Performance Analysis 2-Year CEO SCT Pay 2- Ye ar C EO S T Pa y Potential misalignment: Low performance/ high pay Potential misalignment: High performance/ low pay COMPENSATION DISCUSSION AND ANALYSIS 30 For purposes of this graph, pay is defined as the two-year sum of Summary Compensation Table pay for all applicable elements including base salary, stock and option awards at grant value, non-equity incentive plan compensation and all other compensation.

Skills/Experience Ab er na th y Fe ar on Go ff Gr ee Je lli so Li M in k Ni co la s Pa tt er so Pr ee te Ve rd ui W ul fs oh Financial Knowledge of finance or financial reporting; experience with debt/capital market transactions and/or mergers and acquisitions l l l l l l l l l International Experience doing business internationally or focused on international issues and operations and exposure to markets, economies, and cultures outside the U.S.

Performance Analysis 3-Year CEO SCT Pay 3- Ye ar CE O SC T Pa y Potentialtt misii aligll nment: Low perforr rmance/ high pay Potentialtt misii alignmll ent: Highii perforr rmance/ low pay 46 $0 $50 $100 $150 $200 $250 $300 $350 12/31/11 12/31/12 12/31/13 12/31/14 12/31/15 12/31/16 For purposes of this graph, pay is defined as the three-year sum of Summary Compensation Table pay for all applicable elements including base salary, stock and option awards at grant value, non-equity incentive plan compensation and all other compensation.