COMPENSATIONDISCUSSIONANDANALYSIS AnnualIncentivePlan AdditionalAIPConsiderations–DIE&BandRiskandCompliance TheCompensationCommitteealsoincludedinitsconsiderationeachNEOsindividualperformanceratingsbasedon (1) each NEOs demonstratedcommitmenttotheCompanysDIE&Bstrategyandgoals,pursuanttotheindependent observationandjudgmentoftheCompanyshumanresourcesleadershipanditsDIE&Bteam;and(2)theriskand PRO compliancereviewsby,andindependentobservationandjudgmentof,theCompanysriskandcomplianceofficers,as well as its own observationsand assessmentsof the performanceof eachNEO. XY S T In 2022, we continuedour multi-yearprocessto incorporateDIE&Bintoourexecutivecompensationprogram,and A assessedtheactionstakenbyourleaderswiththeintenttodrivemeasurableoutcomesovertime,includingincreasingthe TEMENT representationof underrepresentedgroupswithinourleadershipandgeneralemployeepopulation.For2022,the Companysnear-termfocuswasonstrengtheningthefoundationforamoreinclusiveanddiverseculture,includingby evaluatingour seniorleaderssuccessin promotingDIE&Bacrosstheorganizationandthroughoutthefullemployeecycle. TheCompensationCommitteeassessedeachNEOsparticipationinourDIE&Bprogrambasedondemonstrableand objectiveactionstakenbytheNEO.TheCompensationCommitteebelievesthattheCompanysexecutivecompensation programshouldappropriatelysupporttheCompanysmulti-year,long-termDIE&Bstrategy,andintendstocontinue incorporatingandenhancingDIE&Bconsiderationsintheexecutivecompensationprograminfutureyears. Embedding DIE&B-Related Performance in our Executive Compensation Program Our performance evaluation is based on each executive officers commitment to building the foundation of a more inclusive and diverse culture as demonstrated through measurable actions across the employee lifecycle: Engagement in business- Participation in diverse Employee perspective on Completion of our DIE&B specific initiatives to support hiring and sponsorship inclusive workplace culture learning modules for all retention and advancement programs through engagement survey employees 2022AIPPayments 1 Thefollowingtableshowsthe2022AIPPayoutforeachparticipatingNEO. 2022 Target Company AIPPBRSU Individual 2022 PBRSUs Performance Payout Performance AIPCash NEO (Shares) x Score = (Shares) + TargetCash($) x Score = Payment($) DanielH.Schulman 11,715 0 0 625,000 50% 312,500 Gabrielle Rabinovitch 1,582 0 0 234,375 90% 210,938 PeggyAlford 4,393 0 0 234,375 85% 199,219 JonathanAuerbach 4,393 0 0 234,375 70% 164,063 AaronKarczmer 4,393 0 0 234,375 80% 187,500 BlakeJorgensen 3,070 0 0 98,245 75% 73,684 MarkBritto 4,393 0 0 234,375 70% 164,063 1 Mr. Rainey forfeited his 2022 AIP award in connectionwith his resignation. Long-TermIncentiveCompensation Long-TermIncentiveAwardTargetValues In makingits determinationon the LTI annual target values for our NEOs for 2022, the CompensationCommitteeset equity awardguidelinesandtargetlevelsforindividualawardsbypositionbasedonthefollowing: • equity compensationpracticesoftechnologycompaniesinourcompensationpeergroup,asdisclosedintheirpublic filings (see “Our CompensationPeerGroup”belowforour2022peergroup)andinproprietarythird-party compensationsurveys; • individual performanceandpotential; • the IncentiveCompensationFactors(see“HowWeDetermineIncentiveCompensation”above); • anychangestoorexpansionofscopeofroleandresponsibilities;and • the needtoretainqualifiedindividualsin a highly competitivemarketfor provenexecutivetalenttakinginto account their prospectivecontributionsto the Company. •2023ProxyStatement 61