2018 Guide to Effective Proxies

6 TH EDITION | GUIDE TO EFFECTIVE PROXIES 170 S&P GLOBAL, INC. SALESFORCE.COM, INC. SCHNITZER STEEL INDUSTRIES, INC. SHERWIN-WILLIAMS COMPANY BOARDOFDIRECTORSANDCORPORATEGOVERNANCE(continued) Specific Experience, Qualifications, Attributesand Skills ofDirectors TheNominatingandCorporateGovernanceCommitteehasreviewedwiththeBoardthespecificexperience, qualifications,attributesandskillsofeachDirectornomineestandingforre-electionasaDirectoratthisAnnual Meeting.TheCommitteehasconcludedthateachDirectornomineehastheappropriateskillsandqualifications requiredofBoardmembershipandthateachpossessesanin-depthknowledgeoftheCompany’scomplex globalbusinessesandstrategy.TheCommitteefurtherbelievesthatourBoardiscomposedofwell-qualified andwell-respectedDirectorswhoareprominentinbusiness,finance,andtheglobalcapitalandcommodity markets.TheexperienceandkeycompetenciesofeachDirectornominee,asreviewedandconsideredbythe Committee,arediscussedonpages16through27ofthisProxyStatement. EXPERIENCEANDQUALIFICATIONS ChiefExecutiveOfficer International ActiveExecutive Accounting/Finance FinancialServices Strategy/M&A Technology/Digital Operational Regulatory/PublicPolicy Legal/Audit/RiskManagement CorporateGovernance Sales&Marketing Capital/CommoditiesMarkets William D.Green Marco Alverà Edward B.Rust, Jr. SirMichael Rake Monique F.Leroux Rebecca Jacoby CharlesE. Haldeman,Jr. Maria R.Morris Stephanie C.Hill Douglas L.Peterson RichardE. Thornburgh KurtL. Schmoke 2018ProxyStatement 15 DIRECTORSANDCORPORATEGOVERNANCE(CONTINUED) Board Members Summary of Director Experience and Qualifications The matrix below summarizes what our Board believes are desirable types of experience, qualifications, attributes and skills possessed by one or more of Salesforce’s directors, because of their particular relevance to the Company’s business and structure. While all of these were considered by the Board in connection with this year’s director nomination process, the following matrix does not encompassallexperience,qualifications,attributesorskillsofourdirectors. Significant technical or business experience insoftware industry. Experience withcloud computing technology infrastructure. Experience asCEOor senior executive atapublic companyor otherlarge organization. Experience asa directorof another public company. Leadership experience insales and distribution. Leadership experience in marketing andbrand building. Expertisein financial statements and accounting. Leadership experience inhealthcare, anindustry vertical importantto Salesforce. Experience foundingor growing new businesses directlyor through venture capital work. Diversity, including diversity of gender or race. Leadership experience in government, law ormilitary. Leadership experience involving international operationsor relations. MarcBenioff ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ KeithBlock ✓ ✓ ✓ ✓ ✓ CraigConway ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ AlanHassenfeld ✓ ✓ ✓ ✓ ✓ ✓ NeelieKroes ✓ ✓ ✓ ✓ ColinPowell ✓ ✓ ✓ ✓ ✓ SanfordRobertson ✓ ✓ ✓ ✓ JohnV.Roos ✓ ✓ ✓ ✓ BernardTyson ✓ ✓ ✓ RobinWashington ✓ ✓ ✓ ✓ ✓ MaynardWebb ✓ ✓ ✓ ✓ ✓ ✓ SusanWojcicki ✓ ✓ ✓ ✓ ✓ 4 2018 Proxy Statement Experiences, Qualifications, Attributes and Skills of Director Nominees. InconsideringeachdirectornomineeandthecompositionoftheBoardasawhole,theNominating Committeeutilizesadiversegroupofexperiences,qualifications,attributesandskills,including diversityingender,ethnicityandrace,thattheNominatingCommitteebelievesenablesadirector nomineetomakesignificantcontributionstotheBoard,Sherwin-Williamsandourshareholders.These experiences,qualifications,attributesandskills,whicharemorefullydescribedinthefollowingtable, aresetforthinadirectormatrix.TheNominatingCommitteeregularlyreviewsthedirectormatrixas partofitsannualBoardcompositionreview,whichincludesareviewofpotentialdirectorcandidates. TheNominatingCommitteemayalsoconsidersuchotherexperiences,qualifications,attributesand skills,asitdeemsappropriate,giventhethen-currentneedsoftheBoardandSherwin-Williams. A.F.Anton D.F.Hodnik R.J.Kramer S.J.Kropf J.G.Morikis C.A.Poon J.M.Stropki M.H.Thaman M.ThorntonIII S.H.Wunning ManagementExperience ExperienceasaCEO,COO,PresidentorSeniorVPofa companyorasignificantsubsidiary,operatingdivision orbusinessunit. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Independence SatisfytheindependencerequirementsoftheNYSE. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Financial Expertise Possesstheknowledgeandexperiencetobequalified asan“auditcommitteefinancialexpert.” ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Manufacturing;Distribution Experiencein,orexperienceinaseniormanagement positionresponsiblefor,managingsignificant manufacturinganddistributionoperations. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Technical; Research and Development Experiencein,orexperienceinaseniormanagement positionresponsiblefor,managingasignificant technicalorresearchanddevelopmentfunction. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ International Operations Experienceworkinginamajororganizationwithglobal operationswithathoroughunderstandingofdifferent cultural,politicalandregulatoryrequirements. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Marketing; Sales Experiencein,orexperienceinaseniormanagement positionresponsiblefor,managingamarketingand/or salesfunction. ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Retail Operations Experiencein,orexperienceinaseniormanagement positionresponsiblefor,managingretailoperations. ✓ ✓ ✓ Minority; Diversity Addperspectivethroughdiversityingender,ethnic background,race,etc. ✓ ✓ ✓ 19 ProposalNo.1–ElectionofDirectors Diversity The N&CG Committee strives to achieve diversity on the Board by considering skills, experience, education, length of service on the Board, and such other factors as it deems appropriate. The N&CG Committee and the Board define diversity broadly to include the background, professional experience, skills, and viewpoints necessary to achieve a balance and mix of perspectives. In evaluating potential director candidates, the N&CG Committee and the Board place particular emphasis on diversity. Our Board recognizes the value of diversity and considers how a candidate may contributetotheBoardinawaythatcanenhanceperspective and judgment through diversity in gender, age, ethnic background,geographicorigin,andprofessionalexperience. Valued Expertise, Skills and Experience CEO/PRESIDENT 67%ofDirectors CFO/FINANCE 67%ofDirectors PUBLICBOARD 89%ofDirectors INTERNATIONALBUSINESS 100%ofDirectors EXECUTIVECOMPENSATION 89%ofDirectors COMMODITIES 78%ofDirectors STRATEGICANALYSIS/PLANNING 100%ofDirectors MERGER&ACQUISITION 100%ofDirectors GROWTHMANAGEMENT&ORGANIZATIONALINTEGRATION 89%ofDirectors STEEL/SCRAPINDUSTRY 44%ofDirectors AUTOMOTIVE/AUTOPARTSINDUSTRY 44%ofDirectors ENVIRONMENTAL/SUSTAINABILITY 56%ofDirectors BUSINESSDEVELOPMENT 100%ofDirectors CHANGEMANAGEMENT 100%ofDirectors RISKMANAGEMENT 100%ofDirectors INDUSTRIALOPERATIONAL/COO 67%ofDirectors INFORMATIONALTECHNOLOGY 56%ofDirectors GOVERNMENTRELATIONS/ADVOCACY/COMMUNITYRELATIONSHIPS 56%ofDirectors PROCUREMENT,FREIGHTANDLOGISTICS 56%ofDirectors LEGAL 33%ofDirectors INVESTOR/MEDIARELATIONS 100%ofDirectors HUMANRESOURCES 78%ofDirectors BoardSelf-Assessments The Board conducts annual self-evaluations to determine whether it and its committees are functioning effectively and whether its governing documents continue to remain appropriate.OurBoard’sself-evaluationisfacilitatedbyawide range of questions related to topics including operations, composition of the Board, Board diversity, responsibilities, governing documents, and resources. As part of the Board self-evaluation process, each director also conducts an evaluation of the Chairman of the Board and the Lead Director. The process is designed and overseen by the N&CG Committee, and the results of the evaluations are discussed 26 | NoticeofAnnualMeetingofShareholdersand2017ProxyStatement