engineered tubular products for the energy industry), from 2000 to 2013 |

  43. NOMINEES FOR DIRECTOR

    | ● | Chief Accounting Officer of Weatherford International Ltd. (a multinational oil field service company) after serving in roles of increasing responsibility until 2000 |

  44. NOMINEES FOR DIRECTOR

    Board Service

  45. NOMINEES FOR DIRECTOR

    | ● | Director and treasurer of Memorial Assistance Ministries (a non-profit focused on basic needs in the Houston area) since 2024 |

  46. NOMINEES FOR DIRECTOR

    | ● | Former director, chair of the audit committee and member of the nominating, corporate governance, environmental and social committee of Vital Energy from 2018 to its December 2025 acquisition by Crescent Energy |

  47. NOMINEES FOR DIRECTOR

    | ● | Former director and audit committee member of PGT Innovations, Inc. (a manufacturer of premium windows and doors) from 2019 to 2024 |

  48. NOMINEES FOR DIRECTOR

    | ● | Former director of Energen Corporation from 2013 to 2018 and of Express Energy Services from 2011 to 2014 |

  49. NOMINEES FOR DIRECTOR

    | ● | Former director and former president of Financial Executives International, Houston Chapter |

  50. NOMINEES FOR DIRECTOR

    Education

  51. NOMINEES FOR DIRECTOR

    | ● | BBA, Accounting, University of Houston |

  52. NOMINEES FOR DIRECTOR

    | ● | Certified Public Accountant |

  53. NOMINEES FOR DIRECTOR

    | ● | NACD Cyber Risk Oversight Certification |

  54. NOMINEES FOR DIRECTOR

    | | J.W.G. “WILL” HONEYBOURNE Age 74 Independent Director since April 2006 Member, Compensation and Governance and Sustainability Committees | Qualifications ● Thorough understanding of the challenges and opportunities of markets and financing through energy company board service for both publicly listed and privately held companies, and as managing director of a private equity firm focused on the energy industry ● Executive and operations leadership experience with oilfield services companies ● Petroleum engineering experience in the commercialization of technical services and prior service on energy sector technology company boards |

  55. NOMINEES FOR DIRECTOR

    | ● | Partner Emeritus at First Reserve, a private equity firm he joined as Managing Director in 1999; serves on the firm’s Investment Committee, which is responsible for the investment program supervision including strategy, risk management and capital allocation |

  56. NOMINEES FOR DIRECTOR

    | ● | Senior Vice President of Western Atlas International (a seismic and wireline logging company) from 1996 to 1998 |

  57. NOMINEES FOR DIRECTOR

    | ● | President and Chief Executive Officer of Alberta-based Computalog from 1993 to 1995 |

  58. NOMINEES FOR DIRECTOR

    | ● | Earlier career with Baker Hughes, included positions as Vice President and General Manager at INTEQ and President of EXLOG |

  59. NOMINEES FOR DIRECTOR

    | ● | Member of the Society of Petroleum Engineers and the Society of Exploration Geophysicists |

  60. NOMINEES FOR DIRECTOR

    Board Service

  61. NOMINEES FOR DIRECTOR

    | ● | Former director of Barra Energia Petróleo e Gás (a private Brazilian oil and gas exploration and production company) from 2010 to 2022 |

  62. NOMINEES FOR DIRECTOR

    | ● | Former director of Red Technology Alliance from 2006 to 2010 |

  63. NOMINEES FOR DIRECTOR

    | ● | Former director of Acteon Group from 2006 to 2012 |

  64. NOMINEES FOR DIRECTOR

    | ● | Former non-executive chairman of KrisEnergy from 2009 to 2017 |

  65. NOMINEES FOR DIRECTOR

    | ● | Prior service on multiple energy sector boards of both privately held and publicly listed companies |

  66. NOMINEES FOR DIRECTOR

    | ● | Director of Blue Wing Adobe Trust (a non-profit dedicated to the preservation, restoration and adaptive reuse of Sonoma’s historic buildings) |

  67. NOMINEES FOR DIRECTOR

    | ● | BSc, Oil Technology, Imperial College, London University |

  68. NOMINEES FOR DIRECTOR

    | | JAMES H. LYTAL Age 68 Independent Director since April 2015 Chair, Compensation Committee Member, Governance and Sustainability Committee | Qualifications ● Over 40 years of experience in the midstream oil and gas sector, including executive leadership and advisory roles ● Deep familiarity with the management of midstream assets ● Through extensive board service, experience with public company executive compensation and governance matters |

  69. NOMINEES FOR DIRECTOR

    | ● | Advisor for Global Infrastructure Partners (a leading global, independent infrastructure investor) from 2009 to June 2021 |

  70. NOMINEES FOR DIRECTOR

    | ● | Executive Vice President, Enterprise Products Partners (a North American midstream energy services provider) from 2004 to 2009 |

  71. NOMINEES FOR DIRECTOR

    | ● | President of Leviathan Gas Pipeline Partners, which later became El Paso Energy Partners, and then GulfTerra Energy Partners, from 1994 to 2004 |

  72. NOMINEES FOR DIRECTOR

    | ● | Held a series of commercial, engineering and business development positions with various companies engaged in oil and gas exploration and production and gas pipeline services from 1980 to 1994 |

  73. NOMINEES FOR DIRECTOR

    Board Service

  74. NOMINEES FOR DIRECTOR

    | ● | Director of ColdStream Energy, LLC (a privately held oil and gas energy services company) |

  75. NOMINEES FOR DIRECTOR

    | ● | Director of Trinity Gas Storage (a privately held gas storage company) |

  76. NOMINEES FOR DIRECTOR

    | ● | Advisor to Insight M (a privately held aerial methane emission detection company) |

  77. NOMINEES FOR DIRECTOR

    | ● | Former director and chairman of the audit committee of Rice Acquisition Corp. II (a special purpose acquisition company) from 2021 to 2023 |

  78. NOMINEES FOR DIRECTOR

    | ● | Former director and member of the audit committee and chairman of the conflicts committee of Rice Midstream Management LLC, the managing general partner of Rice Midstream Partners, L.P. from 2015 until it was acquired in 2018 |

  79. NOMINEES FOR DIRECTOR

    | ● | Former director of GulfTerra Energy Partners from 1994 to 2004 |

  80. NOMINEES FOR DIRECTOR

    | ● | Former director of Azure Midstream Partners GP, LLC, the general partner of Azure Midstream Partners, LP from 2013 to 2017, including service as member of the audit committee and chairman of the conflicts committee |

  81. NOMINEES FOR DIRECTOR

    | ● | Former director and chairman of the compensation committee and member of the audit committee of SemGroup Corporation from 2011 until it was acquired in 2019 |

  82. NOMINEES FOR DIRECTOR

    | ● | BS, Petroleum Engineering, The University of Texas at Austin |

  83. NOMINEES FOR DIRECTOR

    | | LEONARD W. MALLETT Age: 69 Independent Director since January 2021 Member, Audit and Compensation Committees | Qualifications ● Significant executive leadership experience with responsibility for engineering, strategic sourcing and health, safety and environmental training, compliance and reporting ● Operations experience and technical expertise, including construction, start-up and operation of natural gas and oil pipeline gathering, transportation and processing facilities |

  84. NOMINEES FOR DIRECTOR

    | ● | Executive Vice President and Chief Operations Officer of Summit Midstream Partners, LP (a midstream provider of natural gas, oil and water gathering services) from 2015 to 2019; Interim Chief Executive Officer during 2019 |

  85. NOMINEES FOR DIRECTOR

    | ● | Senior Vice President, Engineering, Enterprise Products Partners L.P. (a midstream natural gas and oil pipeline company) from 2008 to 2015 and Senior Vice President of Environmental Health and Safety from 2006 to 2008 |

  86. NOMINEES FOR DIRECTOR

    | ● | Served in roles of increasing responsibility with TEPPCO (a master limited partnership that provided oil and natural gas pipelines and storage and related facilities) from 1979 to 2006, including as Senior Vice President of Operations |

  87. NOMINEES FOR DIRECTOR

    | ● | Formerly held leadership roles with the Pipeline Research Council International, the Office of Pipeline Safety and the Clean Channel Association |

  88. NOMINEES FOR DIRECTOR

    Board Service

  89. NOMINEES FOR DIRECTOR

    | ● | Director of South Bow Corporation (an operator of crude oil pipeline infrastructure connecting Canadian crude oil supplies to U.S. refining markets) and member of the human resources and the safety, environmental and operations committees |

  90. NOMINEES FOR DIRECTOR

    | ● | Director of Bravo Infrastructure Group (a privately held holding company for solar panel installation companies) |

  91. NOMINEES FOR DIRECTOR

    | ● | Former director of Summit Midstream GP, LLC, the general partner of Summit Midstream Partners, LP, 2019 |

  92. NOMINEES FOR DIRECTOR

    Education

  93. NOMINEES FOR DIRECTOR

    | ● | BS, Mechanical Engineering, Prairie View A&M University |

  94. NOMINEES FOR DIRECTOR

    | ● | MBA, Houston Baptist University |

  95. NOMINEES FOR DIRECTOR

    | ● | Kellogg Executive Development Program at Northwestern University |

  96. NOMINEES FOR DIRECTOR

    | | JASON C. REBROOK Age 52 Non-Independent Director since July 2020 | Qualifications ● Over 25 years of experience in capital markets, acquisitions, divestures and operations in both the upstream and midstream sectors ● Operating experience and understanding of the unique risks, opportunities and challenges of the oil and gas industry ● Leadership experience in a highly entrepreneurial and successful privately held company |

  97. NOMINEES FOR DIRECTOR

    | ● | Chief Executive Officer and director of Harvest Midstream Company (a privately held midstream company services provider) since 2018 and Chief Executive Officer of JDH Capital Company |

  98. NOMINEES FOR DIRECTOR

    | ● | President of Hilcorp Energy Company (a privately held oil and gas production company) from 2018 to January 2021 and Executive Vice President from 2009 to 2018, having joined Hilcorp in 2008 as Asset Team Manager of the company’s Gulf of Mexico properties |

  99. NOMINEES FOR DIRECTOR

    | ● | Previously served as Senior Vice President, Oil & Gas, GE Capital and in both domestic and international assignments with Chevron Corporation |

  100. NOMINEES FOR DIRECTOR

    | ● | Member of Young Presidents’ Organization, Duke University’s Energy Task Force, the Society of Petroleum Engineers, the Independent Petroleum Association of America and the Greater Houston Partnership |

  101. NOMINEES FOR DIRECTOR

    Board Service

  102. NOMINEES FOR DIRECTOR

    | ● | Director of privately held companies Hilcorp Energy Company, Baywater Drilling, LLC, Kenai Logistics, LLC and STX Beef, LLC |

  103. NOMINEES FOR DIRECTOR

    | ● | Former member of the board of trustees for Marietta College |

  104. NOMINEES FOR DIRECTOR

    | ● | Former director of privately held companies Elite Compression Services, LLC from 2012 to 2019 and Texas Coastal Ventures, LLC from 2016 to 2019 |

  105. NOMINEES FOR DIRECTOR

    Education

  106. NOMINEES FOR DIRECTOR

    | ● | BS, Petroleum Engineering, Marietta College |

  107. NOMINEES FOR DIRECTOR

    | ● | MBA, Duke University’s Fuqua School of Business |

  108. NOMINEES FOR DIRECTOR

    | | EDMUND P. SEGNER, III Age 72 Independent Director since July 2018 Member, Audit and Governance and Sustainability Committees | Qualifications ● Technical experience and financial acumen ● Thorough understanding of the energy industry and operational challenges unique to the industry ● Experience with compensation, financing matters and the evaluation of acquisition opportunities through service as a president and director of other publicly traded companies |

  109. NOMINEES FOR DIRECTOR

    | ● | Professor in the Practice of Engineering Management in the Department of Civil and Environmental Engineering at Rice University (Houston) since 2007 |

  110. NOMINEES FOR DIRECTOR

    | ● | President, Chief of Staff and Director from 1999 to 2007 and principal financial officer from 2003 to 2007, EOG Resources, Inc. (a publicly traded independent oil and gas exploration and production company) |

  111. NOMINEES FOR DIRECTOR

    Board Service

  112. NOMINEES FOR DIRECTOR

    | ● | Former director of Vital Energy from 2018 to its December 2025 acquisition by Crescent Energy |

  113. NOMINEES FOR DIRECTOR

    | ● | Former director of HighPoint Resources (a company engaged in exploration and production of natural gas and oil reserves in the U.S. Rocky Mountain region) from 2009 and until its merger with Bonanza Creek Energy, Inc. in 2021 |

  114. NOMINEES FOR DIRECTOR

    Education

  115. NOMINEES FOR DIRECTOR

    | ● | BS, Civil Engineering, Rice University |

  116. NOMINEES FOR DIRECTOR

    | ● | MA, Economics, University of Houston |

  117. NOMINEES FOR DIRECTOR

    | ● | Certified Public Accountant |

  118. NOMINEES FOR DIRECTOR

    | GOVERNANCE |

  119. Components of Annual Board Performance Evaluation

    | Board Engagement | Enhanced financial and operational updates from management to the Board between regularly scheduled board and committee meetings. Included Board dinners with regular quarterly meetings for informal discussion and information exchange. Added enhanced review and discussion of risks, including cybersecurity. Added a full day annual strategy meeting which includes in-depth reports and discussions on key initiatives, market outlook and strategic priorities for the coming year as well as increased exposure to field management and product demonstrations. | | Board’s Relationship with Management | Solicited input from management as to their perception of the Board’s expectations of management, understanding of key issues and challenges and level of support. Expanded Board meeting guests to include middle management for presentations before the Board, as appropriate, as well as additional opportunities to interact with management. | | Board Administration | Added restricted stock units with a deferral election as an alternative to annual awards of restricted stock to directors. Adopted a formal policy on Board continuing education. |

  120. RISK OVERSIGHT

    | Board of Directors | ● Strategic, financial and execution risk associated with the annual performance plan and long-term plan, including major operational and sustainability initiatives, including safety, long-term workforce resilience and technology initiatives ● Risks associated with capital management, including financing, dividends and capital expenditures ● Mergers, acquisitions and divestitures ● Major litigation, disputes and regulatory matters ● Management succession planning ● Emissions-related risks and opportunities that may impact our business strategy ● In coordination with the Board’s committees, oversight of our ERM and cybersecurity risk programs | | Audit Committee | ● Financial reporting, accounting, disclosure and internal controls, including oversight of the internal and independent audit functions ● Assist the Board with oversight of the ERM process for identifying key risks and assessing management’s response ● Opportunities to utilize artificial intelligence to strengthen operational oversight, internal controls and ERM, including appropriate controls and considerations ● Cybersecurity risk program, including other aspects of information technology ● Compliance, litigation and tax regulatory matters | | Compensation Committee | ● Risks related to the overall effectiveness and cost of our compensation and benefit programs ● Risks associated with the design of executive compensation, including a mix of short- and long-term incentive compensation that does not encourage excessive risk-taking ● Performance management as it relates to our executive officers ● Approach to human capital management ● Assist the Board with management succession planning | | Governance and Sustainability Committee | ● Risks associated with corporate governance, board composition and effectiveness and director succession planning ● Monitoring and disclosure of material sustainability risks and integration of Company-wide response ● Oversight of key sustainability strategies, policies and risks, as well as review of the annual Sustainability Report prior to publication | | Management | ● Stay abreast of emerging regulatory issues, external and internal threats and best practices ● Annually identify short-, intermediate- or long-term material risks and rank such risks according to likelihood and potential impact ● Develop a risk response and create processes and procedures for risk mitigation, including through our routine disclosure controls and procedures ● Regularly evaluate the adequacy and implementation of risk mitigation processes and procedures ● Integrate risk management into our corporate strategy ● Regularly report to the Board or Board committees, as applicable, regarding risk management ● Regularly communicate with the Board regarding our strategic and financial plans |

  121. RISK OVERSIGHT

    | ● | Our Board reviews the adoption of significant technology initiatives in light of our long-term strategy, workforce development and operational objectives. This review includes applications involving artificial intelligence and related risk, internal controls, governance and ethical use and training. |

  122. DIRECTOR COMPENSATION

    DIRECTOR COMPENSATION Our Compensation Committee is responsible for recommending director compensation to the full Board for approval. Director compensation is designed to ensure we can attract and retain outstanding directors who meet the qualifications outlined in the Board’s Corporate Governance Principles, ensure alignment with long-term stockholder interests and recognize the substantial time commitments associated with service on the Board. Each non-employee member of the Board is compensated in cash and equity. Mr. Hall receives additional cash compensation to reflect his additional responsibilities as Chairman of the Board. As President and CEO of Archrock, Mr. Childers does not receive additional compensation for service on the Board. Our independent compensation consultant conducted a comprehensive market review of director compensation in October 2024, evaluating data derived from the proxy statements of our peer companies and the National Association of Corporate Directors Compensation Survey for energy industry companies and general industry with 2025 estimated revenues between $750 million and $2 billion. In addition, the independent consultant reviewed the overall competitiveness and design of our director compensation program in light of proxy advisor guidelines and trends in the broader market. The review indicated that the structure of our director compensation program was generally consistent with our peer group and that our typical director compensation was near the peer group median. The Compensation Committee, with input from our independent compensation consultant, continues to monitor director compensation in conjunction with review of our peer group. Cash Compensation. Each non-employee director earned an annual cash retainer (the “Base Retainer”) for his or her service during 2025. The Chairman of the Board and the chairs of our Audit Committee, Compensation Committee and Governance and Sustainability Committee each received an additional retainer for their services. All retainers are paid in arrears in equal quarterly installments. Directors are also reimbursed for reasonable expenses incurred to attend Board and committee meetings and continuing education. In December 2024, the Compensation Committee, with input from our independent compensation consultant, determined that the cash components of director compensation were appropriate based on committee chair responsibilities and the market compensation data provided for review; therefore, no changes were made to the cash components of director compensation for 2025.

  123. DIRECTOR COMPENSATION

    | | Annualized Cash | | | Compensation | | Description of Director Remuneration | $ | | Base Retainer | 100,000 | | Additional Retainers | | | Chairman of the Board | 120,000 | | Audit Committee Chair | 30,000 | | Compensation Committee Chair | 25,000 | | Governance and Sustainability Committee Chair | 25,000 |

  124. DIRECTOR COMPENSATION

    Equity-Based Compensation. In January 2025, the Compensation Committee, with input from our independent compensation consultant, approved an increase in the grant of restricted stock (or, at the director’s election, deferred restricted stock units) to each non-employee director from approximately $135,000 to approximately $140,000, effective January 1, 2025. The directors’ equity was awarded on January 30, 2025, with the number of shares awarded based on the market closing price of our common stock on the grant date ($29.99). This resulted in the award of 4,668 restricted shares or restricted stock units (with dividend equivalent rights) to each non-employee director. The equity award was one-quarter vested on the grant date, and on each of June 1, September 1 and December 1, 2025. Stock Ownership Requirements. Our stock ownership policy requires each non-employee director to own an amount of our common stock equal to at least five times the Base Retainer amount (which equals $500,000 of our common stock) within five years of his or her election to the Board. We measure the stock ownership of our directors annually as of each June 30. All directors are in compliance with our stock ownership policy. Director Stock and Deferral Plan. Under our Directors’ Stock and Deferral Plan (the “Directors’ Plan”), directors may elect to receive all or a portion of their cash compensation for Board service in the form of our common stock and may defer their receipt of the stock. For 2025, no director elected to receive cash compensation in the form of stock or deferred restricted stock units under the Directors’ Plan. Total Director Compensation. The following table shows the total compensation paid to each non-employee director for his or her service during 2025. As shown below, excluding our Chairman of the Board, the equity (at-risk) portion of compensation is greater than 50% of each director’s total compensation.

  125. DIRECTOR COMPENSATION

    | | Fees Earned in | Stock | All Other | | | | Cash | Awards | Compensation | Total | | Director | ($) | ($)(1) | ($)(2) | ($) | | Anne-Marie N. Ainsworth | 125,000 | 139,993 | 2,066 | 267,059 | | Gordon T. Hall | 220,000 | 139,993 | 2,066 | 362,059 | | Frances Powell Hawes | 130,000 | 139,993 | 2,066 | 272,059 | | J.W.G. Honeybourne | 100,000 | 139,993 | 2,066 | 242,059 | | James H. Lytal | 125,000 | 139,993 | 2,066 | 267,059 | | Leonard W. Mallett | 100,000 | 139,993 | 2,066 | 242,059 | | Jason C. Rebrook | 100,000 | 139,993 | 2,066 | 242,059 | | Edmund P. Segner, III | 100,000 | 139,993 | — | 239,993 |

  126. DIRECTOR COMPENSATION

    (1)Represents the grant date fair value of our common stock calculated in accordance with ASC 718 (defined below under “Tax and Accounting Considerations – Accounting for Stock-Based and Unit-Based Compensation”). (2)Represents the payment of dividends on unvested restricted stock. In lieu of restricted stock, Mr. Segner elected to receive equity in the form of restricted stock units with deferred delivery; dividend equivalent rights were accrued on the restricted stock units issued to Mr. Segner and will be paid upon distribution of the shares underlying the units according to the terms of the Archrock, Inc. 2020 Stock Incentive Plan and his deferral election.

  127. 2025 PERFORMANCE HIGHLIGHTS

    | | we included an employee retention metric in our short-term incentive program (“2025 Incentive Program”) to incentivize our managers and supervisors to develop and maintain a sustainable, high performing and engaged workforce. ● We support pay equity and believe we offer competitive and comprehensive compensation benefits packages that include bonuses, healthcare and insurance benefits, health savings and flexible spending accounts with employer contribution, paid time off (including 16 hours per year as paid time to volunteer), family leave, an employee assistance program and tuition assistance, among many others. ● In 2025, we initiated our RockShare program, offering an aggregate of 126,200 restricted stock units to all employees who do not otherwise participate in our long-term incentive program (our “LTI Program”). | | Sustainability | ● With the NGCS acquisition in 2025 and the addition of their field service employees, we increased our presence in the Permian Basin and added to our fleet of electric motor drive compression equipment. ● We continued to place a high priority on sustainability issues. Our new ventures team continues to explore emerging technologies and business opportunities for environmental and commercially viable solutions to complement our business operations and future strategic objectives. ● Our most recent Sustainability Report, available at www.archrock.com, includes responses to the Task Force on Climate-related Financial Disclosures and Sustainability Accounting Standards Board standards for disclosure. Our Sustainability Report was reviewed internally by our management-comprised Disclosure Committee as well as our Governance and Sustainability Committee. The report includes Scope 1 and 2 emissions and certain Scope 3 emissions that are based on consistent estimation methodologies. |

  128. OUR BEST PRACTICES

    | Governance ● 100% independent directors on our Compensation Committee ● Independent compensation consultant engaged by our Compensation Committee ● Annual review and approval of our compensation strategy and program design by our Compensation Committee, including an annual market best practices and peer group review | Compensation Program Design ● Includes a mix of short- and long-term compen-sation, with a majority of executive compensation at risk based on Company performance ● No “single trigger” change of control benefits ● No tax gross-ups for change of control benefits or other executive compensation arrangements ● Extremely limited perquisites | | Policies ● Equity awards subject to vesting over three years ● Stock ownership guidelines for executive officers and directors ● Adoption of policies related to executive compen-sation clawback and prohibition on short sales, hedging, or pledging of our securities ● Bi-annual risk assessment of our executive com-pensation program | Performance-Based Compensation Features ● A quantitative environmental metric, a safety calculation and a retention metric included in the annual short-term incentive program ● Separate performance metrics included in the short- and long-term incentive programs ● Three-year performance periods on all long-term incentive awards ● All performance-based payouts are capped |

  129. ELEMENTS OF COMPENSATION

    | Key Elements of Compensation | Description | Pay Competitively | Pay for Performance | Stockholder Alignment | | Base salary | Fixed cash income Establishes a base level of compensation that is essential to attract and retain talent | ✓ | | ✓ | | Annual performance-based incentive compensation | Variable cash incentive award earned annually Based upon achievement of key annual financial, operational, sustainability (including safety), and individual performance goals that are expected to contribute to long-term stockholder returns | ✓ | ✓ | ✓ | | Long-term incentive compensation ("LTI Awards") | Provided through a combination of restricted stock/units and performance units vesting over a minimum period of three years Promotes stockholder alignment by tying a significant portion of executive compensation directly to stockholder value | ✓ | ✓ | ✓ |

  130. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | External Factors | Internal Factors | | Data and analysis provided by our Compensation Committee’s independent compensation consultant | Individual goal setting, performance and demonstrated leadership | | Feedback provided from our stockholders and the results of our annual advisory say-on-pay vote | Each executive’s relative scope of responsibility, individual experience, skill and potential | | Best practices in executive compensation | Company performance and operating unit performance (where applicable), as well as each executive’s impact on performance | | Applicable macroeconomic and market considerations | Our CEO’s recommendations (other than with respect to his own compensation) | | | Current and past total compensation, including an annual review of base salary, short-term incentive pay and the value of LTI Awards received | | | Internal pay equity and retention considerations |

  131. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | ● | recommending corporate performance goals on which performance-based compensation will be based; and |

  132. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | ● | data and analysis to inform our Compensation Committee in selecting an appropriate peer group; |

  133. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | ● | a review of market trends in executive compensation, including base salary, annual incentives, LTI Awards and total direct compensation; and |

  134. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | ● | information on how trends in best practices, new rules, regulations and laws impact executive and director compensation practice and administration. |

  135. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    In 2025, the Compensation Committee assessed the independence of Pearl Meyer, pursuant to SEC rules and concluded that no conflict of interest exists that would prevent Pearl Meyer from serving as its independent compensation consultant. 2025 Compensation Peer Group. Our Compensation Committee annually reviews the composition of the peer group, based on input from its compensation consultant, and modifies it as circumstances, including industry consolidation and other competitive forces, warrant. Since there are few publicly traded companies that directly match our profile, our Compensation Committee uses a peer group that includes a diverse group of midstream, oilfield services and related companies with primarily domestic operations. The analysis presented by Pearl Meyer includes a review of each company’s financial data and business profile (including geographic footprint), and includes companies considered talent competitors, companies that identify us as a peer and companies identified by proxy advisory firms as potential peers. In consultation with Pearl Meyer, our Compensation Committee selected the following companies for the evaluation of 2025 total compensation (the “2025 Compensation Peer Group”):

  136. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | ● | The 2025 Compensation Peer Group includes companies with which we may compete for technical and managerial talent and that provide an appropriate reference point for assessing the competitiveness of our executive compensation program. |

  137. HOW OUR COMPENSATION COMMITTEE DETERMINES EXECUTIVE COMPENSATION

    | ● | The 2025 Compensation Peer Group provides an appropriate number of companies to provide a blend of data that is useful for determining the general positioning of our executive compensation. In determining individual executive compensation, the following factors are considered: individual performance, responsibilities, impact to the organization, and tenure in position. |

  138. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION During the first quarter of each year, our Compensation Committee adopts a program to provide the short-term cash incentive element of our Named Executive Officers’ compensation for that year. In early 2025, our Compensation Committee adopted the 2025 Incentive Program. Each Named Executive Officer’s potential cash payout under the 2025 Incentive Program ranged from 0% to 200% of his or her incentive target, as described below, and our Compensation Committee determined payouts to the Named Executive Officers using the following formula: * Adjusted EBITDA performance of <80% of target performance will result in a payout factor of 0%. Adjusted EBITDA, a non-GAAP measure, is defined as net income excluding interest expense, income taxes, depreciation and amortization, long-lived and other asset impairment, unrealized change in fair value of investment in unconsolidated affiliate, restructuring charges, debt extinguishment loss, transaction-related costs, non-cash stock-based compensation expense, amortization of capitalized implementation costs and other items. See the inside cover of the 2025 Annual Report to Stockholders for a reconciliation of net income to Adjusted EBITDA. Our Compensation Committee believes Adjusted EBITDA is a comprehensive measure of financial performance, requiring focus on various components of financial and operating health, and an appropriate measure of management’s ability to run the business on an annual basis. The above formula is designed to create a focus on the overall success of the Company as well as the achievement of line-of-sight performance objectives. In addition, our Compensation Committee retains discretion to include or exclude exceptional, non-recurring items, which could result in unintended consequences and an erroneous performance achievement to the advantage or detriment of our Named Executive Officers. 2025 Incentive Program Target. Each Named Executive Officer’s cash incentive target was a specified percentage of eligible earnings during 2025. The table below presents each Named Executive Officer’s 2025 cash incentive target as a specified percentage of his or her eligible earnings and a potential payout assuming the achievement of Company, operating unit (where applicable), and individual results are achieved at 100%.

  139. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | | 2025 Incentive Program Target | | | | 2025 Eligible Earnings | Percent (%) of | | | Name | ($) | Eligible Earnings | ($) | | Childers | 944,230 | 125 | 1,180,288 | | Aron | 605,384 | 90 | 544,846 | | Hildebrandt | 546,538 | 75 | 409,904 | | Ingersoll | 466,538 | 75 | 349,904 | | Thode | 466,538 | 75 | 349,904 |

  140. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    Weighting of Performance Criteria. Adjusted EBITDA, Sustainability, and where applicable, operating unit financial and operational metrics for 2025, were weighted as follows:

  141. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | % Weighting for Each Named Executive Officer | | | | | Childers, Aron, | | | | Performance Criteria | Hildebrandt | Ingersoll | Thode | | Adjusted EBITDA | 80% | 70% | 70% | | Sustainability: | | | | | New Venture Sites | 5% | 5% | 5% | | Safety (1) | 5% TRIR | 10% TRIR | 5% Operations TRIR | | | 5% PVIR | | 5% Operations PVIR | | Talent | 5% | 5% | 5% | | Operating Unit Metrics | Not applicable | 10% | 10% |

  142. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    (1) TRIR is total recordable incident rate and PVIR is preventable vehicle incident rate.

  143. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | Adjusted EBITDA Target and Results. Our Compensation Committee set the performance target for 2025 Adjusted EBITDA at $815 million, based on continued capital discipline, anticipated favorable market conditions and the estimated impact of the NGCS acquisition for the period of May through December 2025. Adjusted EBITDA for 2025 was achieved at approximately $901 million. However, for purposes of the 2025 Incentive Program, the Compensation Committee determined to exclude the impact of certain items that reduced the achievement results for Adjusted EBITDA to approximately $868 million, a payout of approximately 168% of target. |

  144. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | 2025 Adjusted EBITDA Performance Range ($) | | | | 2025 Performance Results | | | | | Below Threshold | Threshold | Target | Maximum | Achievement | | Payout | Weighting | | (0% payout) | (50% payout) | (100% payout) | (200% payout) | ($) | (%) | (%) | (%) | | < 659M | 659M | 815M | 893M | 868 | 107 | 168.2 | 70-80 |

  145. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | Sustainability Targets and Results. Our Sustainability metrics together comprise 20% of our 2025 Incentive Program. Targets and results included the NGCS acquisition. |

  146. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | Environmental Target | Safety Target | Talent Target | | (5%) | (10%) | (5%) | | The addition, directly for Archrock, or indirectly through Ecotec, of sales, demonstration and installation of 51 or more of (i) Archrock’s proprietary Carbon Hawk, MaCH4 units and/or (ii) methane monitoring services of Ecotec’s various products to reduce emissions (collectively, “New Venture sites”). | We view safety performance as a core indicator of our success; therefore, our Compensation Committee has included safety as a standalone component of our short-term incentive program for over 19 years. Our safety results include all permanent and part-time employees and contractors and are measured against nearly 5.5 million man hours worked and over 35 million miles driven in 2025. | We vary our Talent metric as necessary to support our operational and strategic objectives for the coming year. Given sustained low unemployment levels and an extremely competitive labor market in the oil and gas industry, our Talent performance target is focused on maintaining a high rate of talent retention to support operating results. |

  147. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    The payout percentage for each Sustainability metric is impacted by the performance achieved for each metric and, if such performance is equal to or exceeds target, the payout percentage is also impacted by Adjusted EBITDA performance, as indicated in the following chart.

  148. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | Adjusted EBITDA Achievement | Payout Opportunity based on Sustainability and Adjusted EBITDA Achievement | | | | < Sustainability Target | >= Sustainability Target | | < 100% | 0% | 100% | | >= 100% | 0% | Equal to Adjusted EBITDA Payout % |

  149. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | Sustainability Results | | | | | | 133 New Venture sites | 2025 Safety Criteria | | Results | Our annualized talent retention rate for 2025 was 85.4% (100% minus voluntary turn-over) compared to a target of 82.5% or higher. | | | TRIR(1) PVIR(2) | <= 0.50 <= 0.50 | 0.22 0.23 | |

  150. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    Performance results for each 2025 Sustainability metric exceeded target performance, resulting in a payout for each that matched the payout for Adjusted EBITDA at 168% of target. (1)TRIR (calculated pursuant to OSHA guidelines) = TRIR x 200,000/divided by the total hours worked during the year. (2)PVIR (calculated pursuant to API guidelines) = PVIR x 1,000,000 miles/divided by mileage driven during the year.

  151. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | Operating Unit Targets and Results. Operating unit performance criteria are applicable to Mr. Ingersoll, Sales and Operations Support, and to Mr. Thode, Operations, and include more granular and specific line of sight performance goals necessary to maintain our focus on operating efficiencies at the operating unit level and critical to the Company’s success. |

  152. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | 2025 Performance Results | | | | | | | Combined | | 2025 Operating Unit | Weighting | Achievement | Weighting | | Performance Criteria(1) | (%) | (%) | (%) | | Sales and Operations Support – Ingersoll | | 159.5% | 10 | | Horsepower Bookings | 70 | | | | Aftermarket Services Adjusted Gross Margin | 30 | | | | Operations – Thode | | 163.1% | 10 | | Total Downtime Events/Unit/Month | 35 | | | | Service Availability | 35 | | | | Aftermarket Services Adjusted Gross Margin | 30 | | |

  153. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    (1)Specific performance targets with respect to underlying business objectives are not disclosed because they are derived from internal analyses reflecting our business strategy. We believe their disclosure would provide our competitors, customers and other third parties with significant insights regarding our confidential business strategies that could cause us substantial competitive harm. Individual Performance. In early 2025, our Compensation Committee approved individual performance objectives for Mr. Childers related to the Company’s financial and operational performance, strategic initiatives (including as related to new ventures opportunities, prudent leverage and other initiatives), leadership goals and Company culture initiatives. Upon conclusion of fiscal year 2025, our Compensation Committee met with Mr. Childers to discuss his performance relative to the approved individual objectives. Thereafter, our Compensation Committee met in executive session and reported its assessment to the full Board. The Board delivered its evaluation to Mr. Childers, the result of which is summarized below and in “Executive Summary – 2025 Performance Highlights”. Our Compensation Committee considered each Named Executive Officers’ accomplishments during 2025, including implementation of operational improvements, demonstrated leadership, capital and leverage discipline, improved cash flow, and progress on other initiatives, analysis and reporting. Following such assessments, our Compensation Committee and Board concluded that all Named Executive Officers met or exceeded expectations. Our Compensation Committee also considered each Named Executive Officer’s (including Mr. Childers’) individual contribution toward significant strategic initiatives and accomplishments that were not specifically enumerated in the 2025 Incentive Program performance criteria but are critical to our long-term strategic objectives. Specifically, our Compensation Committee considered the following:

  154. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | ● | Our team continued to deliver exceptional safety results and operational and financial performance in an energized market and met the existing and additional compression needs of our customers despite continued heightened capital discipline. Matching 2024 performance, we again achieved significant bookings and ended 2025 with a utilization rate of 95% and a large, contracted backlog for 2026. |

  155. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | ● | We completed the NGCS acquisition, adding 344,000 operating horsepower to our compression fleet, which included approximately 97,000 electric motor drive horsepower. |

  156. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | ● | We continued to focus on stockholder returns through our stock purchases and dividends totaling approximately $212 million and execute on our strategy to monetize smaller and aged non-core natural gas compression or other assets totaling approximately $192 million. |

  157. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    The chart below provides each Named Executive Officer’s target cash incentive, multiplied by the achievement percentages for Company and operating unit performance and individual performance and the payout earned.

  158. ANNUAL PERFORMANCE-BASED INCENTIVE COMPENSATION

    | | 2025 Cash | Company/ | | | | | | | | Incentive | Operating Unit | Individual | | Performance | | Total Payout | | | Target | Performance | Performance | | Achievement | | Earned | | Name | ($) | (%)X | (%) | = | (%) | = | ($) | | Childers | 1,180,288 | 168.2 | 100 | | 168.2 | | 1,985,363 | | Aron | 544,846 | 168.2 | 100 | | 168.2 | | 916,486 | | Hildebrandt | 409,904 | 168.2 | 100 | | 168.2 | | 689,499 | | Ingersoll | 349,904 | 160.3 | 100 | | 160.3 | | 560,861 | | Thode | 349,904 | 163.0 | 100 | | 163.0 | | 570,343 |

  159. LONG-TERM INCENTIVE COMPENSATION

    LONG-TERM INCENTIVE COMPENSATION During 2025, our LTI Program included the following awards for our Named Executive Officers:

  160. LONG-TERM INCENTIVE COMPENSATION

    | Award Type | LTI Mix | Features | | Time Vested Awards Vest one-third per year Dividends or dividend equivalents are paid on unvested restricted stock or unvested restricted stock units, respectively, as and when they are paid to our stockholders | | | | Restricted Stock/Units | 50% | • Supports retention objectives and incentivizes employees to work toward long-term performance goals by aligning their interests with stockholder interests | | Performance-Based Awards Three-year cliff vesting Three-year performance period (“Performance Period”) is January 1, 2025 through December 31, 2027 Awarded with tandem dividend equivalent rights (“DERs”) which are accrued during the Performance Period and paid based on the actual number of units earned and vested | | | | Cumulative Cash Available for Distribution (“CAD”) Performance Units | 25% | • Earned based upon achievement of cumulative cash available for distribution for the Performance Period • Performance goals are intended to drive consistent stockholder returns • Payout will range between 0% to 200% of units awarded at target • Units are denominated in shares but settled in cash based on the stock price on the date of vesting; the awards are non-dilutive | | TSR Performance Units | 25% | • Earned based upon absolute TSR and TSR rank relative to our 2025 Performance Peer Group (identified below) over the Performance Period • Performance goals are intended to drive long-term consistent stockholder value • Payout will range between 0% to 250% of units awarded at target • Units are denominated in shares and settled in shares on a one-for-one basis, complimentary to the underlying performance criteria and the value creation aspect of the award |

  161. LONG-TERM INCENTIVE COMPENSATION

    For 2025, the Compensation Committee determined to

  162. LONG-TERM INCENTIVE COMPENSATION

    | ● | adjust the LTI Program from 60% time-based and 40% performance-based LTI Awards to a 50/50 distribution, further emphasizing executive compensation that is based on longer term results aligned with stockholder interest; and |

  163. LONG-TERM INCENTIVE COMPENSATION

    | ● | eliminate performance-based LTI Awards based on leverage. These awards previously comprised 10% of the annual LTI awarded at target to our Named Executive Officers. Through disciplined capital allocation |

  164. LONG-TERM INCENTIVE COMPENSATION

    | and strong operational execution, management reduced our leverage ratio to 2.7x at year-end 2025 – the lowest level in Archrock’s history and below our publicly stated target range of 3.0x to 3.5x. While management and the Board remain committed to maintaining a prudent leverage range, our prior leverage objectives have been achieved, and we believe our balance sheet and capital structure are now optimized. As a result, the Compensation Committee determined that shifting a greater portion of LTI awards to CAD and TSR more closely aligns executive compensation with long-term value creation for stockholders. The Board continues to closely consider the leverage implications of acquisitions or meaningful increases in capital spending. In addition, our CAD target is increased due to acquisitions, divestitures and other non-recurring impacts on results to more accurately reflect underlying business performance. |

  165. LONG-TERM INCENTIVE COMPENSATION

    Long-Term Incentive Plan. Grants of restricted stock and performance-based restricted stock units were made under the Archrock, Inc. 2020 Stock Incentive Plan, which was approved by our stockholders in April 2020. The 2020 Stock Incentive Plan is administered by our Compensation Committee. Timing of Awards. We generally seek to grant equity incentive awards on a regular and predictable cycle, and we have historically granted during the first quarter of each year. Our Compensation Committee establishes its schedule for granting annual LTI Awards several months in advance and does not grant such awards based on knowledge of material nonpublic information. Equity-based awards are occasionally granted at other times during the year, such as upon the hiring of a new employee or following the promotion of an employee. Named Executive Officers’ 2025 LTI Awards. In determining 2025 LTI Awards, our Compensation Committee considered the factors discussed above under “How Our Compensation Committee Determines Executive Compensation” and reviewed share utilization under the 2020 Stock Incentive Plan and potential overhang and burn rate under various award scenarios. Our Compensation Committee also considered the retention aspect of awards as well as performance metrics that balance short- and long-term objectives. The following table provides the total value of each Named Executive Officer’s 2025 LTI Award based on the grant date market value of our stock and the number of shares and units awarded at target value.

  166. LONG-TERM INCENTIVE COMPENSATION

    | | Target | | Listed at Target Payout | | | | Long-Term | | CAD | TSR | | | Incentive Grant | Restricted | Performance | Performance | | | Date Value | Stock/Units(1) | Units | Units | | Name | ($) | (#) | (#) | (#) | | Childers | 5,250,000 | 87,529 | 43,765 | 43,764 | | Aron | 2,150,000 | 35,845 | 17,923 | 17,922 | | Hildebrandt | 1,450,000 | 24,174 | 12,087 | 12,087 | | Ingersoll | 1,150,000 | 19,173 | 9,587 | 9,586 | | Thode | 1,150,000 | 19,173 | 9,587 | 9,586 |

  167. LONG-TERM INCENTIVE COMPENSATION

    (1)In lieu of time-vested restricted stock, Mr. Childers was granted time-vested restricted units (with DERs). See “Agreements with Executive Officers – CEO Retention Agreement” for more information regarding vesting and settlement of these restricted units. 2025 Performance-Based LTI Awards. CAD Performance Units. The percentage of 2025 CAD Performance Units that may be earned will be based on the achievement of the performance factors over the Performance Period.

  168. LONG-TERM INCENTIVE COMPENSATION

    | | Performance Achievement and Payout | | | | | | Below | | | | | | Threshold | Threshold | Target | Maximum | | Performance Factor | (0% | (50% | (100% | (200% | | Measured from January 1, 2025 to December 31, 2027 | payout) | payout) | payout) | payout) | | Cumulative CAD | <$1.262M | $1.262M | $1.578M | $1.894M | | Adjusted EBITDA, minus maintenance and other capital expenditures, minus cash taxes, minus cash interest measured for the three-year performance period | | | | |

  169. LONG-TERM INCENTIVE COMPENSATION

    At the conclusion of the Performance Period, CAD Performance Units ranging from 0% to 200% of the total number of units granted will be earned. If the Company’s performance falls between the levels specified in the chart, the percentage of earned CAD Performance Units will be determined using straight-line interpolation between such levels. No payout will be earned if the Company’s CAD performance is below the threshold level. The earned CAD Performance Units are subject to three-year cliff vesting on January 25, 2028, as well as continued employment through the vesting date. Pursuant to Mr. Childers’ Retention Agreement, in the event of a qualifying retirement the award will remain outstanding through the vesting date and be paid based on actual performance (see “Agreements with Executive Officers – CEO Retention Agreement”). In addition, the award is subject to accelerated vesting as described below under “Potential Payments upon Termination or Change of Control”. Each earned CAD Performance Unit is payable in cash based on the market closing price of our common stock on the date of vesting. The award includes tandem DERs which are accrued during the Performance Period and will be paid based on the number of units earned and vested. TSR Performance Units. The percentage of 2025 TSR Performance Units that may be earned will be based on our absolute TSR and our TSR performance rank relative to the companies in our 2025 Performance Peer Group at the conclusion of the Performance Period. In consultation with Pearl Meyer, our Compensation Committee reviewed our peer group utilized for 2024 LTI Awards based on relative TSR performance and considered changes to the peer group based upon subsequent spin-offs, mergers and changes in estimated financial performance. Following such evaluation, the below peer group (the “2025 Performance Peer Group”) was approved for purposes of evaluating relative TSR over the Performance Period of January 1, 2025 through December 31, 2027:

  170. LONG-TERM INCENTIVE COMPENSATION

    | Cactus, Inc. | Helmerich & Payne, Inc. | Patterson-UTI Energy, Inc. | | DNOW Inc. | Kinetik Holdings Inc. | ProPetro Holding Corp. | | Genesis Energy, L.P. | Oceaneering International, Inc. | Select Water Solutions, Inc. | | Helix Energy Solutions Group, Inc. | Oil States International, Inc. | USA Compression Partners, LP |

  171. LONG-TERM INCENTIVE COMPENSATION

    Changes in the 2025 Performance Peer Group included

  172. LONG-TERM INCENTIVE COMPENSATION

    | ● | the removal of three former peer group constituents who are no longer independent public companies due to acquisition; and |

  173. LONG-TERM INCENTIVE COMPENSATION

    | ● | the addition of Kinetik Holdings Inc. and ProPetro Holding Corp. based on industry sector, revenue and market capitalization. |

  174. LONG-TERM INCENTIVE COMPENSATION

    Our Compensation Committee considered the 2025 Performance Peer Group a reasonable comparator group for evaluating stock price performance based on each company’s business profile, geographic footprint and estimated financial performance (including Adjusted EBITDA, assets, revenue and market capitalization). The following table sets forth the potential payouts at the conclusion of the Performance Period:

  175. LONG-TERM INCENTIVE COMPENSATION

    | Performance Achievement and Payout Matrix(1) | | | | | | | Relative | Absolute Annualized TSR(2) Performance | | | | | | TSR Rank(3) | Below -20% | -10% | 0% | 10% | Above 20% | | 1 | 150% | 175% | 200% | 225% | 250% | | 2 | 137% | 159% | 182% | 205% | 228% | | 3 | 123% | 144% | 165% | 185% | 206% | | 4 | 110% | 129% | 147% | 165% | 184% | | 5 | 97% | 113% | 129% | 145% | 162% | | 6 | 84% | 98% | 112% | 126% | 140% | | 7 | 72% | 84% | 96% | 108% | 120% | | 8 | 61% | 71% | 81% | 91% | 102% | | 9 | 50% | 59% | 67% | 75% | 84% | | 10 | 34% | 44% | 53% | 59% | 66% | | 11 | 22% | 30% | 38% | 43% | 48% | | 12 | —% | —% | —% | 27% | 36% | | 13 | —% | —% | —% | —% | 26% |

  176. LONG-TERM INCENTIVE COMPENSATION

    (1)Payouts assume no changes in the 2025 Performance Peer Group. In the event an included company becomes insolvent or liquidates, that company shall remain in the group, but will be moved to the lowest rank. In the event a company is acquired or merged into another company and is not the surviving company, or as a result of any other corporate transaction, such company shall be removed and the percentile payouts shall be ratably adjusted. (2)Total Stockholder Return is the Average Fair Market Value at the end of the Performance Period plus dividends paid over the Performance Period divided by the Average Fair Market Value at the beginning of the Performance Period. Average Fair Market Value as of any given date is the average fair market value of a share of Archrock common stock during the 20 consecutive trading dates ending on and including such date. (3) Rank is based on the 2025 Performance Peer Group. Based on (i) our ordinal rank in the 2025 Performance Peer Group and (ii) our annualized TSR performance, at the conclusion of the Performance Period, TSR Performance Units ranging from 0% to 250% of the total number of TSR Performance Units granted will become earned. If the Company’s annualized absolute TSR performance falls between the levels specified in the chart above, the percentage of earned TSR Performance Units will be determined using straight-line interpolation between such levels. No payout will be earned if the Company’s TSR rank and annualized performance is below the threshold level. The Compensation Committee applied a modifier which allows a payout in the event absolute TSR is negative. The modifier is designed to incentivize both absolute and relative stockholder value creation, i.e., to drive performance for the best possible stock price performance in both a down market and an exceptionally good market regardless of our ranking against our peers. The earned TSR Performance Units are subject to three-year cliff vesting on January 25, 2028, as well as continued employment through the vesting date. Pursuant to Mr. Childers’ Retention Agreement, in the event of a qualifying retirement the award will remain outstanding through the vesting date and be paid based on actual performance (see “Agreements with Executive Officers – CEO Retention Agreement”). In addition, the award is subject to accelerated vesting as described below under “Potential Payments upon Termination or Change of Control”. Each earned TSR Performance Unit is payable as a share of common stock upon vesting. The award includes tandem DERs which are accrued during the Performance Period and paid based on the number of units earned and vested. 2023 Performance Units. In 2023, our Compensation Committee awarded performance units to our Named Executive Officers measured over the period of January 1, 2023 through December 31, 2025 (the “2023 Performance Units”) based on the following performance criteria:

  177. LONG-TERM INCENTIVE COMPENSATION

    | ● | total stockholder return (the “2023 TSR Performance Units”), the payment of which was based on our stock price performance relative to our 2023 peer group at the conclusion of the applicable performance period. Archrock ranked 1st among the eight other remaining companies included in the comparison (reduced from 13 companies due to mergers and acquisitions) and absolute annualized total stockholder return was 75% over the performance period. Based on this result, our Compensation Committee determined that the 2023 TSR Performance Units were payable at 250% of target. |

  178. LONG-TERM INCENTIVE COMPENSATION

    | ● | cash available for dividend (the “2023 CAD Performance Units”), the payment of which was based on the cumulative cash available for dividend measured for the applicable performance period. The Compensation |

  179. LONG-TERM INCENTIVE COMPENSATION

    | Committee reviewed cumulative cash available for dividend, adjusted for all major corporate transactions during the applicable performance period, resulting in $994 million. With results exceeding maximum performance, our Compensation Committee determined that the 2023 CAD Performance Units were payable at 200% of target. |

  180. LONG-TERM INCENTIVE COMPENSATION

    | ● | leverage (the “2023 Leverage Performance Units”), the payment of which was based on the ratio of (a) total indebtedness as of the applicable performance period end to (b) EBITDA (earnings before interest, taxes, depreciation and amortization) for the period of four consecutive fiscal quarters most recently ended. The Compensation Committee reviewed leverage, adjusted for all major corporate transactions during the applicable performance period, resulting in 2.1x. With results exceeding maximum performance, our Compensation Committee determined that the 2023 Leverage Performance Units were payable at 200% of target. |

  181. LONG-TERM INCENTIVE COMPENSATION

    The following chart provides the number of 2023 Performance Units awarded and earned and paid based on actual performance. Each earned 2023 TSR Performance Unit was settled as a share of common stock and cash dividends accrued over the applicable performance period were paid based on the number of units earned. Each earned 2023 CAD and Leverage Performance Unit was settled in cash and cash dividends accrued over the applicable performance period were paid based on the number of units earned.

  182. LONG-TERM INCENTIVE COMPENSATION

    | | 2023 TSR Performance | | 2023 CAD Performance | | 2023 Leverage Performance | | | | Units | | Units | | Units | | | | | Paid Based | | Paid Based | | Paid Based | | | Payable at | On | Payable at | On | Payable at | On | | Name | Target | Performance | Target | Performance | Target | Performance | | Childers | 97,664 | 244,160 | 48,832 | 97,664 | 48,832 | 97,664 | | Aron | 36,093 | 90,233 | 18,046 | 36,092 | 18,046 | 36,092 | | Hildebrandt | 23,354 | 58,385 | 11,677 | 23,354 | 11,677 | 23,354 | | Ingersoll | 15,923 | 39,807 | 7,961 | 15,922 | 7,961 | 15,922 | | Thode | 15,923 | 39,807 | 7,961 | 15,922 | 7,961 | 15,922 |

  183. LONG-TERM INCENTIVE COMPENSATION

    Vesting of LTI Awards. All annual LTI Awards granted to employees, including our Named Executive Officers, include a minimum three-year vesting period. Upon a Termination Due to Death or Disability. The award agreements for all outstanding LTI Awards provide that, upon a termination due to death or disability, the award will accelerate in full. Upon a Change of Control. The award agreements for all outstanding LTI Awards are structured as “double trigger” arrangements, that is, they provide that no portion of the award shall be subject to accelerated vesting solely upon a change of control. Instead, such awards will be subject to accelerated vesting only in the event of termination of employment by the Company without cause or by the executive for good reason six months prior to or within 18 months following a change of control. In both instances, performance units will accelerate (a) in full based on the achievement of the applicable performance measures if such achievement has been or can be determined by our Compensation Committee in good faith or (b) if our Compensation Committee cannot reasonably determine the achievement percentage, then achievement at the target performance level. With respect to Mr. Childers, see also “Agreements with Executive Officers – CEO Retention Agreement.”

  184. LONG-TERM INCENTIVE COMPENSATION

    | OTHER COMPENSATION POLICIES, PRACTICES AND GUIDELINES |

  185. COMPENSATION-RELATED POLICIES

    COMPENSATION-RELATED POLICIES Stock Ownership Requirements. Our Compensation Committee believes that stock ownership requirements closely align our Named Executive Officers’ interests with those of our stockholders by ensuring they hold a meaningful ownership stake in our Company. Our CEO is required to hold an aggregate amount of our common stock with a market value of at least five times his annual base salary (two times annual base salary in the case of our other Named Executive Officers) within five years of becoming a Named Executive Officer. Until the ownership requirement is met, the Named Executive Officer is prohibited from selling equity in the open market without the consent of the Compensation Committee. Ownership is based on direct ownership and unvested restricted stock or restricted stock units (time-vested) held by the executive; unearned performance units are not used to calculate ownership. Our Compensation Committee reviews the stock ownership of our Named Executive Officers annually as of June 30. As of the date of this Proxy Statement, all Named Executive Officers were in compliance with the guidelines. Securities Trading Policy and Prohibition on Hedging and Pledging. We have adopted a Securities Trading Policy that governs the purchase, sale, and/or other dispositions of our securities by directors, officers and employees that is reasonably designed to promote compliance with insider trading laws, rules and regulations and NYSE listing standards. A copy of our Securities Trading Policy is filed in our Annual Report on Form 10-K for the year ended December 31, 2025. Our Securities Trading Policy also prohibits all employees and directors from engaging in insider trading and from entering into any transaction designed to hedge or offset any decrease in the market value of our equity securities, including purchasing financial instruments (such as variable forward contracts, equity swaps, collars or exchange funds), or otherwise trading in market options (such as puts or calls), warrants, or other derivative instruments of our equity securities. In addition, our Named Executive Officers and directors may not pledge, hypothecate or otherwise encumber shares of the Company’s common stock as collateral for indebtedness. The policy also establishes guidelines for the designation of key employees who are subject to quarterly trading blackouts. Executive Compensation Recovery. The Company adopted a clawback policy effective as of October 2, 2023, in compliance with New York Stock Exchange listing rules. The clawback policy requires the recovery of erroneously awarded incentive-based compensation received by Officers in the three completed fiscal years immediately preceding the date on which the Board concludes or reasonably should have concluded that the Company is required to prepare an accounting restatement due to the noncompliance of the Company with any financial reporting requirement under securities laws. For this purpose, “Officers” include Mmes. Henderson and Hildebrandt and Messrs. Aron, Childers, Ingersoll and Thode and would include any executive officer (as defined in Rule 10D-1(d) of the Exchange Act) during the applicable three-year period. Additionally, “incentive-based compensation” generally means all bonuses and other incentive and equity compensation (including, but not limited to, stock options), the amount, payment and/or vesting of which was calculated based on such restated financial reporting measures. Our policy provides for recovery of erroneously awarded incentive-based compensation through various means, including direct reimbursement by the Officer; recovery of any gain realized on the vesting, exercise, settlement, sale, transfer of other disposition of equity; an offset from any other compensation owed to the Officer; cancellation of outstanding vested or unvested equity or incentive awards (including service-based awards) held by the Officer; and any other means in the discretion of the Compensation Committee. Each Officer has acknowledged that he or she agrees to be bound by the terms of and comply with the Company’s clawback policy.

  186. TAX AND ACCOUNTING CONSIDERATIONS

    TAX AND ACCOUNTING CONSIDERATIONS Section 162(m) of the Code. Section 162(m) of the Code generally disallows the deductibility of certain compensation expenses in excess of $1,000,000 to certain executive officers within a fiscal year. To maintain flexibility in compensating the Company’s executive officers in a manner designed to promote achievement of corporate goals, retention and recruitment, the Compensation Committee has not adopted a policy requiring all compensation to be tax deductible and expects that the deductibility of certain compensation paid will be limited by Section 162(m). Section 280G of the Code. Section 280G of the Code disallows a tax deduction for excess parachute payments to certain executives of companies that undergo a change of control. In addition, Section 4999 of the Code imposes a 20% excise tax on the individual with respect to the excess parachute payment. Parachute payments are compensation linked to or triggered by a change of control and may include, but are not limited to, bonus payments, severance payments, certain fringe benefits, and payments and acceleration of vesting from LTI plans including stock options and other equity-based compensation. Excess parachute payments are parachute payments that exceed a threshold determined under Section 280G of the Code based on the executive’s average prior compensation. We prohibit tax gross-ups on income attributable to change of control agreements and other executive benefit agreements, which is discussed further in “Potential Payments upon Termination or Change of Control”. Accounting for Stock-Based and Unit-Based Compensation. We have followed Financial Accounting Standards Board Accounting Standards Codification 718, “Stock Compensation” (“ASC 718”) in accounting for stock-based and unit-based compensation awards. ASC 718 requires companies to calculate the grant date “fair value” of their stock-based and unit-based awards using a variety of assumptions. ASC 718 also requires companies to recognize the compensation cost of their stock-based and unit-based awards in their income statements over the period that an employee is required to render service in exchange for the award. We expect that we will regularly consider the accounting implications of significant compensation decisions, especially in connection with decisions that relate to our stock incentive plans and programs. As accounting standards change, we may revise certain programs to appropriately align accounting expenses of our equity awards with our overall executive compensation philosophy and objectives.

  187. GRANTS OF PLAN-BASED AWARDS

    GRANTS OF PLAN-BASED AWARDS The following table shows the short- and long-term incentive plan awards granted to the Named Executive Officers in 2025.

  188. GRANTS OF PLAN-BASED AWARDS

    | | | | | | | | | All Other | | | | | | | | | | | Stock Awards: | | | | | Estimated Possible Payouts | | | Estimated Possible Payouts | | | Number of | Grant Date | | | | Under Non-Equity | | | Under Equity | | | Shares of | Fair Value | | | | Incentive Plan Awards (1) | | | Incentive Plan Awards (2) | | | Stock or | of Stock | | | Grant | Threshold | Target | Maximum | Threshold | Target | Maximum | Units | Awards | | Name | Date | ($) | ($) | ($) | (#) | (#) | (#) | (#) (3) | ($) (4) | | Childers | | — | 1,180,288 | 2,360,577 | | | | | | | | 1/30/2025 | | | | — | 43,765 | 87,530 | | 1,312,512 | | | 1/30/2025 | | | | — | 43,764 | 109,410 | | 2,099,797 | | | 1/30/2025 | | | | | | | 87,529 | 2,624,995 | | Aron | | — | 544,846 | 1,089,692 | | | | | | | | 1/30/2025 | | | | — | 17,923 | 35,846 | | 537,511 | | | 1/30/2025 | | | | — | 17,922 | 44,805 | | 859,898 | | | 1/30/2025 | | | | | | | 35,845 | 1,074,992 | | Hildebrandt | | — | 409,904 | 819,808 | | | | | | | | 1/30/2025 | | | | — | 12,087 | 24,174 | | 362,489 | | | 1/30/2025 | | | | — | 12,087 | 30,218 | | 579,934 | | | 1/30/2025 | | | | | | | 24,174 | 724,978 | | Ingersoll | | — | 349,904 | 699,808 | | | | | | | | 1/30/2025 | | | | — | 9,587 | 19,174 | | 287,514 | | | 1/30/2025 | | | | — | 9,586 | 23,965 | | 459,936 | | | 1/30/2025 | | | | | | | 19,173 | 574,998 | | Thode | | — | 349,904 | 699,808 | | | | | | | | 1/30/2025 | | | | — | 9,587 | 19,174 | | 287,514 | | | 1/30/2025 | | | | — | 9,586 | 23,965 | | 459,936 | | | 1/30/2025 | | | | | | | 19,173 | 574,998 |

  189. GRANTS OF PLAN-BASED AWARDS

    | (1) The amounts in these columns show the range of potential payouts under the 2025 Incentive Program. The actual payouts under the plan were determined in February 2026 and paid in March 2026, and are included in the Summary Compensation table for 2025. |

  190. GRANTS OF PLAN-BASED AWARDS

    | (2) The amounts in these columns show the range of potential payouts of performance units awarded under the 2020 Stock Incentive Plan and cliff vest at the conclusion of a three-year performance period, subject to continued employment. “Target” is 100% of the number of 2025 performance units awarded. “Threshold” is the lowest possible payout (0% of the grant), and “Maximum” is the highest possible payout (200% - 250% of the grant). The entries include (a) CAD Performance Units (cash settled) and (b) TSR Performance Units (stock settled). See also “Long-Term Incentive Compensation – 2025 Performance-Based LTI Awards” for more information regarding these awards. |

  191. GRANTS OF PLAN-BASED AWARDS

    | (3) Shares of restricted stock or units awarded under the 2020 Stock Incentive Plan that vest one-third per year over a three-year period, subject to continued service through each vesting date. |

  192. GRANTS OF PLAN-BASED AWARDS

    | (4) The grant date fair value of performance units (at target) and restricted stock and units is calculated in accordance with ASC 718. For a discussion of valuation assumptions, see Note 19 (Stock-Based Compensation) to the consolidated financial statements in our Annual Report on Form 10-K for the year ended December 31, 2025. |

  193. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END The following table shows our Named Executive Officers’ equity awards and equity-based awards denominated in our common stock outstanding at December 31, 2025.

  194. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | | Stock Awards (1) | | | | | | | | | Equity | | | | | Equity | Incentive Plan | | | | | Incentive Plan | Awards: | | | | | Awards: | Market or | | | Number of | | Number of | Payout Value | | | Shares or | Market Value | Unearned Shares, | of Unearned | | | Units of | of Shares or | Units or Other | Shares, Units | | | Stock That | Units of Stock | Rights That | or Other Rights | | | Have Not | That Have | Have Not | That Have Not | | | Vested | Not Vested | Yet Vested | Yet Vested | | Name | (#) (2) | ($) (3) | (#) | ($) (3) | | Childers | 310,193 | 8,071,222 | 97,664(4) | 2,541,217 | | | | | 62,500(5) | 1,626,250 | | | | | 43,765(6) | 1,138,765 | | | | | 97,664(7) | 2,541,217 | | | | | 62,500(8) | 1,626,250 | | | | | 43,764(9) | 1,138,739 | | Aron | 119,438 | 3,107,777 | 36,092(4) | 939,114 | | | | | 23,750(5) | 617,975 | | | | | 17,923(6) | 466,356 | | | | | 36,093(7) | 939,140 | | | | | 23,750(8) | 617,975 | | | | | 17,922(9) | 466,330 | | Hildebrandt | 80,028 | 2,082,329 | 23,354(4) | 607,671 | | | | | 16,250(5) | 422,825 | | | | | 12,087(6) | 314,504 | | | | | 23,354(7) | 607,671 | | | | | 16,250(8) | 422,825 | | | | | 12,087(9) | 314,504 | | Ingersoll | 58,846 | 1,531,173 | 15,922(4) | 414,290 | | | | | 11,875(5) | 308,988 | | | | | 9,587(6) | 249,454 | | | | | 15,923(7) | 414,316 | | | | | 11,875(8) | 308,988 | | | | | 9,586(9) | 249,428 | | Thode | 58,846 | 1,531,173 | 15,922(4) | 414,290 | | | | | 11,875(5) | 308,988 | | | | | 9,587(6) | 249,454 | | | | | 15,923(7) | 414,316 | | | | | 11,875(8) | 308,988 | | | | | 9,586(9) | 249,428 |

  195. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (1) The Company does not use stock options to compensate executive officers; therefore, no options were outstanding at December 31, 2025. |

  196. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (2) Includes shares of restricted stock that vest at the rate of one-third per year beginning on the initial vesting date shown below, subject to continued service through each vesting date. For Childers, includes restricted stock and restricted stock units; see also “Agreements with Executive Officers – CEO Retention Agreement.” |

  197. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | | Unvested | Initial | | Name | Shares | Vesting Date | | Childers | 97,664 | 1/25/24 | | | 125,000 | 1/25/25 | | | 87,529 | 1/25/26 | | Aron | 36,093 | 1/25/24 | | | 47,500 | 1/25/25 | | | 35,845 | 1/25/26 | | Hildebrandt | 23,354 | 1/25/24 | | | 32,500 | 1/25/25 | | | 24,174 | 1/25/26 | | Ingersoll | 15,923 | 1/25/24 | | | 23,750 | 1/25/25 | | | 19,173 | 1/25/26 | | Thode | 15,923 | 1/25/24 | | | 23,750 | 1/25/25 | | | 19,173 | 1/25/26 |

  198. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (3) Based on the market closing price of our common stock on December 31, 2025: $26.02. |

  199. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (4) Unearned 2023 CAD Performance and Leverage Units that cliff vested on January 25, 2026, subject to continued service through the vest date. Amounts shown are the number of units awarded at target performance. The number of actual units paid were determined by our Compensation Committee following the conclusion of the three-year performance period, January 1, 2023 through December 31, 2025. |

  200. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (5) Unearned 2024 CAD Performance and Leverage Units that cliff vest on January 25, 2027, subject to continued service through the vest date. Amounts shown are the number of units awarded at target performance. The number of actual units paid will be determined by our Compensation Committee following the conclusion of the three-year performance period, January 1, 2024 through December 31, 2026. |

  201. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (6) Unearned 2025 CAD Performance Units that cliff vest on January 25, 2028, subject to continued service through the vest date. Amounts shown are the number of units awarded at target performance. The number of actual units paid will be determined by our Compensation Committee following the conclusion of the three-year performance period, January 1, 2025 through December 31, 2027. |

  202. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (7) Unearned 2023 TSR Performance Units that cliff vested on January 25, 2026, subject to continued service through the vest date. Amounts shown are the number of units awarded at target performance. The number of actual units paid were determined by our Compensation Committee following the conclusion of the three-year performance period, January 1, 2023 through December 31, 2025. |

  203. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (8) Unearned 2024 TSR Performance Units that cliff vest on January 25, 2027, subject to continued service through the vest date. Amounts shown are the number of units awarded at target performance. The number of actual units paid will be determined by our Compensation Committee following the conclusion of the three-year performance period, January 1, 2024 through December 31, 2026. |

  204. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | (9) Unearned 2025 TSR Performance Units that cliff vest on January 25, 2028, subject to continued service through the vest date. Amounts shown are the number of units awarded at target performance. The number of actual units paid will be determined by our Compensation Committee following the conclusion of the three-year performance period, January 1, 2025 through December 31, 2027. |

  205. STOCK VESTED

    STOCK VESTED The following table shows the value realized by the Named Executive Officers upon the vesting of equity awards covering our common stock during 2025. No stock options were outstanding or exercised during 2025. The Company does not currently use stock options to compensate its directors, officers or employees.

  206. STOCK VESTED

    | | Stock Awards | | | | Number of | Value | | | Shares and Units | Realized on | | | Acquired on Vesting | Vesting | | Name | (#) (1) | ($) (2) | | Childers | 695,237 | 21,526,058 | | Aron | 238,196 | 7,366,919 | | Hildebrandt | 146,616 | 4,529,996 | | Ingersoll | 105,081 | 3,247,649 | | Thode | 105,081 | 3,247,649 |

  207. STOCK VESTED

    | (1) Includes our (i) time-vested restricted stock and, in the case of Mr. Childers, also restricted stock units, (ii) stock-settled performance units and (iii) cash-settled performance units that vested during 2025. |

  208. STOCK VESTED

    | (2) The value realized for vested awards was determined by multiplying the market closing price of our common stock on the applicable vesting date by the number of shares or units that vested, plus dividend equivalents attributable to the 2022 Performance Units, which were accrued over the three-year performance and vesting period and paid upon vesting, in the amount of $877,519 for Mr. Childers, $292,498 for Mr. Aron, $175,501 for Ms. Hildebrandt, $126,743 for Mr. Ingersoll and $126,743 for Mr. Thode. Shares and units vested on various dates throughout the year; therefore, the value listed represents the aggregate value of all shares and units that vested for each Named Executive Officer in 2025. |

  209. NONQUALIFIED DEFERRED COMPENSATION

    NONQUALIFIED DEFERRED COMPENSATION The following table shows the Named Executive Officers’ compensation for 2025 under our nonqualified deferred compensation plan.

  210. NONQUALIFIED DEFERRED COMPENSATION

    | | | | Aggregate | | | | | Executive | Company | Earnings/ | | Aggregate | | | Contributions | Contributions | (Losses) | Aggregate | Balance at | | | in Last | in Last | in Last | Withdrawals/ | Last Fiscal | | | Fiscal Year | Fiscal Year | Fiscal Year | Distributions | Year End | | Name | ($) | ($) (1) | ($) | ($) | ($) | | Childers | 47,212 | 49,712 | 175,933 | — | 1,674,695 | | Aron | 52,259 | 54,759 | 74,429 | — | 740,131 | | Hildebrandt | 75,198 | 54,198 | 42,177 | (85,555) | 451,429 | | Ingersoll | 20,936 | 23,436 | 43,988 | — | 390,298 | | Thode | 53,255 | 42,906 | 38,181 | — | 397,121 |

  211. NONQUALIFIED DEFERRED COMPENSATION

    | (1) The amounts in this column represent Company contributions to each Named Executive Officer’s Deferred Compensation Plan account earned in 2025 but paid in the first quarter of 2026. These amounts are included in “All Other Compensation” in the Summary Compensation table for 2025 and in “Aggregate Balance at Last Fiscal Year End” in this table. |

  212. NONQUALIFIED DEFERRED COMPENSATION

    Under our Deferred Compensation Plan, eligible employees are permitted to defer receipt of up to 90% of their base salary and bonus. We also make certain employer matching contributions designed to serve as a make-up for the portion of the employer matching contributions that cannot be made under our 401(k) Plan due to Code limits. The amounts deferred under each participant’s Deferred Compensation Plan account are deemed to be invested in investment alternatives chosen by the participant from a range of choices established by the plan administrator. The balances of participant accounts are adjusted to reflect the gains or losses that would have been obtained if the participant contributions had actually been invested in the applicable investment alternatives. Participants may elect to defer the distribution of their account balances until the occurrence of a specified future date or event, including: (a) a future date while the participant is employed by us, as specified by the participant, (b) the participant’s separation from service (within the meaning of Section 409A of the Code), including due to death, or (c) the participant’s disability. Participants may also elect whether to receive distributions of their account balances in a single lump-sum amount or in annual installments to be paid over a period of two to ten years. Payment of a participant’s account will be made or commence, as applicable, as follows:

  213. NONQUALIFIED DEFERRED COMPENSATION

    | ● | for lump sum payments, on the earlier of: (x) in the case of a specified in-service date, January 1 of such year and (y) in the case of a separation from service or disability, the date of the participant’s separation of service or, if earlier, disability and |

  214. NONQUALIFIED DEFERRED COMPENSATION

    | ● | for installment payments, the earlier of: (x) in the case of a specified in-service date, January 1 of such year and (y) in the case of a separation from service or disability, January 1 of the calendar year immediately following the date of the participant’s separation of service or, if earlier, disability. |

  215. NONQUALIFIED DEFERRED COMPENSATION

    The Deferred Compensation Plan is administered by our Compensation Committee. The Deferred Compensation Plan is an unfunded plan for tax purposes and for purposes of Title I of the Employee Retirement Income Security Act of 1974, as amended. We have established a “rabbi trust” to satisfy our obligations under the Deferred Compensation Plan.

  216. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL The following table shows the potential payments to the Named Executive Officers upon a theoretical termination of employment or change of control (as applicable) occurring on December 31, 2025. The amounts shown are, as applicable, based on each Named Executive Officer’s annual base salary and assume an Archrock common stock value of $26.02 per share, the December 31, 2025 market closing price. The actual amount paid out to an executive upon an actual termination or change of control can only be determined at the time of such event.

  217. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | | | Termination | | | | | | Without | Change of | Change of | | | Termination | Cause or | Control | Control | | | Due to | Resignation | Without a | with a | | | Death or | with Good | Qualifying | Qualifying | | | Disability | Reason | Termination | Termination | | Name | ($) (1) | ($) (2) | ($) (3) | ($) (3) | | D. Bradley Childers | | | | | | Cash Severance | — | 3,325,000(4) | — | 7,600,000(5) | | Restricted Stock (6) | 8,071,222 | 4,926,635 | — | 8,071,222 | | Performance Awards (7) | 10,612,439 | 8,009,936 | — | 10,612,439 | | Other Benefits (8) | — | 25,753 | — | 192,930 | | Total Pre-Tax Benefit | 18,683,661 | 16,287,324 | — | 26,476,591 | | Douglas S. Aron | | | | | | Cash Severance | — | 1,708,000(4) | — | 2,867,000(5) | | Restricted Stock (6) | 3,107,777 | 1,868,010 | — | 3,107,777 | | Performance Awards (7) | 4,046,891 | 3,013,116 | — | 4,046,891 | | Other Benefits (8) | — | 27,966 | — | 207,449 | | Total Pre-Tax Benefit | 7,154,668 | 6,617,092 | — | 10,229,117 | | Stephanie C. Hildebrandt | | | | | | Cash Severance | — | 1,375,000(4) | — | 2,337,500(5) | | Restricted Stock (6) | 2,082,329 | 1,240,165 | — | 2,082,329 | | Performance Awards (7) | 2,690,000 | 1,988,778 | — | 2,690,000 | | Other Benefits (8) | — | 20,384 | — | 191,163 | | Total Pre-Tax Benefit | 4,772,329 | 4,624,327 | — | 7,300,992 | | Jason G. Ingersoll | | | | | | Cash Severance | — | 1,175,000(4) | — | 1,997,500(5) | | Restricted Stock (6) | 1,531,173 | 889,598 | — | 1,531,173 | | Performance Awards (7) | 1,945,463 | 1,406,884 | — | 1,945,463 | | Other Benefits (8) | — | 31,785 | — | 152,440 | | Total Pre-Tax Benefit | 3,476,636 | 3,503,267 | — | 5,626,576 | | Eric W. Thode | | | | | | Cash Severance | — | 1,175,000(4) | — | 1,997,500(5) | | Restricted Stock (6) | 1,531,173 | 889,598 | — | 1,531,173 | | Performance Awards (7) | 1,945,463 | 1,406,884 | — | 1,945,463 | | Other Benefits (8) | — | 24,605 | — | 177,021 | | Total Pre-Tax Benefit | 3,476,636 | 3,496,087 | — | 5,651,157 |

  218. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (1) “Disability” is defined in the 2020 Stock Incentive Plan. |

  219. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (2) “Cause” and “Good Reason” are defined in the severance benefit agreements. |

  220. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (3) “Qualifying Termination” is defined in the change of control agreements. No payments may be made in the event of a change of control absent a Qualifying Termination. |

  221. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (4) If the executive had been terminated without Cause or resigned with Good Reason on December 31, 2025, under the executive’s severance benefit agreement his or her cash severance would consist of (a) the sum of the executive’s base salary and target annual incentive opportunity (calculated as a percentage of annual base salary for 2025), plus (b) the executive’s target annual incentive opportunity (calculated as a percentage of annual base salary for 2025). |

  222. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (5) If the Company consummated a change of control that was followed by the executive’s Qualifying Termination on December 31, 2025, under the executive’s change of control agreement his or her cash severance would consist of (a) two times (three times for Mr. Childers) the sum of the executive’s base salary and target annual incentive opportunity (calculated as a percentage of annual base salary for 2025), plus (b) the executive’s target annual incentive opportunity (calculated as a percentage of his or her annual base salary for 2025). |

  223. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (6) Represents the value of the accelerated vesting of the executive’s unvested restricted stock based on the December 31, 2025 closing price of our common stock. |

  224. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (7) Represents the value of the accelerated vesting of the executive’s unvested performance awards based on the December 31, 2025 market closing price of our common stock. |

  225. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE OF CONTROL

    | (8) Represents each Named Executive Officer’s right to the payment, as applicable, of (a) in the event of a termination without Cause or voluntary resignation for Good Reason, a lump sum payment comprised of the executive’s medical benefit premiums for a one year period and the amount of the administrative fee assessed under COBRA, or (b) in the event of a Qualifying Termination in connection with a change of control, a lump sum payment comprised of the executive’s medical benefit premiums for a two year period, the amount of the administrative fee assessed under COBRA and two times the Company contributions for the preceding 24 months under the 401(k) Plan and deferred compensation plan. |

  226. CEO PAY RATIO

    CEO PAY RATIO As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and Item 402(u) of Regulation S-K, we are providing the following information regarding the relationship of the annual total compensation of our employees and the annual total compensation of Mr. Childers, our CEO. We consider the pay ratio specified below to be a reasonable estimate, calculated in a manner that is intended to be consistent with Item 402(u) of Regulation S-K. Mr. Childers had an annual total compensation of $9,037,610 in 2025 as reflected in the “Total” column of our Summary Compensation table included in this Proxy Statement. With respect to the annual total compensation of the median employee, we identified and calculated the elements of such employee’s compensation for 2025 in accordance with the requirements of Item 402(c)(2)(x) of Regulation S-K, resulting in annual total compensation for 2025 of $149,645. As a result, we estimate that Mr. Childers’ 2025 annual total compensation was approximately 60 times that of the median of the annual total compensation of all of our employees (other than the CEO). Archrock has elected to identify its median employee every three years unless there is a significant and consequential change in employee population or employee compensation arrangements. In determining the median employee, Archrock prepared a listing of all employees (including full-time, part-time, seasonal and temporary employees) as of December 31, 2023 and the total compensation of each such employee for fiscal year 2025. The median employee was selected from this list and did not change for 2025. Our Compensation Committee believes this is reasonable on the basis there has been no significant change in its employee population, employee compensation arrangements, or the compensation of the median employee. This pay ratio is a reasonable estimate calculated in a manner consistent with SEC rules based on our payroll and employment records and the methodology described above. Because the SEC rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s annual total compensation allow companies to adopt a variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their compensation practices, the pay ratio reported by other companies may not be comparable to the pay ratio reported above, as other companies may have different employment and compensation practices and may utilize different methodologies, exclusions, estimates and assumptions in calculating their own pay ratios.

  227. PAY VERSUS PERFORMANCE

    PAY VERSUS PERFORMANCE In accordance with rules adopted by the SEC pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, we provide the following disclosure regarding executive compensation for our principal executive officer (“PEO”) and Non-PEO NEOs and Company performance for the fiscal years listed below. Our Compensation Committee did not consider the pay versus performance disclosure below in making its pay decisions for any of the years shown. Please refer to the Compensation Discussion and Analysis for the complete discussion as to how pay was determined.

  228. PAY VERSUS PERFORMANCE

    | | Summary | | | Average | | | | | | | Compensation | Compensation | Average | Compensation | Value of Initial Fixed $100 | | | | | | Table (“SCT”) | Actually Paid | SCT Total | Actually Paid | Investment Based On: (4) | | | Adjusted | | | Total for | to Childers | for Non-PEO | to Non-PEO | | Peer Group | | EBITDA | | | Childers (PEO) (1) | (PEO) (1,2,3) | NEOs (1) | NEOs (1,2,3) | TSR | TSR | Net Income | (5) | | Year | ($) | ($) | ($) | ($) | ($) | ($) | ($MM) | ($MM) | | 2025 | 9,037,610 | 18,737,395 | 2,966,547 | 5,126,836 | 388 | 291 | 322 | 901 | | 2024 | 8,512,663 | 30,716,520 | 2,660,372 | 7,648,864 | 360 | 277 | 172 | 595 | | 2023 | 8,020,736 | 17,142,980 | 2,351,929 | 4,321,844 | 215 | 192 | 105 | 450 | | 2022 | 7,192,632 | 7,318,092 | 1,951,033 | 1,976,804 | 119 | 168 | 44 | 363 | | 2021 | 6,609,272 | 3,716,961 | 1,708,806 | 1,212,821 | 92 | 138 | 28 | 326 |

  229. PAY VERSUS PERFORMANCE

    | (1) Mr. Childers was our PEO for each year presented. The individuals comprising the Non-PEO NEOs for each year presented are: Ms. Hildebrandt and Messrs. Aron, Ingersoll and Thode. |

  230. PAY VERSUS PERFORMANCE

    | (2) The amounts shown for Compensation Actually Paid have been calculated in accordance with Item 402(v) of Regulation S-K and do not reflect compensation actually earned, realized, or received by the Company’s NEOs. These amounts reflect the SCT Total with certain adjustments as described in footnote 3 below. |

  231. PAY VERSUS PERFORMANCE

    | (3) “Compensation Actually Paid” reflects the exclusions and inclusions of certain amounts for the PEO and the Non-PEO NEOs as set forth below. Equity values are calculated in accordance with FASB ASC Topic 718. |

  232. PAY VERSUS PERFORMANCE

    | | 2025 | | | | | Average for | | | PEO | Non-PEOs | | | ($) | ($) | | SCT Total | 9,037,610 | 2,966,547 | | Value of Equity Awards as Reported in SCT | (6,037,304) | (1,696,175) | | Year-End Fair Value (“FV”) of Equity Awards Granted During Year That Remained Unvested as of Last Day of Year | 5,705,854 | 1,603,057 | | Change in FV From Last Day of Prior Year to Last Day of Year of Unvested Equity Awards | 3,824,493 | 949,530 | | Change in FV from Last Day of Prior Year to Vesting Date of Unvested Equity Awards that Vested During Year | 6,206,742 | 1,303,877 | | Value of Dividends Paid on Equity Awards Not Otherwise Included | — | — | | Compensation Actually Paid | 18,737,395 | 5,126,836 |

  233. PAY VERSUS PERFORMANCE

    For the equity values included in the above tables, the valuation assumptions used to calculate fair values did not materially differ from those disclosed at the time of the grant.

  234. PAY VERSUS PERFORMANCE

    | (4) The peer group TSR shown in this table utilizes the Alerian Midstream Energy Total Return (“AMNAX”) Index, which we also utilize in the stock performance graph required by Item 201(e) of Regulation S-K included in our Annual Report on Form 10-K for the year ended December 31, 2025. The comparison assumes $100 was invested for the period starting December 31, 2020, through the end of the listed year in the Company and the AMNAX Index. Historical stock price performance is not necessarily indicative of future stock performance. |

  235. PAY VERSUS PERFORMANCE

    | (5) We determined Adjusted EBITDA to be the most important financial performance measure used to link Company performance to Compensation Actually Paid to our PEO and other NEOs in 2025. Adjusted EBITDA is a non-GAAP measure and is defined in the Compensation Discussion and Analysis under “Annual Performance-Based Incentive Compensation.” See the inside cover of our 2021 through 2025 Annual Reports to Stockholders, available on our website, for a reconciliation of net income to Adjusted EBITDA for each year. |

  236. Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and TSR

    Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and TSR The following chart sets forth the relationship between Compensation Actually Paid to our PEO, the average of Compensation Actually Paid to our non-PEO NEOs, the Company’s cumulative TSR, and the peer group’s cumulative TSR over the five most recently completed fiscal years.

  237. Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and Net Income

    Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and Net Income The following chart sets forth the relationship between Compensation Actually Paid to our PEO, the average of Compensation Actually Paid to our Non-PEO NEOs, and our Net Income during the five most recently completed fiscal years.

  238. Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and Adjusted EBITDA(1)

    Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and Adjusted EBITDA(1) The following chart sets forth the relationship between Compensation Actually Paid to our PEO, the average of Compensation Actually Paid to our other NEOs, and our Adjusted EBITDA during the five most recently completed fiscal years.

  239. Relationship Between PEO and Non-PEO NEO Compensation Actually Paid and Adjusted EBITDA(1)

    | (1) Adjusted EBITDA is a non-GAAP measure. See the inside cover of our 2021 through 2025 Annual Reports to Stockholders, available on our website, for a reconciliation of net income to Adjusted EBITDA for each year. |