Company: IOT
Filing Date: 2025-06-02
Form Type: DEF 14A
Source: 0001642896-25-000046
Chunk: 38

Company: Samsara Inc.
Filing Date: 2025-06-02
Form: DEF 14A
Chunk 38
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-Term Ownership                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          |     | Strong Performance Orientation                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        |
| We strive to align the interests of our named executive officers with those of our stockholders and ask our executives to focus on long-term value creation for the company. In line with this philosophy, we heavily weight our total pay package towards long-term equity incentives so that our executive team acts with an ownership mentality, focused on the long-term success of the company.                                                                                                                                                                                                         |     | We have a high standard for company performance. We provide executives the opportunity to earn annual non-equity incentive awards through the achievement of business objectives that benefit stockholders, and the value realized from equity awards is dependent on our stock price performance over time.                                                                                                                                                                                                                                                                                                                          |

#### Executive Compensation Practices
Our executive compensation policies and practices reinforce our long-term, performance-oriented philosophy.

| What We Do |     |                                                                                                                                                          |     | What We Don’t Do |     |                                                             |
| ✔          |     | A significant portion of compensation for named executive officers is at-risk and based on our stock performance or pre-established corporate objectives |     | ✘                |     | No guaranteed bonuses                                       |
| ✔          |     | Annually review our named executive officer compensation against competitive market data                                                                 |     | ✘                |     | No excessive perquisites                                    |
| ✔          |     | Maintain a compensation committee comprised of 100% independent directors                                                                                |     | ✘                |     | No pension plans or supplemental retirement plans           |
| ✔          |     | Maintain an executive compensation clawback policy                                                                                                       |     | ✘                |     | No pledging of our stock by directors or executive officers |
| ✔          |     | Retain an independent compensation advisor who advises the compensation committee and provides no other services to the company                          |     | ✘                |     | No short sales, hedging or margin accounts                  |
| ✔          |     | Provide double-trigger change in control arrangements                                                                                                    |     | ✘                |     | No excise tax gross-ups upon a change in control            |
| ✔          |     | Assess the risk-reward balance of our compensation programs to mitigate undue risks                                                                      |     |                  |     |                                                             |

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#### Our Compensation-Setting Process

### Role of Management and the Compensation Committee
Our compensation-setting process is collaborative. Our compensation committee is primarily responsible for establishing and reviewing our general compensation strategy. In addition, our compensation committee oversees our compensation