NVIDIA Shareholder Engagement Presentation Deck
NVIDIA.
Our Compensation
Practices
Leverage industry peer data and
driven by our culture and values
Our
peer companies are companies that:
• We compete with for executive talent; Have an established
business, market presence and similar complexity
●
Are similar in size at roughly 0.5-3.5X our revenue
and market capitalization
Pay for performance
• ~96% of CEO pay is provided through "at-risk" performance-
based elements
Variable cash tied to Annual Revenue
Single-Year PSUs tied to Annual Operating Income and Gross Margin
Multi-Year PSUs tied to Total Shareholder Return performance
vs. the S&P 500 over a 3-year period
●
●
~92% of Other NEO pay is provided through "at-risk"
performance-based elements; Equity is a significant
component of total compensation
●
Other NEOs receive time based Restricted Stock Units (RSUS)
in addition to variable elements
Focus on long-term growth and success
We don't believe our executives need short term incentive
programs to motivate them
We focus on the operating system of the company to drive
results and adjust as required to achieve the desired long
and short-term outcomes
Managing ESG priorities such as engaging the right diverse
talent, managing issues in our supply chain, and addressing
climate change may impact our long-term growth and successView entire presentation