Contents Sustainable Impact Footprint Integrity and human rights Supply chain responsibility Operations Products and solutions Appendix We also deliver career growth guidance through Compensation and benefits Pay equity Executive compensation the Technical Career Path and Engineering We believe people should be paid equitably for The HR and Compensation Committee Program Management Career Path, which include HP offers a comprehensive Total Rewards what they do and how they do it, regardless discharges the HP Board of Directors’ mentoring and leadership opportunities. package that is both performance based and of their gender, race, or other personal responsibilities related to the compensation In the digital era, we have retained and expanded market competitive. Total Rewards includes characteristics. To deliver on that commitment, of our executives and directors and provides the HP concept of the “next bench”—close salaries, bonuses, incentive programs, and we benchmark and set pay ranges based on general oversight of our compensation structure, collaboration with neighboring colleagues—to a range of benefits designed to meet our relevant market data, and consider factors including our equity compensation plans and engage with and respect ideas from colleagues employees’ diverse needs while enhancing their such as an employee’s role, experience, and benefits programs. See page 26 of the HP 2022 across the business. Find out more in The Evolving wellbeing and that of their families. performance. We also regularly review our Proxy Statement for detail. Way (page 88). We have also developed a model compensation practices, in terms of both our for creating technical communities across HP Valuing and rewarding employees drives higher overall workforce and our individual employees, In accordance with U.S. Securities and Exchange that will help us meet the demands of cyber- engagement and better performance and helps to make sure our pay is fair and equitable. Commission (SEC) rules, we recently reported physical systems. Learn more. us attract and retain top talent. Compensation our CEO pay ratio for FY21. Our CEO’s annual total and benefits are reviewed periodically for For the past five years, HP has reviewed compensation for FY21 was US$20,733,806. Our Performance management market competitiveness. employees’ compensation with the support median employee’s annual total compensation of independent third-party experts to ensure was US$67,667, resulting in a CEO pay ratio of and feedback Our global wellness program is designed to consistent pay practices. 306:1. For more detail, see page 71 of the HP 2022 HP has a strong feedback-based culture and enhance physical health, financial wellness, and Proxy Statement. approach to performance management, with life balance for all of our employees around the HP expanded its annual pay equity assessment 99% of eligible employees receiving annual world. Other benefit programs vary by country to in fiscal year 2021—evaluating the nine countries multidimensional and objective-based reflect local market practice and employee needs. with our largest employee populations, which Health and safety performance evaluations. Employees participate Depending on location, these may include: represent 72% of our global workforce. The in regular feedback and development planning independent analysis determined there were no We strive to keep our employees safe and healthy • Retirement and savings plans systemic issues. Any areas of potential concern, so they can do their best work. Our environmental, conversations with their managers, and the 2021 • Healthcare benefits considering what we would expect employees to health, and safety (EHS) leadership team uses VIA survey highlighted that 87% of employees be paid when evaluating their skills, qualifications, our global injury and illness reporting system believe they receive feedback throughout the year • Insurance protections (e.g., life and disability) and experience, were reviewed and addressed as to assess worldwide and regional trends as that enables them to improve their performance. 9 part of our off-cycle compensation process. • Time-off programs (vacation, holidays, a part of quarterly reviews. We have internal 10 parental leaves, injury/illness, etc.) targets to keep lost workday case rates below • Discount programs 0.5 and recordable incidence rates under 1.0 (see definitions of these rates), and our managers • Flexible work arrangements assess progress against those targets annually. • Stock purchase plan Supervisors of employees injured at work • Other benefits are required to complete injury and illness 51 2021 HP Sustainable Impact Report www.hp.com/sustainableimpact