2018 Guide to Effective Proxies

2.10 Board skills matrix | 165 6 TH EDITION | GUIDE TO EFFECTIVE PROXIES GLOBAL PAYMENTS INC. GOLDMAN SACHS GROUP, INC. HOST HOTELS & RESORTS, INC. INTEL CORPORATION Theboard has identifiedthe followingkey qualificationsand experiencethat are important to be represented on the board as a wholeinlightof our current businessstrategy and expectedneeds. Thecharts belowindicate how these qualificationsare represented on our board basedon information providedby our directors. Information regardingeach director’s skillsand qualificationscan be found within their individualbiographieson pages13-17. Leadership andSenior ManagementExperience 89% PublicCompanyExperience 100% IndustryExperience 89% RiskManagement,Compliance andGovernance 78% MergersandAcquisitions 89% StrategicPlanning 89% Accounting and Finance 67% Technology andCybersecurity 78% BoardRefreshment We are committed to periodicallyreviewingour board’s compositionto ensure that we continueto have the right mix of skills,backgroundand tenure. As a result of healthyrefreshment over recent years, 62% of our board members have joinedthe board inthe last five years, and 38% of our members joinedthe board inthe last two years. Thebackgroundand skillsof these directors contribute meaningfullyto the Company’s strategy for future growth and long-term valuecreation. Theboard alsobelievesthat directors developan understandingof the Companyand an abilityto work effectively as a group over time that providessubstantialvalue, and therefore a significantdegreeof continuityyear-over- year is beneficialto shareholdersand generallyshouldbe expected. 20 – GLOBAL PAYMENTSINC. | 2018Proxy Statement ExecutiveSummary |CorporateGovernanceHighlights Corporate Governance Highlights (seeCorporateGovernance,beginningonpage15) KEY FACTSABOUT OUR BOARD Westrivetomaintainawell-roundedanddiverseBoardthatbalancesfinancialindustryexpertisewith independence,andtheinstitutionalknowledgeoflonger-tenureddirectorswiththefreshperspectivesbroughtby newerdirectors.Assummarizedbelow,ourdirectorsbringtoourBoardavarietyofskillsandexperiences developedacrossabroadrangeofindustries,bothinestablishedandgrowthmarkets, andineachofthepublic, privateandnot-for-profit sectors. DIRECTORSKILLS&EXPERIENCES 6 5 8 7 4 8 3 9 FINANCIAL SERVICES INDUSTRY OTHER COMPLEX/ REGULATED INDUSTRIES RISK MANAGEMENT TALENT DEVELOPMENT TECHNOLOGY PUBLIC COMPANY GOVERNANCE AUDIT/TAX/ ACCOUNTING GLOBAL KEYBOARDSTATISTICS DIRECTORNOMINEES INDEPENDENCEOFNOMINEES Board 11 9of11 Audit 3 All Compensation 5 All Governance 9 All PublicResponsibilities 3 All Risk 6 5of6 13 41 23 ~200 BOARDMEETINGS IN2017 STANDINGCOMMITTEE MEETINGSIN2017 DIRECTORSESSIONSIN2017 WITHOUTMANAGEMENT PRESENT MEETINGSOF LEADDIRECTOR/ CHAIRSOUTSIDE OFBOARDMEETINGS DIVERSITYOFDIRECTORSENHANCESBOARDPERFORMANCE 36% 5.5 YEARS 63 44% 33% JOINEDINTHELAST5 YEARS MEDIANTENURE MEDIANAGE INDEPENDENT NOMINEESDIVERSE BYRACE,GENDEROR SEXUALORIENTATION INDEPENDENT NOMINEESWHO ARENON-U.S. ORDUALCITIZENS 10 GoldmanSachs | ProxyStatementforthe2018AnnualMeetingofShareholders GOVERNMENT,LEGAL,ANDREGULATORYEXPERIENCE Directorswhohaveservedingovernmentpositionsprovideexperienceandinsightsthathelpusworkconstructivelywith governmentsaroundtheworldandaddresssignificantpublicpolicyissues,particularlyastheyrelatetoIntel’soperationsandto publicsupportforscience,technology,engineering,andmathematicseducation.Directorswithabackgroundinlawcanassist theBoardinfulfillingitsoversightresponsibilitiesregardingIntel’slegalandregulatorycomplianceanditsengagementwith regulatoryauthorities. PUBLICCOMPANYBOARDEXPERIENCE Directorswithpubliccompanyboardexperienceunderstandthedynamicsandoperationofacorporateboard,therelationship ofapubliccompanyboardtotheCEOandotherseniormanagementpersonnel,thelegalandregulatorylandscapeinwhich publiccompaniesmustoperate,theimportanceofparticularagendaandoversightissues,andhowtooverseeanever-changing mixofstrategic,operational,andcompliance-relatedmatters. Listedbelowaretheskillsandexperiencethatweconsiderimportantforourdirectornomineesinlightofourcurrentbusiness strategyandstructure.Thedirectors’biographiesnoteeachdirector’srelevantexperience,qualifications,andskillsrelativeto thislist. DIRECTORSSKILLSMATRIX Bhusri Bryant Hundt Ishrak Krzanich Lavizzo-Mourey Liu Smith Wilson Yeary SeniorLeadershipExperience Š Š Š Š Š Š Š Global/InternationalExperience Š Š Š Š Š Š IndustryandIT/TechnicalExperience Š Š Š Š Š Š FinancialExpertise Š Š Š HumanCapitalExperience Š Š Š Š Š Š Š Š OperatingandManufacturingExperience Š Š Š Š Sales,Marketing,andBrandManagementExperience Š Š EmergingTechnologiesandBusinessModelsExperience Š Š Š Š Š Š BusinessDevelopmentandM&AExperience Š Š Š Š Š Government,Legal,andRegulatoryExperience Š Š PublicCompanyBoardExperience Š Š Š Š Š Š Š Š 2018PROXYSTATEMENT Proposal1:ElectionofDirectors 19 PROPOSALSREQUIRINGYOURVOTE Summary of 2018Director Qualifications andExperience TheNominatingandCorporateGovernanceCommitteeandthefullBoardbelieveacomplementarymixofdiverse skills,attributes,andexperienceswillbestservetheCompanyanditsstockholders.Thedirectorskillssummarythat appearsbelow,andtherelatednarrativeforeachdirectornominee,notesthespecificexperience,qualifications, attributes,andskillsforeachdirectorthattheBoardconsidersimportantindeterminingthateachnomineeshouldserve ontheBoardinlightoftheCompany’sbusiness,structure,andstrategicdirection.Theabsenceofa“•”foraparticular skilldoesnotmeanthedirectorinquestionisunabletocontributetothedecision-makingprocessinthatarea. Skill/Qualification Baglivo Bair Hogan Preusse Korologos Marriott Mathrani Morse, Jr. Rakowich Risoleo Smith Stein ACADEMIA /EDUCATION brings perspective regarding organizational,management and academic research relevant to our business and strategy • • • ACCOUNTING/FINANCIALLITERACY assists our directors in understandingandoverseeingour financial reportingand internal controls, ensuring transparencyand accuracy • • • • • • • • • BUSINESSHEAD leadership roleas companyCEO or headof a government organization • • • • • • • • • CORPORATEGOVERNANCE experience supports our goals of strongBoardandmanagement accountability, transparencyand protectionof stockholder interests • • • • • • • • DIVERSITY ensures theboardhas varying viewpoints on issues facing theCompany • • • • • FINANCIAL/CAPITALMARKETS experience is important to raising the capital needed to fundour business • • • • • • • • GOVERNMENT/PUBLICPOLICY experiencebrings understanding of government regulations affectingour business • • • INTERNATIONAL experience is important inunderstanding issues facing theCompany’s international portfolio • • • • • • • • • • LEGAL experienceallows us tobetter evaluate risks and contractual obligations • • • • MANAGEMENT experienceprovides directorsapractical understandingof developing, implementingand assessingour operatingplanandbusiness strategy • • • • • • • • • • • MARKETING/BRANDMANAGEMENT knowledge is important to evaluating theperformanceof our hotelmanagers • • • REALESTATE INVESTMENT wearea real estate companyand this expertise is important inunderstandingour business and strategy • • • • • • REIT/LODGING knowledgeof the lodging industryand the issues facing real estate investment trusts • • • • • • RISKMANAGEMENT experience is critical to theBoard’s role in overseeing the risks facing theCompany • • • • • • • • • • • • • • 27