2018 Guide to Effective Proxies

2.17.3 Business strategy | 313 6 TH EDITION | GUIDE TO EFFECTIVE PROXIES How our Incentive Program is Tied to our Long-Term Company Strategy We have designed our strategic pillars, which are outlined below, to position the Company competitively and thereby deliver superior performance, which will in turn create value for our stockholders. Drive Digital Foundational Growth Strengthen Partnerships Expand Access Develop Best Talent Transform Technology Champion Security Leverage World-Class Brand As illustrated below, we tie our executive compensation program to our long-term business strategy by keeping our executive officers focused on, and rewarding them for, their achievement of goals and fulfillment of activities that support our strategic pillars. In addition, achieving our strategic pillars helps drive the long-term corporate performance metrics used in our executive compensation program. Compensation Component Link to Strategy Strategy & Performance Alignment Annual Incentive Plan: Individual and Corporate Performance Š A significant portion of our executive officers’ individual performance goals are tied to one or more of our strategic pillars (as explained further in this proxy statement under Individual Performance Goals and Results for Fiscal Year 2017 ) Š We link a substantial portion of compensation to corporate performance through use of annual cash incentives determined by Net Income Growth and Net Revenue Growth Aligns executive officers’ interests with stockholders’ interests by: Š rewarding individual performance for achievement of strategic goals (designed to position the Company competitively) Š promoting strong annual net income and revenue growth Long-Term Equity Grants: Individual and Corporate Performance Š We consider individual performance (which is tied to the strategic pillars), in setting the value of our executive officers’ long-term equity grant Š We link a substantial portion of compensation to long-term corporate performance through the use of long- term incentives, including performance shares that use EPS and relative TSR as financial metrics Further aligns executive officers’ interests with long-term stockholders’ interests by: Š taking individual performance (which is tied to strategic pillars) into account in making grants Š linking a substantial portion of long-term compensation to long-term corporate performance and operational efficiency CompensationComponentLinktoStrategyStrategy&PerformanceAlignment 42 VISA, INC.