# EDGAR Filing Document

**Accession Number:** 0001373715
**File Stem:** 0001373715-26-000039
**Filing Date:** 2026-4
**Character Count:** 671348
**Document Hash:** 7d3f532358548a31b5029540e8e2b8e9
**Contains OCR:** False
**Source Format:** 

## Filing Content

## Filing Summary
**0001373715-26-000039.hdr.sgml**: 20260406

**ACCESSION NUMBER**: 0001373715-26-000039

**CONFORMED SUBMISSION TYPE**: DEF 14A

**PUBLIC DOCUMENT COUNT**: 167

**CONFORMED PERIOD OF REPORT**: 20260521

**FILED AS OF DATE**: 20260406

**DATE AS OF CHANGE**: 20260406

**FILER**: 

**COMPANY DATA:**
- **COMPANY CONFORMED NAME:** ServiceNow, Inc.
- **CENTRAL INDEX KEY:** 0001373715
- **STANDARD INDUSTRIAL CLASSIFICATION:** SERVICES-PREPACKAGED SOFTWARE [7372]
- **ORGANIZATION NAME:** 06 Technology
- **EIN:** 202056195
- **STATE OF INCORPORATION:** DE
- **FISCAL YEAR END:** 1231

**FILING VALUES:**
- **FORM TYPE:** DEF 14A
- **SEC ACT:** 1934 Act
- **SEC FILE NUMBER:** 001-35580
- **FILM NUMBER:** 26841256

**BUSINESS ADDRESS:**
- **STREET 1:** 2225 LAWSON LANE
- **CITY:** SANTA CLARA
- **STATE:** CA
- **ZIP:** 95054
- **BUSINESS PHONE:** 408-501-8550

**MAIL ADDRESS:**
- **STREET 1:** 2225 LAWSON LANE
- **CITY:** SANTA CLARA
- **STATE:** CA
- **ZIP:** 95054

**FORMER COMPANY:**
- **FORMER CONFORMED NAME:** SERVICE-NOW.COM
- **DATE OF NAME CHANGE:** 20060823

?xml version='1.0' encoding='ASCII'? now-20260406

**UNITED STATES**

**SECURITIES AND EXCHANGE COMMISSION**

**WASHINGTON, D.C. 20549**

**SCHEDULE 14A**

**(Rule 14a-101)**

**SCHEDULE 14A INFORMATION**

**Proxy Statement Pursuant to Section 14(a) of**

**the Securities Exchange Act of 1934**

Filed by the Registrant 🗹

Filed by a Party other than the Registrant □

Check the appropriate box:

□Preliminary Proxy Statement

□Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))

🗹Definitive Proxy Statement

□Definitive Additional Materials

□Soliciting Material under §240.14a-12

**SERVICENOW, INC.**

**(Name of Registrant as Specified In Its Charter)** 

**(Name of Person(s) Filing Proxy Statement, if other than the Registrant)** 

Payment of Filing Fee (Check the appropriate box):

🗹No fee required.

□Fee paid previously with preliminary materials.

□Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11.

![01_NOW_PXY_2026_FC.jpg](now-20260406_g1.jpg)

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **I** |

---

![04_SNow_Message_banner.jpg](now-20260406_g2.jpg)

**Message from Our** 

**Chairman of the Board and** 

**Chief Executive Officer**

**Dear Fellow Shareholders,**

You are cordially invited to attend the 2026 Annual Shareholders Meeting (the "Annual Meeting") of ServiceNow, Inc., a

Delaware corporation ("ServiceNow"), that will be held virtually via live webcast on Thursday, May 21, 2026, at 10:00 a.m.

Pacific Time.

You can participate by visiting www.virtualshareholdermeeting.com/NOW2026. As a shareholder, all you need to join the

meeting is the 16-digit control number printed in the box marked by the arrow on your Notice Regarding Availability of

Proxy Materials (the "Notice of Internet Availability"). You may submit comments and questions before the meeting at the

same website address.

You will be able to listen to the official meeting, submit questions and comments and vote your shares from any location

with an Internet connection. Questions may be submitted before the meeting as well at the website noted above. Our

virtual meeting format allows us to increase shareholder access, saves us and our shareholders time and money, and

preserves the rights and opportunities of our shareholders to participate in the meeting as if attending in person.

We have elected to deliver our proxy materials to our shareholders over the Internet. Similar to the benefits of holding our

meeting virtually, our proxy delivery process lowers the costs of printing and distributing materials without adversely

impacting our ability to provide shareholders with timely access to important information.

On or about April 6, 2026, we expect to mail to our shareholders the Notice of Internet Availability containing instructions

on how to access our Proxy Statement for our Annual Meeting and our 2025 Annual Report to shareholders. The Notice of

Internet Availability also provides instructions on how to vote by mail or over the Internet and includes instructions on how

to receive a paper copy of the proxy materials by mail.

The matters we will discuss and vote on at the Annual Meeting are described in the notice of annual meeting on the next

page and in our Proxy Statement that follows.

Please use this opportunity to share your views by participating in our meeting and voting your shares. Even if you cannot

participate in the meeting, please vote over the Internet, by telephone or by requesting and mailing your proxy card to

ensure your representation at the meeting. Your vote is important.

We appreciate your continued support of ServiceNow as we build the Defining AI Enterprise Software Company of the

21<sup>st</sup>Century.

Sincerely,

---

| | |
|:---|:---|
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) | ![05_NOW_Letter_McDermottW_sig.jpg](now-20260406_g4.jpg) |
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) | **William R. "Bill" McDermott**<br>Chairman of the Board and Chief Executive Officer<br>|

---

**II** ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Notice of 2026 Annual Meeting**

---

| | | |
|:---|:---|:---|
| **Items of Business** | **Items of Business** | **Board** <br>**Recommendations**<br>|
| **1** | To elect 9 directors, each to serve until <br>the next annual shareholders meeting <br>and until his or her successor is <br>elected and qualified or his or her <br>earlier death, resignation or removal | **FOR** each <br>director nominee<br>|
| **1** | To elect 9 directors, each to serve until <br>the next annual shareholders meeting <br>and until his or her successor is <br>elected and qualified or his or her <br>earlier death, resignation or removal | See page [9](#i2cede626c4a34a3cbe86b47b9f7b5d33_25) |
| **2** | To hold a non-binding advisory vote to <br>approve the compensation of our <br>named executive officers (commonly <br>referred to as "say on pay") | **FOR** |
| **2** | To hold a non-binding advisory vote to <br>approve the compensation of our <br>named executive officers (commonly <br>referred to as "say on pay") | <br>See page [49](#i2cede626c4a34a3cbe86b47b9f7b5d33_88)<br>|
| **3** | To hold a non-binding advisory vote on <br>the frequency of future advisory votes <br>on executive compensation | **ONE YEAR** |
| **3** | To hold a non-binding advisory vote on <br>the frequency of future advisory votes <br>on executive compensation | See page [102](#i2cede626c4a34a3cbe86b47b9f7b5d33_8246337209882) |
| **4** | To ratify the appointment of <br>PricewaterhouseCoopers LLP as our <br>independent registered public <br>accounting firm for the year ending <br>December 31, 2026 | **FOR** |
| **4** | To ratify the appointment of <br>PricewaterhouseCoopers LLP as our <br>independent registered public <br>accounting firm for the year ending <br>December 31, 2026 | See page [103](#i2cede626c4a34a3cbe86b47b9f7b5d33_229) |
| **5** | To approve our Amended and <br>Restated 2021 Equity Incentive Plan <br>to increase the number of shares <br>reserved for issuance | **FOR** |
| **5** | To approve our Amended and <br>Restated 2021 Equity Incentive Plan <br>to increase the number of shares <br>reserved for issuance | See page [106](#i2cede626c4a34a3cbe86b47b9f7b5d33_244) |
| **6** | To vote on a shareholder proposal <br>regarding shareholder right to act by <br>written consent | **AGAINST** |
| **6** | To vote on a shareholder proposal <br>regarding shareholder right to act by <br>written consent | See page [116](#i2cede626c4a34a3cbe86b47b9f7b5d33_253) |

---

In addition, shareholders may be asked to consider and vote on such other

business as may properly come before the Annual Meeting.

All shareholders are invited to attend the Annual Meeting. Any shareholder

attending the Annual Meeting may vote online at the Annual Meeting even if

the shareholder previously voted. The previous votes will be superseded by

the vote such shareholder casts online at the Annual Meeting.

Thank you for your continued support of ServiceNow.

By Order of the Board of Directors,

![06_SNow_NoticePage_NowbarH.jpg](now-20260406_g7.jpg)

**Hossein Nowbar**

President, Chief Legal Officer and Secretary

April 6, 2026

---

| | |
|:---|:---|
| ![NOW_PXY_2026_Date.gif](now-20260406_g8.gif) | **Date and Time**<br>May 21, 2026 (Thursday)<br>10:00 a.m., Pacific Time<br>|
| ![NOW_PXY_2026_Location.gif](now-20260406_g9.gif) | **Location**<br>Live webcast<br>www.virtualshareholder<br>meeting.com/NOW2026<br>|
| ![NOW_PXY_2026_Record.gif](now-20260406_g10.gif)<br>| **Record Date**<br>Only shareholders of record <br>at the close of business on <br>March 23, 2026, are <br>entitled to notice of, and to <br>vote at, the Annual Meeting.<br>|
| **How to Vote** | **How to Vote** |
| ![NOW_PXY_2026_Internet.gif](now-20260406_g11.gif) | **Internet**<br>www.proxyvote.com<br>|
| ![NOW_PXY_2026_Telephone.gif](now-20260406_g12.gif) | **Telephone**<br>1-800-690-6903<br>|
| ![NOW_PXY_2026_Mail.gif](now-20260406_g13.gif)<br>| **Mail**<br>Mark, sign and date your <br>proxy card and return it in <br>the postage-paid envelope<br>|
| ![NOW_PXY_2026_QR.gif](now-20260406_g14.gif)<br>| **QR Code**<br>Scan the QR code on your <br>voting materials to vote with <br>your mobile device<br>|

---

**Whether or not you expect to attend** 

**the Annual Meeting, we encourage** 

**you to read this Proxy Statement** 

**and vote over the Internet, by** 

**telephone, by requesting and** 

**mailing your proxy card or by** 

**mobile device as soon as possible,** 

**so that your shares may be** 

**represented at the Annual Meeting.** 

**For specific instructions on how to** 

**vote your shares, please refer to the** 

**section titled "Annual Meeting** 

**General Information" beginning on** 

**page [119](#i2cede626c4a34a3cbe86b47b9f7b5d33_259) of the proxy statement and** 

**the instructions on the enclosed** 

**Notice of Internet Availability.**

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **III** |

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Table of Contents**

---

| | | |
|:---|:---|:---|
| **[Message from Our Chairman and CEO](#i2cede626c4a34a3cbe86b47b9f7b5d33_10)** | **[Message from Our Chairman and CEO](#i2cede626c4a34a3cbe86b47b9f7b5d33_10)** | **[I](#i2cede626c4a34a3cbe86b47b9f7b5d33_10)** |
| **[Notice of 2026 Annual Meeting](#i2cede626c4a34a3cbe86b47b9f7b5d33_13)** | **[Notice of 2026 Annual Meeting](#i2cede626c4a34a3cbe86b47b9f7b5d33_13)** | **[II](#i2cede626c4a34a3cbe86b47b9f7b5d33_13)** |
| **[Proxy Statement Summary](#i2cede626c4a34a3cbe86b47b9f7b5d33_19)** | **[Proxy Statement Summary](#i2cede626c4a34a3cbe86b47b9f7b5d33_19)** | **[1](#i2cede626c4a34a3cbe86b47b9f7b5d33_19)** |
| **[Proxy Voting Roadmap](#i2cede626c4a34a3cbe86b47b9f7b5d33_22)** | **[Proxy Voting Roadmap](#i2cede626c4a34a3cbe86b47b9f7b5d33_22)** | **[7](#i2cede626c4a34a3cbe86b47b9f7b5d33_22)** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | **[PROPOSAL 1](#i2cede626c4a34a3cbe86b47b9f7b5d33_25)[Election of](#i2cede626c4a34a3cbe86b47b9f7b5d33_25)9[Directors](#i2cede626c4a34a3cbe86b47b9f7b5d33_25)** | **[9](#i2cede626c4a34a3cbe86b47b9f7b5d33_25)** |
| **[Nomination Process and Nominees](#i2cede626c4a34a3cbe86b47b9f7b5d33_28)** | **[Nomination Process and Nominees](#i2cede626c4a34a3cbe86b47b9f7b5d33_28)** | **[10](#i2cede626c4a34a3cbe86b47b9f7b5d33_28)** |
| [Nomination Process](#i2cede626c4a34a3cbe86b47b9f7b5d33_31) | [Nomination Process](#i2cede626c4a34a3cbe86b47b9f7b5d33_31) | [10](#i2cede626c4a34a3cbe86b47b9f7b5d33_31) |
| [Nominees' Experience and Skills](#i2cede626c4a34a3cbe86b47b9f7b5d33_34) | [Nominees' Experience and Skills](#i2cede626c4a34a3cbe86b47b9f7b5d33_34) | [13](#i2cede626c4a34a3cbe86b47b9f7b5d33_34) |
| [Director Nominees](#i2cede626c4a34a3cbe86b47b9f7b5d33_37) | [Director Nominees](#i2cede626c4a34a3cbe86b47b9f7b5d33_37) | [15](#i2cede626c4a34a3cbe86b47b9f7b5d33_37) |
| **[Board and Corporate Governance Matters](#i2cede626c4a34a3cbe86b47b9f7b5d33_40)** | **[Board and Corporate Governance Matters](#i2cede626c4a34a3cbe86b47b9f7b5d33_40)** | **[24](#i2cede626c4a34a3cbe86b47b9f7b5d33_40)** |
| [Corporate Governance Highlights](#i2cede626c4a34a3cbe86b47b9f7b5d33_43) | [Corporate Governance Highlights](#i2cede626c4a34a3cbe86b47b9f7b5d33_43) | [24](#i2cede626c4a34a3cbe86b47b9f7b5d33_43) |
| [Board Leadership Structure](#i2cede626c4a34a3cbe86b47b9f7b5d33_46) | [Board Leadership Structure](#i2cede626c4a34a3cbe86b47b9f7b5d33_46) | [25](#i2cede626c4a34a3cbe86b47b9f7b5d33_46) |
| [Board Committees](#i2cede626c4a34a3cbe86b47b9f7b5d33_49) | [Board Committees](#i2cede626c4a34a3cbe86b47b9f7b5d33_49) | [27](#i2cede626c4a34a3cbe86b47b9f7b5d33_49) |
| [Board's Role in Corporate Oversight](#i2cede626c4a34a3cbe86b47b9f7b5d33_52) | [Board's Role in Corporate Oversight](#i2cede626c4a34a3cbe86b47b9f7b5d33_52) | [30](#i2cede626c4a34a3cbe86b47b9f7b5d33_52) |
| [Director Engagement](#i2cede626c4a34a3cbe86b47b9f7b5d33_55) | [Director Engagement](#i2cede626c4a34a3cbe86b47b9f7b5d33_55) | [35](#i2cede626c4a34a3cbe86b47b9f7b5d33_55) |
| [Succession Planning](#i2cede626c4a34a3cbe86b47b9f7b5d33_58) | [Succession Planning](#i2cede626c4a34a3cbe86b47b9f7b5d33_58) | [37](#i2cede626c4a34a3cbe86b47b9f7b5d33_58) |
| [Shareholder Engagement](#i2cede626c4a34a3cbe86b47b9f7b5d33_61) | [Shareholder Engagement](#i2cede626c4a34a3cbe86b47b9f7b5d33_61) | [38](#i2cede626c4a34a3cbe86b47b9f7b5d33_61) |
| [Other Governance Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_64) | [Other Governance Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_64) | [40](#i2cede626c4a34a3cbe86b47b9f7b5d33_64) |
| **[Director Compensation](#i2cede626c4a34a3cbe86b47b9f7b5d33_67)** | **[Director Compensation](#i2cede626c4a34a3cbe86b47b9f7b5d33_67)** | **[42](#i2cede626c4a34a3cbe86b47b9f7b5d33_67)** |
| **[Corporate Sustainability](#i2cede626c4a34a3cbe86b47b9f7b5d33_73)** | **[Corporate Sustainability](#i2cede626c4a34a3cbe86b47b9f7b5d33_73)** | **[44](#i2cede626c4a34a3cbe86b47b9f7b5d33_73)** |
| **[Executive Leadership](#i2cede626c4a34a3cbe86b47b9f7b5d33_85)** | **[Executive Leadership](#i2cede626c4a34a3cbe86b47b9f7b5d33_85)** | **[46](#i2cede626c4a34a3cbe86b47b9f7b5d33_85)** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | **[PROPOSAL 2](#i2cede626c4a34a3cbe86b47b9f7b5d33_88) [Advisory Vote to Approve](#i2cede626c4a34a3cbe86b47b9f7b5d33_88)**<br>**[Executive Compensation ("Say on Pay")](#i2cede626c4a34a3cbe86b47b9f7b5d33_88)**<br>| **[49](#i2cede626c4a34a3cbe86b47b9f7b5d33_88)** |
| **[Letter from the Leadership Development and](#i2cede626c4a34a3cbe86b47b9f7b5d33_91)**<br>**[Compensation Committee](#i2cede626c4a34a3cbe86b47b9f7b5d33_91)** | **[Letter from the Leadership Development and](#i2cede626c4a34a3cbe86b47b9f7b5d33_91)**<br>**[Compensation Committee](#i2cede626c4a34a3cbe86b47b9f7b5d33_91)** | **[50](#i2cede626c4a34a3cbe86b47b9f7b5d33_91)** |
| **[Compensation Discussion and Analysis](#i2cede626c4a34a3cbe86b47b9f7b5d33_94)** | **[Compensation Discussion and Analysis](#i2cede626c4a34a3cbe86b47b9f7b5d33_94)** | **[52](#i2cede626c4a34a3cbe86b47b9f7b5d33_94)** |
| [Executive Summary](#i2cede626c4a34a3cbe86b47b9f7b5d33_97) | [Executive Summary](#i2cede626c4a34a3cbe86b47b9f7b5d33_97) | [53](#i2cede626c4a34a3cbe86b47b9f7b5d33_97) |

---

---

| | | |
|:---|:---|:---|
| [Executive Compensation Program](#i2cede626c4a34a3cbe86b47b9f7b5d33_112) | [Executive Compensation Program](#i2cede626c4a34a3cbe86b47b9f7b5d33_112) | [58](#i2cede626c4a34a3cbe86b47b9f7b5d33_112) |
| [Compensation Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_142) | [Compensation Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_142) | [71](#i2cede626c4a34a3cbe86b47b9f7b5d33_142) |
| [NEO Employment Agreements](#i2cede626c4a34a3cbe86b47b9f7b5d33_172) | [NEO Employment Agreements](#i2cede626c4a34a3cbe86b47b9f7b5d33_172) | [78](#i2cede626c4a34a3cbe86b47b9f7b5d33_172) |
| **[Report of the Leadership Development and](#i2cede626c4a34a3cbe86b47b9f7b5d33_187)**<br>**[Compensation Committee](#i2cede626c4a34a3cbe86b47b9f7b5d33_187)** | **[Report of the Leadership Development and](#i2cede626c4a34a3cbe86b47b9f7b5d33_187)**<br>**[Compensation Committee](#i2cede626c4a34a3cbe86b47b9f7b5d33_187)** | **[83](#i2cede626c4a34a3cbe86b47b9f7b5d33_187)** |
| **[Executive Compensation Tables](#i2cede626c4a34a3cbe86b47b9f7b5d33_190)** | **[Executive Compensation Tables](#i2cede626c4a34a3cbe86b47b9f7b5d33_190)** | **[84](#i2cede626c4a34a3cbe86b47b9f7b5d33_190)** |
| **[Equity Compensation Plan Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_208)** | **[Equity Compensation Plan Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_208)** | **[93](#i2cede626c4a34a3cbe86b47b9f7b5d33_208)** |
| **[Chief Executive Officer Pay Ratio](#i2cede626c4a34a3cbe86b47b9f7b5d33_211)** | **[Chief Executive Officer Pay Ratio](#i2cede626c4a34a3cbe86b47b9f7b5d33_211)** | **[94](#i2cede626c4a34a3cbe86b47b9f7b5d33_211)** |
| **[Pay Versus Performance](#i2cede626c4a34a3cbe86b47b9f7b5d33_217)** | **[Pay Versus Performance](#i2cede626c4a34a3cbe86b47b9f7b5d33_217)** | **[95](#i2cede626c4a34a3cbe86b47b9f7b5d33_217)** |
| **[Security Ownership of Certain Beneficial Owners](#i2cede626c4a34a3cbe86b47b9f7b5d33_226)**<br>**[and Management](#i2cede626c4a34a3cbe86b47b9f7b5d33_226)** | **[Security Ownership of Certain Beneficial Owners](#i2cede626c4a34a3cbe86b47b9f7b5d33_226)**<br>**[and Management](#i2cede626c4a34a3cbe86b47b9f7b5d33_226)** | **[100](#i2cede626c4a34a3cbe86b47b9f7b5d33_226)** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | **PROPOSAL 3 Advisory Vote on the** <br>**Frequency of Future Advisory Votes on** <br>**Executive Compensation**<br>| **[102](#i2cede626c4a34a3cbe86b47b9f7b5d33_8246337209882)** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | **[PROPOSAL 4](#i2cede626c4a34a3cbe86b47b9f7b5d33_229) [Ratify the Independent](#i2cede626c4a34a3cbe86b47b9f7b5d33_229)**<br>**[Registered Public Accounting Firm for 2026](#i2cede626c4a34a3cbe86b47b9f7b5d33_229)**<br>| **[103](#i2cede626c4a34a3cbe86b47b9f7b5d33_229)** |
| **[Report of the Audit Committee](#i2cede626c4a34a3cbe86b47b9f7b5d33_241)** | **[Report of the Audit Committee](#i2cede626c4a34a3cbe86b47b9f7b5d33_241)** | **[105](#i2cede626c4a34a3cbe86b47b9f7b5d33_241)** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | **[PROPOSAL 5](#i2cede626c4a34a3cbe86b47b9f7b5d33_244)[Approval of Amended and](#i2cede626c4a34a3cbe86b47b9f7b5d33_244)**<br>**[Restated 2021 Equity Incentive Plan](#i2cede626c4a34a3cbe86b47b9f7b5d33_244)**<br>| **[106](#i2cede626c4a34a3cbe86b47b9f7b5d33_244)** |
| ![02_NOW_tickmarks_TOC crossmark.jpg](now-20260406_g16.jpg)<br>| **[PROPOSAL 6 Shareholder Proposal](#i2cede626c4a34a3cbe86b47b9f7b5d33_253)**<br>**[Regarding Shareholder Right to Act by](#i2cede626c4a34a3cbe86b47b9f7b5d33_253)**<br>**[Written Consent](#i2cede626c4a34a3cbe86b47b9f7b5d33_253)**<br>| **[116](#i2cede626c4a34a3cbe86b47b9f7b5d33_253)** |
| **[Annual Meeting General Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_259)** | **[Annual Meeting General Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_259)** | **[119](#i2cede626c4a34a3cbe86b47b9f7b5d33_259)** |
| **[Additional Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_262)** | **[Additional Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_262)** | **[124](#i2cede626c4a34a3cbe86b47b9f7b5d33_262)** |
| **[Appendix A](#i2cede626c4a34a3cbe86b47b9f7b5d33_277)** | **[Appendix A](#i2cede626c4a34a3cbe86b47b9f7b5d33_277)** | **[A-1](#i2cede626c4a34a3cbe86b47b9f7b5d33_277)** |
| **[Appendix B](#i2cede626c4a34a3cbe86b47b9f7b5d33_283)** | **[Appendix B](#i2cede626c4a34a3cbe86b47b9f7b5d33_283)** | **[B-1](#i2cede626c4a34a3cbe86b47b9f7b5d33_283)** |

---

This Proxy Statement contains forward-looking statements. All statements contained in this Proxy Statement other than statements of historical or

current fact, including statements regarding our executive compensation plans, business strategy and plans and financial targets are

forward-looking. The words "believe," "may," "will," "estimate," "continue," "anticipate," "intend," "expect" and similar expressions are intended to

identify forward-looking statements, although not all forward-looking statements contain these identifying words. Forward-looking statements are

based on our management's beliefs and assumptions and on information currently available to management as of the date of this Proxy

Statement. Actual results could differ materially from the results expressed or implied by the forward-looking statements we make. Factors that

may cause actual results to differ materially from those expressed or implied in any forward-looking statement include, but are not limited to, those

discussed in the section titled "Risk Factors" in our 2025 Annual Report on Form 10-K. We undertake no obligation, and do not intend, to update

the forward-looking statements.

On December 17, 2025, the Company effected a 5-for-1 split of its common stock (the "Stock Split") with a proportionate increase in the number of

shares of authorized common stock. All references made to common share, equity award and per share amounts throughout this proxy statement

have been retroactively adjusted to reflect the Stock Split.

The content of the websites, and additional materials found on those websites, referred to in this Proxy Statement are not deemed to be part of,

and are not incorporated by reference into, this Proxy Statement.

**2026 PROXY STATEMENT**<sub>1</sub>

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Proxy Statement Summary**

This summary highlights information contained elsewhere in this Proxy Statement. We recommend you read this Proxy

Statement fully before voting.

**2025 Business Highlights**

2025 was another strong year of sustained growth for ServiceNow, as we continued to deliver robust revenue growth and

significant margin expansion.

**Strong Growth and Profitability**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Growth** | **Growth** | **Growth** | **Profitability** | **Profitability** | **Profitability** |
| **21%** | **98%** | **$13.3B** | **31%** | **35%** | **$4.6B** |
| Subscription <br>Revenues Growth <br>Y/Y<br>| Industry Renewal <br>Rate 7 Years in a <br>Row<sup>(1)</sup><br>| Total Revenues | Non-GAAP <br>Operating <br>Margin<sup>(2)</sup><br>| Free Cash Flow <br>Margin<sup>(2)</sup><br>| Free Cash Flow <br>("FCF")<sup>(2)</sup><br>|

---

**Subscription Revenues**

![6047313953695](now-20260406_g17.gif)

**Total Revenues Growth Y/Y**

![6047313953731](now-20260406_g18.gif)

![NOW_PXY_2026_logo.jpg](now-20260406_g19.jpg)

<sup>(3)</sup>

**Non-GAAP Operating Income Growth Y/Y**

<sup>(2)</sup>

![6047313953713](now-20260406_g20.gif)

![NOW_PXY_2026_logo.jpg](now-20260406_g19.jpg)

<sup>(3)</sup>

**FCF Growth Y/Y**

![6047313953749](now-20260406_g21.gif)

![NOW_PXY_2026_logo.jpg](now-20260406_g19.jpg)

<sup>(3)</sup>

Numbers rounded for presentation purposes. ServiceNow metrics as of December 31, 2025, except as noted otherwise.

<sup>(1)</sup> We adjust our renewal rate for acquisitions, consolidations and other customer events that cause the merging of two or more accounts

occurring at the time of renewal. For additional information, please see the discussion under the sections titled "*Management's Discussion and* 

*Analysis of Financial Condition and Results of Operations—Key Business Metrics*" in our Annual Report on Form 10-K for the year ended

December 31, 2025.

<sup>(2)</sup> See Appendix B for a reconciliation of GAAP to non-GAAP metrics and other information.

<sup>(3)</sup> Represents the weighted average metric of our 2025 Peer Group with a comparable growth metric for the last reported four fiscal quarters

based on information available as of February 28, 2026. See "*Compensation Discussion & Analysis—Compensation Policies and Practices—*

*Peer Companies*" for our 2025 Peer Group. Only 2025 Peer Group members with positive FCF were included in the FCF growth calculation.

Those with negative FCF were excluded from the calculation.

---

| | |
|:---|:---|
| **2** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROXY STATEMENT SUMMARY**

**Delivering Continued Shareholder Value**

As shown below, since Mr. McDermott became Chief Executive Officer ("CEO") in 2019, our TSR significantly

outperformed the TSR of our 2025 Peer Group and the S&P 500. See *"Compensation Discussion and Analysis—*

*Compensation Policies and Practices—Peer Companies"* for a list of the companies in our 2025 Peer Group.

**+$109 billion**

market capitalization Increase

![2748779142187](now-20260406_g22.gif)

**188%**

NOW

**141%**

S&P 500

![04_NOW_CD&A_appointedCEO.jpg](now-20260406_g23.jpg)

**107%**

2025 Peer Group

---

| | |
|:---|:---|
| 11/18/2019 | 12/31/2025 |

---

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| ![02_PRO013945_legend_Wasabi green1.jpg](now-20260406_g24.jpg) | NOW | ![02_PRO013945_legend_Mid Wasabi.jpg](now-20260406_g25.jpg) | S&P 500 | ![02_PRO013945_legend_Bright Blue.jpg](now-20260406_g26.jpg) | 2025 Peer Group |

---

Source: S&P Capital IQ, based on latest closing price as of December 31, 2025.

**Building the Defining AI Enterprise Software Company of the** 

**21**<sup>st</sup> **Century**

**Strategic Milestones**

• Earned Fortune 500 recognition for third consecutive year<sup>(1)</sup>

• Served approximately 8,800 global customers, including over 85% of the Fortune 500<sup>(2)</sup>

• Exceeded $12.8 billion in subscription revenue in 2025

• Continued significant customer growth with 244 transactions greater than $1 million in net new annual contract value

("NNACV") in the fourth quarter of 2025 alone and the number of customers contributing $20 million or more in annual

contract value ("ACV") rising over 30% year over year

• Ended the year with over 600 customers generating $5 million or more in ACV

• Finished 2025 operating at a Rule of 56<sup>(3)</sup>

• Now Assist exceeded $600 million in ACV, tracking toward $1 billion target for 2026, with powerful agentic AI

innovations launched across the ServiceNow AI Platform, to put AI to work across every corner of the enterprise

<sup>(1)</sup> From Fortune©2025 Fortune Media IP Limited. All rights reserved. Fortune and Fortune 500® are registered trademarks of Fortune Media IP

Limited and are used under license. Fortune and Fortune Media IP Limited are not affiliated with, and do not endorse the products or services

of, ServiceNow.

<sup>(2)</sup> Global customer count is as of the end of 2025.

<sup>(3)</sup> Enterprise software companies are often measured on a "Rule of 40," defined as the result of free cash flow margin plus subscription revenue

growth rate. These two measures combined highlight the ability to grow the business while maintaining profitability. ServiceNow's free cash flow

margin plus subscription revenue growth rate exceeded 56 for the year ended December 31, 2025. See Appendix B for a reconciliation of

GAAP to non-GAAP metrics and other information.

**2026 PROXY STATEMENT**<sub>3</sub>

**PROXY STATEMENT SUMMARY**

**ServiceNow's Board of Director Nominees**

Our Board nominees bring the expertise and leadership necessary to guide our business strategy and create

shareholder value. All of the Board nominees are independent other than our Chairman and CEO, Mr. McDermott, our

founder, Mr. Luddy, and Mr. Yuan. For more information on the independence of our nominees, please see section titled

"*[—Nomination Process and Nominees—Nomination Process—Independence](#i2cede626c4a34a3cbe86b47b9f7b5d33_31)*." In addition, the Board benefits from its

members' wide range of backgrounds, experiences and perspectives.

**Skills and Experience**

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** | **Leadership & Governance** |
| <br>![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| **Senior** <br>**leadership experience** <br>| **9** | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif) | **Global operations** <br>**leadership experience**<br>| **8** | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| **Public company** <br>**board experience**<br>| **7** |
| **Risk Management** | **Risk Management** |  | **Financial** | **Financial** |  | **Non-Corporate** | **Non-Corporate** |  |
| ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| **Risk management** <br>**experience** <br>| **7** | ![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif) | **Financial**<br>**experience**<br>| **4** | ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif) | **Non-profit, education** <br>**and government**<br>| **7** |
| **Strategic** | **Strategic** |  |  |  |  |  |  |  |
| ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif) | **Significant technical or** <br>**business experience in** <br>**software industry**<br>| **8** | ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif) | **Leadership experience** <br>**at high-growth** <br>**organization with $10+** <br>**billion annual revenue**<br>| **5** | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif) | **Multi-product/services** <br>**or multi-segment** <br>**company experience**<br>| **8** |
| ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif) | **Knowledge of** <br>**emerging technologies**<br>| **9** | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif) | **Experience with large** <br>**scale transformations** <br>**in key functions**<br>| **7** | ![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif) | **Experience with M&A,** <br>**debt and equity** <br>**financings and other** <br>**strategic transactions**<br>| **6** |

---

![549755814242](now-20260406_g39.gif)

![549755814253](now-20260406_g40.gif)

![549755814231](now-20260406_g41.gif)

![549755814264](now-20260406_g42.gif)

![549755814275](now-20260406_g43.gif)

![549755814286](now-20260406_g42.gif)

![549755814297](now-20260406_g39.gif)

![549755814308](now-20260406_g44.gif)

![549755814319](now-20260406_g39.gif)

![549755814330](now-20260406_g41.gif)

![549755814341](now-20260406_g42.gif)

![549755814352](now-20260406_g43.gif)

See "*[Nomination Process and Nominees](#i2cede626c4a34a3cbe86b47b9f7b5d33_28)*" for more detail.

**Board Profile\***

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Independence** | **Independence** | **Tenure** (Median) | **Tenure** (Median) | **Age** (Median) | **Age** (Median) |
| ![NOW_PXY_2026_legend.gif](now-20260406_g45.gif) | **6** Independent | ![NOW_PXY_2026_legend.gif](now-20260406_g45.gif) | **2** <5 years  | ![NOW_PXY_2026_legend.gif](now-20260406_g45.gif) | **2** <50 years |
| ![02_PRO013945_legend_Mid Wasabi.jpg](now-20260406_g25.jpg) | **3** Not independent | ![02_PRO013945_legend_Mid Wasabi.jpg](now-20260406_g25.jpg) | **4** 5-10 years | ![02_PRO013945_legend_Mid Wasabi.jpg](now-20260406_g25.jpg) | **2** 50-60 years |
|  |  | ![02_PRO013945_legend_Bright Blue.jpg](now-20260406_g26.jpg) | **3** >10 years | ![02_PRO013945_legend_Bright Blue.jpg](now-20260406_g26.jpg) | **5** 61-70 years |

---

![549755814197](now-20260406_g46.gif)

![549755814208](now-20260406_g47.gif)

![549755814186](now-20260406_g48.gif)

\*All figures are based on a total of nine directors.

---

| | |
|:---|:---|
| **4** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROXY STATEMENT SUMMARY**

**Director Nominees**

The Board has nominated nine individuals for election to the Board, six of whom are independent under NYSE standards.

The following table sets forth the names, ages and certain other information for each of our director nominees.

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  |  |  |  |  | **Committee Membership** | **Committee Membership** | **Committee Membership** |  |
| **Name and Occupation** | **Name and Occupation** | **Age** | **Director**<br>**Since**<br>| **Independent** | **Audit**<br>**Committee**<br>| **Leadership**<br>**Development**<br>**and**<br>**Compensation**<br>**Committee**<br>| **Nominating**<br>**and**<br>**Governance**<br>**Committee**<br>| **Number**<br>**of Other**<br>**Public** <br>**Company**<br>**Boards**<sup>(1)</sup><br>|
| ![05_NOW_McDermottW.jpg](now-20260406_g49.jpg)<br>| **William R. McDermott**<br>Chairman and Chief Executive <br>Officer of ServiceNow, Inc.<br>| 64 | 2019 |  |  |  |  | 2 |
| ![05_NOW_BostromS.jpg](now-20260406_g50.jpg)<br>| **Susan L. Bostrom**<br>Former Executive Vice President, <br>Chief Marketing Officer and Head <br>of Worldwide Government Affairs <br>of Cisco Systems, Inc.<br>**Lead Independent Director**<br>| 65 | 2014 | ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) |  | ![02_NOW_Proxy Summary_Chair.jpg](now-20260406_g51.jpg)<br>|  | 2 |
| ![05_NOW_BriggsT.jpg](now-20260406_g52.jpg)<br>| **Teresa Briggs**<br>Former Vice Chair & West Region <br>Managing Partner of Deloitte <br>LLP; Retired Certified <br>Public Accountant<br>| 65 | 2019 | ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | ![02_NOW_Proxy Summary_Chair.jpg](now-20260406_g51.jpg)<br>|  |  | 3 |
| ![05_NOW_ChamberlainP.jpg](now-20260406_g53.jpg)<br>| **Paul E. Chamberlain**<br>Business Advisor & Investor; <br>Former Managing Director and <br>Co-Head of Global Technology <br>Banking of Morgan Stanley<br>| 62 | 2016 | ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | ![02_NOW_Proxy Summary_Member.jpg](now-20260406_g54.jpg)<br>| ![02_NOW_Proxy Summary_Member.jpg](now-20260406_g54.jpg)<br>|  | 1 |
| ![05_NOW_Jackson,L.jpg](now-20260406_g55.jpg)<br>| **Lawrence J. Jackson, Jr.**<br>Founder and Chief Executive <br>Officer of gamma; Former Global <br>Creative Director, Apple Music of <br>Apple Inc.<br>| 45 | 2020 | ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) |  |  | ![02_NOW_Proxy Summary_Member.jpg](now-20260406_g54.jpg)<br>| 0 |
| ![05_NOW_LuddyF.jpg](now-20260406_g56.jpg)<br>| **Frederic B. Luddy**<br>Founder and Former President, <br>Chief Executive Officer and <br>Chief Product Officer of <br>ServiceNow, Inc.<br>| 71 | 2004 |  |  |  |  | 0 |
| ![05_NOW_QuinlanJ.jpg](now-20260406_g57.jpg)<br>| **Joseph "Larry" Quinlan**<br>Former Global Chief Information <br>Officer of Deloitte LLP <br>| 63 | 2021 | ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | ![02_NOW_Proxy Summary_Member.jpg](now-20260406_g54.jpg)<br>|  |  | 2 |
| ![05_NOW_SandsA.jpg](now-20260406_g58.jpg)<br>| **Anita M. Sands**<br>Vice Chair and Head of Growth at <br>General Catalyst<br>| 49 | 2014 | ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) |  | ![02_NOW_Proxy Summary_Member.jpg](now-20260406_g54.jpg)<br>| ![02_NOW_Proxy Summary_Chair.jpg](now-20260406_g51.jpg)<br>| 1 |
| ![05_NOW_YuanE.jpg](now-20260406_g59.jpg) | **Eric S. Yuan**<br>Chairman and Chief <br>Executive Officer of Zoom <br>Communications, Inc. <br>| 56 | Nominee |  |  |  |  | 2 |

---

---

| | | | |
|:---|:---|:---|:---|
| ![02_NOW_Proxy Summary_Member.jpg](now-20260406_g54.jpg)<br>| Member | ![02_NOW_Proxy Summary_Chair.jpg](now-20260406_g51.jpg)<br>| Chair |

---

<sup>(1)</sup> For purposes of this proxy statement, "public company" refers to a company with a class of securities listed on a national securities exchange

registered with the U.S. Securities and Exchange Commission.

**2026 PROXY STATEMENT**<sub>5</sub>

**PROXY STATEMENT SUMMARY**

**Executive Compensation**

Our executive compensation program is designed to align with our pay-for-performance philosophy, drive achievement of

our strategic and financial goals and to incentivize value creation for our shareholders. Maintaining an executive

compensation program that motivates and retains a talented and experienced leadership team is critical to ServiceNow's

long-term success.

**Say on Pay and Shareholder Engagement**

We are committed to the ongoing review and enhancement of our executive compensation program. Shareholder

feedback is an important part of this process, and by actively engaging with our shareholders, we gain valuable insights

and perspectives that help inform our approach.

---

| | | | |
|:---|:---|:---|:---|
| ![NOW_PXY_2026_Say On pay_Shareholder Feedback.gif](now-20260406_g60.gif) | **2025 Program Design is Responsive** <br>**to Shareholder Feedback**<br>| ![NOW_PXY_2026_Say On pay_Tied to performance.gif](now-20260406_g61.gif) | **2025 Compensation is Closely** <br>**Tied to Performance**<br>|
| &nbsp;&nbsp;&nbsp;&nbsp;Extensive Board-led shareholder engagement over ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>multiple years helped inform enhancements to our <br>executive compensation program<br>&nbsp;&nbsp;&nbsp;&nbsp;Strong endorsement by shareholders of ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation program modifications<br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with long-term ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>shareholder value creation | &nbsp;&nbsp;&nbsp;&nbsp;Extensive Board-led shareholder engagement over ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>multiple years helped inform enhancements to our <br>executive compensation program<br>&nbsp;&nbsp;&nbsp;&nbsp;Strong endorsement by shareholders of ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation program modifications<br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with long-term ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>shareholder value creation | &nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation is "at risk"<br>&nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation tied to rigorous performance goals <br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>strategic priorities and balance top line growth <br>with profitability<br>&nbsp;&nbsp;&nbsp;&nbsp;Relative performance metric was retained in ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>response to shareholder feedback | &nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation is "at risk"<br>&nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation tied to rigorous performance goals <br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>strategic priorities and balance top line growth <br>with profitability<br>&nbsp;&nbsp;&nbsp;&nbsp;Relative performance metric was retained in ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>response to shareholder feedback |

---

---

| | |
|:---|:---|
| **Say on Pay Approval** | **Say on Pay Approval** |
| ![03_SNow_PayMix_SayOnPay.jpg](now-20260406_g63.jpg)<br>| Our ongoing commitment to reviewing and enhancing our executive compensation program has <br>been reflected in strong shareholder support — approximately 89% of votes cast at our 2025 Annual <br>Meeting supported our executive compensation program. The Compensation Committee believes <br>that these voting results demonstrate strong support for our compensation philosophy and executive <br>compensation program, including changes made in recent years.<br>|

---

**Executive Compensation Program Structure**

Over the past two years, the Compensation Committee has made several changes to our executive compensation

program in response to feedback from our shareholders, including:

---

| | |
|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **Eliminating overlapping metrics by removing the NNACV metric from our Long-Term Incentive Plan** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **Lengthening the Long-Term Incentive Plan performance period to 3 years from 1 year** |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif) | **Extending the PRSU vesting period to 3-year cliff vesting from 3-year ratable vesting**  |
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **Committing to not grant any one-time equity awards to any NEO holding a 2021 PSO Award with an** <br>**ongoing performance period**<br>|

---

For more detail on these and other changes to our executive compensation program effective for 2025 onward, see

"*Compensation Discussion and Analysis.*"

---

| | |
|:---|:---|
| **6** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROXY STATEMENT SUMMARY**

**2025 Pay Mix**

For 2025, the annual pay mix for our CEO and other named executive officers ("NEOs") consisted of base salary, annual

cash incentive and long-term performance-based and time-based equity awards, with a significant amount of

compensation at risk and tied to rigorous financial and operational performance targets. The following shows the

percentage of this mix based on total target annual compensation:

**CEO Pay Mix**

![03_NOW_Proxy Summary_PayMix_CEO.jpg](now-20260406_g64.jpg)

**Other NEOs Pay Mix**

![03_NOW_PayMix_NEO.jpg](now-20260406_g65.jpg)

**2026 PROXY STATEMENT**<sub>7</sub>

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Proxy Voting Roadmap**

**Proposal 1: Election of 9 Directors**<br>

• The Board of Directors (the "Board"), acting upon the recommendation of the Nominating and Governance

Committee (the "Governance Committee"), has nominated nine individuals for election to the Board, consisting of

eight currently serving Directors and one new nominee.

• The nominees represent a slate of directors who have been highly successful executives and bring a differentiated

set of skills and experiences to the Board.

---

| | | |
|:---|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **The Board recommends a vote "FOR" each nominee for Director.** | **See Page [9](#i2cede626c4a34a3cbe86b47b9f7b5d33_25)** |

---

**Proposal 2: Advisory Vote to Approve Executive Compensation** <br>**("Say on Pay")**<br>

• Our executive compensation program is designed to attract, retain and motivate our named executive officers who

are critical to our success, with a strong link between pay and performance and an emphasis on long-term

performance aligned to our shareholder interests.

• Over the past two years, the Compensation Committee has made several changes to our executive compensation

program in response to feedback from our shareholders to ensure alignment between pay and performance.

---

| | | |
|:---|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **The Board recommends a vote "FOR" this proposal.** | **See Page [49](#i2cede626c4a34a3cbe86b47b9f7b5d33_88)** |

---

**Proposal 3: Advisory Vote on the Frequency of Future Advisory** <br>**Votes on Executive Compensation**<br>

• Our Board recommends that shareholders vote "ONE YEAR" on this matter—to continue to hold say on pay votes on

executive compensation annually. An annual "say on pay" vote positions us to regularly solicit timely, direct input from

our shareholders on our executive compensation program.

---

| | | |
|:---|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **The Board recommends a vote of "ONE YEAR" for this proposal.** | **See Page [102](#i2cede626c4a34a3cbe86b47b9f7b5d33_8246337209882)** |

---

**Proposal 4: Ratify the Independent Registered Public Accounting** <br>**Firm for 2026**<br>

• The Audit Committee appointed PricewaterhouseCoopers LLP as our independent registered public accounting firm

for 2026.

• As a matter of good governance, we are submitting the appointment to our shareholders for ratification.

---

| | | |
|:---|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **The Board recommends a vote "FOR" this proposal.** | **See Page [103](#i2cede626c4a34a3cbe86b47b9f7b5d33_229)** |

---

---

| | |
|:---|:---|
| **8** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROXY VOTING ROADMAP**

**Proposal 5: Approval of Amended and Restated 2021 Equity** <br>**Incentive Plan**<br>

• As we continue to operate in a competitive talent market and as our business requires increasingly specialized skills,

an increase in shares under our 2021 Equity Incentive Plan is necessary to continue using equity compensation as a

broad-based compensation tool for our growing workforce.

• The Amended and Restated 2021 Equity Incentive Plan will enable us to continue to attract, retain and motivate

talented individuals who will help achieve our growth and strategic objectives and benefit all of our shareholders as

a result.

---

| | | |
|:---|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **The Board recommends a vote "FOR" this proposal.** | **See Page [106](#i2cede626c4a34a3cbe86b47b9f7b5d33_244)** |

---

**Proposal 6: Shareholder Proposal Regarding Shareholder Right to** <br>**Act by Written Consent**<br>

• A shareholder has made a proposal that shareholders be permitted to take action by written consent, in lieu of holding

a special meeting to consider and vote on the matter.

• Matters requiring shareholder approval should be presented to, and voted on, by shareholders at a meeting where all

shareholders can participate. A written consent right is unnecessary given the ability of our shareholders holding 15%

or more of our outstanding shares for at least one year to call special meetings of shareholders.

• Our overall corporate governance reflects current best practices and provides shareholders with meaningful rights to

communicate their views and ensure Board accountability and responsiveness to shareholders.

---

| | | |
|:---|:---|:---|
| ![02_NOW_tickmarks_TOC crossmark.jpg](now-20260406_g16.jpg)<br>| **The Board recommends a vote "AGAINST" this proposal.** | **See Page [116](#i2cede626c4a34a3cbe86b47b9f7b5d33_253)** |

---

**2026 PROXY STATEMENT**<sub>9</sub>

![04_SNow_Proposal 1_banner.jpg](now-20260406_g66.jpg)

**Proposal 1**

**Election of 9 Directors**

---

| | |
|:---|:---|
| ![NOW_PXY_2026_checkmark.gif](now-20260406_g15.gif)<br>| **The Board recommends a vote "FOR" each nominee for** <br>**Director.**<br>|

---

**Introduction**<br>

At the recommendation of our Governance Committee, the Board recommends that each of the following nominees be

elected to serve for a one-year term expiring at the next annual meeting and until such director's successor is elected and

qualified or until such director's earlier resignation or removal:

**William R. McDermott**

**Susan L. Bostrom**

**Teresa Briggs**

**Paul E. Chamberlain**

**Lawrence J. Jackson, Jr.**

**Frederic B. Luddy**

**Joseph "Larry" Quinlan**

**Anita M. Sands**

**Eric S. Yuan**

Each of these nominees has agreed to be named in this Proxy Statement and to serve as a director, if elected. The Board

has no reason to believe that any nominee will be unavailable or will decline to serve as a director. If any nominee is

unable or declines to serve as a director at the time of the Annual Meeting, the proxy holders may vote for any nominee

designated by the Board to fill the vacancy. There are no family relationships among any of our directors or executive

officers.

**Vote Required**<br>

In an uncontested election of directors, each director nominee will be elected to the Board if the nominee receives more

"FOR" votes than "AGAINST" votes. Broker non-votes and abstentions will have no effect on the outcome of the vote.

Under our Corporate Governance Guidelines, when a director is elected or re-elected to the Board, the director is required

to submit a letter of resignation that will be effective only upon both (1) the failure to receive the required vote at any

annual meeting at which the director is up for re-election and (2) the acceptance of such resignation by the Board. If a

current director fails to receive the required vote for re-election, the Governance Committee will decide whether to

recommend that the Board accept the director's resignation and the Board will make the final decision.

The Board recommends a vote "FOR" each nominee for Director.

---

| | |
|:---|:---|
| **10** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Proposal 1_banner.jpg](now-20260406_g66.jpg)

**Nomination Process** 

**and Nominees**

**Nomination Process**

The Governance Committee leads the Board's annual board and committee evaluation process, which includes an

assessment of board and committee composition effectiveness and the alignment of directors' skills to oversight

responsibilities. Informed by this annual assessment, the Governance Committee oversees the director nomination

process and recommends to the Board a slate of candidates, which may include both current and new director nominees,

to nominate for election at each annual shareholders meeting.

**Director Renomination**

When considering whether to re-nominate current directors, the Governance Committee conducts a comprehensive

review of each director's contributions and qualifications in the context of the full Board's composition. The Governance

Committee also considers the evolving needs of the Board in light of the Company's strategic priorities and governance

standards. Among the factors considered are the following:

---

| | | | |
|:---|:---|:---|:---|
| **Independence** | **Experience and skills** | **Annual evaluation** | **Engagement level** |

---

---

| | | |
|:---|:---|:---|
| **Meeting attendance** | **Shareholder feedback** | **External commitments** |

---

**New Director Nominees**

As part of its regular discussions regarding board refreshment, the Governance Committee assists the Board in identifying

and evaluating highly qualified candidates to address the Company's strategic needs. Based on the Governance

Committee's recommendations, the Board may elect new members to serve until our next annual meeting. A high-level

overview of the director nominations process follows.

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **1** | **Identify** | **2** | **Evaluate** | **3** | **Select** |
| In identifying director candidates, <br>the Governance Committee <br>considers not only candidates <br>sourced from independent search <br>firms, but also individuals <br>recommended by directors, <br>officers, employees, shareholders <br>and others.  | In identifying director candidates, <br>the Governance Committee <br>considers not only candidates <br>sourced from independent search <br>firms, but also individuals <br>recommended by directors, <br>officers, employees, shareholders <br>and others.  | Evaluations of candidates <br>generally involve reviewing their <br>background, engaging in internal <br>discussions and conducting <br>interviews to assess their <br>qualifications and alignment with <br>Board needs.  | Evaluations of candidates <br>generally involve reviewing their <br>background, engaging in internal <br>discussions and conducting <br>interviews to assess their <br>qualifications and alignment with <br>Board needs.  | Candidates for nomination to our <br>Board are selected by the Board <br>based on the recommendation of <br>the Governance Committee in <br>accordance with the Governance <br>Committee charter, our Charter, <br>our Bylaws, our Corporate <br>Governance Guidelines and the <br>criteria adopted by the Board. | Candidates for nomination to our <br>Board are selected by the Board <br>based on the recommendation of <br>the Governance Committee in <br>accordance with the Governance <br>Committee charter, our Charter, <br>our Bylaws, our Corporate <br>Governance Guidelines and the <br>criteria adopted by the Board. |

---

**2026 PROXY STATEMENT**<sub>11</sub>

**NOMINATION PROCESS AND NOMINEES**

**Independence**

The Board determines the independence of our directors by applying the independence standards established by the

New York Stock Exchange ("NYSE") and the U.S. Securities and Exchange Commission ("SEC"). Under those standards,

a director is independent only if the board of directors affirmatively determines that the director has no material

relationship with the company or any relationship, which, in the opinion of the board, would interfere with the exercise of

independent judgment in carrying out the responsibilities of a director. The standards also specify various relationships

that preclude a determination of director independence, which may include commercial, industrial, consulting, legal,

accounting, charitable, family and other business, professional and personal relationships.

Applying these standards, the Board annually reviews the independence of the Company's directors, taking into account

all relevant facts and circumstances. In its most recent review, the Board considered, among other things, the

relationships that each non-employee director has with the Company and all other facts and circumstances the Board

believed were relevant. Based upon this review, the Board determined that all current directors are independent other than

our Chairman and CEO, Mr. McDermott, and our founder, Mr. Luddy. Further, all of the Board committees consist entirely

of independent directors.

Mr. Yuan was recommended as a director nominee by our Chairman and Chief Executive Officer and non-employee

directors. The Board determined that Mr. Yuan does not qualify as independent under NYSE listing standards because he

serves as the Chairman and Chief Executive Officer of Zoom Communications, Inc. where Mr. McDermott also serves as

a member of the compensation committee.

**Board Qualifications**

The Governance Committee seeks to maintain a board consisting of a group of highly qualified leaders in their respective

fields with a variety of perspectives and skills to effectively address our evolving needs, oversee senior management and

represent the best long-term interests of our shareholders. To this end, the Governance Committee considers, among

other factors, the following criteria to evaluate potential nominees.

---

| | |
|:---|:---|
| **Professional** <br>**Background** <br>**& Experience**<br>| Specific experience, background and education, including operating experience, financial expertise, <br>significant corporate governance experience and expertise, talent management expertise, risk <br>management expertise, global experience, enterprise experience, technology expertise and <br>development experience, and knowledge about our business or industry.<br>|
| **Leadership** | Sustained record of substantial accomplishments and leadership in executive, C-suite, senior-level <br>management, entrepreneurship and/or policy-making positions in finance, law, business, government, <br>education, technology or not-for-profit enterprises, as well as public company board experience.<br>|
| **Independence** | Qualification as "independent" under NYSE and SEC rules and freedom from actual or perceived <br>conflicts of interest that could interfere with duties as a director, including Board tenure, outside board <br>service and other affiliations.<br>|
| **Perspective** | Contributions to the composition of the Board, including, but not limited to, independence, integrity, <br>perspective, areas of experience and expertise and knowledge about the Company's business <br>or industry. <br>|
| **Character** | Commitment to ethical conduct and integrity, along with the requisite interpersonal skills to work with <br>other directors on the Board and management in ways that are effective and beneficial to the interests <br>of the Company and its shareholders, employees, customers and communities.<br>|
| **Time** | Willingness and ability to devote adequate time and effort to current and future Board and <br>committee responsibilities. <br>|

---

Although the Governance Committee uses these criteria, among others, to evaluate current directors and new director

candidates, it has not established any minimum criteria. The Governance Committee does not use different standards to

evaluate nominees recommended by our directors and management relative to those recommended by shareholders. The

Governance Committee considers nominees based on our need to fill vacancies or to expand the Board, and also

considers our need to fill particular roles on the Board or committees thereof (e.g., independent director role or an audit

committee financial expert). When appropriate, the Governance Committee may retain executive recruitment firms to

---

| | |
|:---|:---|
| **12** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**NOMINATION PROCESS AND NOMINEES**

assist it in identifying suitable candidates. Any such recruitment firm is instructed to include a pool of candidates with a

wide range of perspectives and experiences. After its evaluation of potential nominees, the Governance Committee

recommends its chosen nominees to the Board for approval. For a summary of each of our current directors' background,

please see section titled "—*[Director Nominees](#i2cede626c4a34a3cbe86b47b9f7b5d33_37)*."

**Board Composition**

Board composition, as described above, is considered in our director nomination process, as we believe it is important for

the composition to appropriately reflect the perspectives of the Company, shareholders, workforce, customers and

communities. While we have not had a policy with respect to diversity, the Board is committed to actively seeking out

individuals who will contribute to its overall range of perspectives for inclusion in the candidate pool.

**External Commitments**

As reflected in the Corporate Governance Guidelines, the Board recognizes the importance of external commitments not

impairing any director's ability to discharge their responsibilities to effectively serve on the Board. Further, the Board has

considered and believes that each person nominated for election at the Annual Meeting has the ability to effectively serve

on the Board and to dedicate sufficient time and attention to his or her responsibilities as a member of the Board, taking

into consideration each nominee's attendance at meetings of the Board and any committees on which such nominee

serves; the number of additional public company boards on which a nominee serves; and the nominee's level of

contribution and participation in meetings of the Board and any of its committees.

**Shareholder Nominations**

As indicated above, the Governance Committee considers shareholder recommendations for director candidates in the

same manner as all other candidates recommended by other sources. A shareholder may recommend a candidate at any

time by submitting the recommendation in writing to the Office of the Corporate Secretary at ServiceNow, Inc., 2225

Lawson Lane, Santa Clara, California 95054, Attn: Chief Legal Officer, or by email to ir@servicenow.com.

A shareholder or a group of up to 20 shareholders who have owned at least 3% of ServiceNow's outstanding shares

continuously for at least three years may submit director candidates for inclusion in the Company's proxy materials. These

shareholders may nominate the greater of two directors or 20% of the total number of directors on the Board. Such

nominations must comply with the Company's proxy access bylaw provisions.

A shareholder also may directly nominate a candidate for election at the next annual meeting by providing advance written

notice to ServiceNow to the Office of the Corporate Secretary. This notice must be received not fewer than 90 or more

than 120 days prior to the first anniversary of the previous year's Annual Meeting. The nomination must include all

information required under Regulation 14A of the Securities Exchange Act of 1934, as amended (the "Exchange Act"),

including the nominee's written consent to being named in the Proxy Statement and to serve as a director if elected, as

well as any additional information specified in our Bylaws.

**2026 PROXY STATEMENT**<sub>13</sub>

**NOMINATION PROCESS AND NOMINEES**

**Nominees' Experience and Skills**

The table below highlights the mix of experience, qualifications and skills of the nominees that, among other factors, led

the Board to recommend these nominees for election to the Board. The matrix that follows is intended to depict notable

areas of focus for each director. The absence of a designation does not mean a director completely lacks that particular

skill or qualification. For additional biographical information on each nominee and continuing director please see section

titled "—*Director Nominees*."

---

| | | |
|:---|:---|:---|
| **Leadership & Governance** | **Leadership & Governance** |  |
| ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| **Senior leadership experience** | Senior leadership experience at a global public company or other organization focused <br>on technology or with a rapidly evolving business model helps the Board analyze, advise <br>on and oversee the execution of important operational and policy issues. <br>|
| ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| **Global operations** <br>**leadership experience**<br>| Valuable business and cultural perspective derived from global operations leadership <br>experience helps guide important aspects of our business with a global experience and <br>significant revenues derived outside of the U.S. <br>|
| ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| **Public company** <br>**board experience**<br>| Directors with public company board experience understand the dynamics and operation <br>of a corporate board, the relationship between the board and the CEO and other senior <br>management, the legal and regulatory landscape, and the importance of effective <br>oversight of strategic, operational and compliance matters.<br>|
| **Risk Management** | **Risk Management** |  |
| ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| **Risk management experience** | Directors with experience in identifying, prioritizing and managing a broad spectrum of <br>risks can help the Board anticipate risks and oversee their management.<br>|
| **Financial** | **Financial** |  |
| <br>![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif)<br>| **Financial experience** | Knowledge of financial markets, financing, accounting and financial reporting processes <br>assists the Board in understanding, advising and overseeing our financial position, <br>results of operations, financial reporting, internal control processes and audit matters.<br>|
| **Strategic** | **Strategic** |  |
| <br>![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| **Significant technical or business** <br>**experience in software industry**<br>| Education or experience in relevant technology, including artificial intelligence (AI), is <br>useful for understanding our R&D efforts, competing technologies, the products and <br>processes we develop and the market segments in which we compete.<br>|
| ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| **Leadership experience at high-**<br>**growth organization with $10+** <br>**billion annual revenue**<br>| Directors with experience leading a high-growth organization provide practical insights <br>on challenges and opportunities we may encounter along our growth trajectory.<br>|
| <br>![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| **Multi-product/services or** <br>**multi-segment** <br>**company experience**<br>| Directors with experience leading multi-product/services or multi-segment companies <br>can help provide insight into how to structure our business and navigate and expand <br>our offerings.<br>|
| ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif) | **Knowledge of emerging** <br>**technologies**<br>| Directors with experience identifying and developing emerging technologies and <br>architectures are valuable assets to the Board, as new technologies and architectures <br>can rapidly disrupt even the most well-developed strategy.<br>|
| ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| **Large scale transformations in** <br>**key functions**<br>| Directors with experience in key functions of large scale transformations can help guide <br>our business as it continues to scale and channel the perspective of customers <br>leveraging the Now Platform to achieve their business objectives.<br>|
| ![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif)<br>| **M&A, debt and equity financings** <br>**and other strategic transactions**<br>| Directors with experience in M&A (including integrations), debt and equity financings and <br>other strategic transactions provide insight into developing and implementing strategies <br>for methodically growing our business.<br>|
| **Non-Corporate** | **Non-Corporate** |  |
| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif) | **Non-profit, education** <br>**and government**<br>| Directors with non-profit, education and government experience guide us on <br>opportunities to help our community and identify growth opportunities in these sectors.<br>|

---

---

| | |
|:---|:---|
| **14** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**NOMINATION PROCESS AND NOMINEES**

![](now-20260406_g67.gif)

![](now-20260406_g67.gif)

![](now-20260406_g67.gif)

![](now-20260406_g67.gif)

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Leadership & Governance** | **Leadership & Governance** |  |  |  |  |
| ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| **Senior leadership experience** | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| **Global operations** <br>**leadership experience**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|  | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| **Public company**<br>**board experience**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| **Risk Management** | **Risk Management** |  |  |  |  |
| ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| **Risk management experience** | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| **Financial** | **Financial** |  |  |  |  |
| <br>![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif)<br>| **Financial experience** | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|  | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| **Strategic** | **Strategic** |  |  |  |  |
| ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| **Significant technical or** <br>**business experience in** <br>**software industry**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| **Leadership experience at high-**<br>**growth organization with $10+** <br>**billion annual revenue**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|  |
| <br>![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| **Multi-product/services or** <br>**multi-segment** <br>**company experience**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif) | **Knowledge of** <br>**emerging technologies**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| **Large scale transformations in** <br>**key functions**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| <br>![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif)<br>| **M&A, debt and equity** <br>**financings and other strategic** <br>**transactions**<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|  | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|
| **Non-Corporate** | **Non-Corporate** |  |  |  |  |
| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif) | **Non-profit, education** <br>**and government**<br>|  | ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>| ![NOW_PXY_2026_servicenow_tickmarks.gif](now-20260406_g68.gif)<br>|  |

---

**Chamberlain**

**McDermott**

**Jackson**

**Briggs**

**Bostrom**

**Luddy**

**Quinlan**

**Sands**

**Yuan**

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **15** |

---

**NOMINATION PROCESS AND NOMINEES**

**Director Nominees**

---

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|:---|:---|:---|:---|:---|
| ![05_SNow_ProxyVoting_DN_McDermottW_opt3.jpg](now-20260406_g69.jpg) |  |  |  |  |
| ![05_SNow_ProxyVoting_DN_McDermottW_opt3.jpg](now-20260406_g69.jpg) | **William R. McDermott**<br>**Chairman of the Board and Chief Executive Officer of ServiceNow, Inc.**<br>**Director since:** 2019<br>**Age:** 64 | **William R. McDermott**<br>**Chairman of the Board and Chief Executive Officer of ServiceNow, Inc.**<br>**Director since:** 2019<br>**Age:** 64 | **William R. McDermott**<br>**Chairman of the Board and Chief Executive Officer of ServiceNow, Inc.**<br>**Director since:** 2019<br>**Age:** 64 | **William R. McDermott**<br>**Chairman of the Board and Chief Executive Officer of ServiceNow, Inc.**<br>**Director since:** 2019<br>**Age:** 64 |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (October 2022-Present)<br>•Chief Executive Officer of ServiceNow, Inc. (November 2019-Present) <br>•President of ServiceNow, Inc. (November 2019-January 2023)<br>•Chief Executive Officer of SAP SE ("SAP"), a multinational software company <br>providing enterprise software (May 2014-October 2019)<br>•Co-Chief Executive Officer of SAP (2010-2014)<br>•Executive Board Member of SAP (2010-October 2019)<br>•Chief Executive Officer of SAP America, Inc., SAP (2002-2010)<br>•Executive Vice President of Worldwide Sales and Operations of Siebel CRM <br>Systems, Inc. (2001-2002)<br>•President of Gartner, Inc. (2000-2001) | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (October 2022-Present)<br>•Chief Executive Officer of ServiceNow, Inc. (November 2019-Present) <br>•President of ServiceNow, Inc. (November 2019-January 2023)<br>•Chief Executive Officer of SAP SE ("SAP"), a multinational software company <br>providing enterprise software (May 2014-October 2019)<br>•Co-Chief Executive Officer of SAP (2010-2014)<br>•Executive Board Member of SAP (2010-October 2019)<br>•Chief Executive Officer of SAP America, Inc., SAP (2002-2010)<br>•Executive Vice President of Worldwide Sales and Operations of Siebel CRM <br>Systems, Inc. (2001-2002)<br>•President of Gartner, Inc. (2000-2001) | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (October 2022-Present)<br>•Chief Executive Officer of ServiceNow, Inc. (November 2019-Present) <br>•President of ServiceNow, Inc. (November 2019-January 2023)<br>•Chief Executive Officer of SAP SE ("SAP"), a multinational software company <br>providing enterprise software (May 2014-October 2019)<br>•Co-Chief Executive Officer of SAP (2010-2014)<br>•Executive Board Member of SAP (2010-October 2019)<br>•Chief Executive Officer of SAP America, Inc., SAP (2002-2010)<br>•Executive Vice President of Worldwide Sales and Operations of Siebel CRM <br>Systems, Inc. (2001-2002)<br>•President of Gartner, Inc. (2000-2001) | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (October 2022-Present)<br>•Chief Executive Officer of ServiceNow, Inc. (November 2019-Present) <br>•President of ServiceNow, Inc. (November 2019-January 2023)<br>•Chief Executive Officer of SAP SE ("SAP"), a multinational software company <br>providing enterprise software (May 2014-October 2019)<br>•Co-Chief Executive Officer of SAP (2010-2014)<br>•Executive Board Member of SAP (2010-October 2019)<br>•Chief Executive Officer of SAP America, Inc., SAP (2002-2010)<br>•Executive Vice President of Worldwide Sales and Operations of Siebel CRM <br>Systems, Inc. (2001-2002)<br>•President of Gartner, Inc. (2000-2001) |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | **Education:**<br>Mr. McDermott studied Business Management at Dowling College, received his M.B.A. <br>from Northwestern University's Kellogg School of Management and completed the <br>Executive Development Program at the Wharton School of Business. | **Education:**<br>Mr. McDermott studied Business Management at Dowling College, received his M.B.A. <br>from Northwestern University's Kellogg School of Management and completed the <br>Executive Development Program at the Wharton School of Business. | **Education:**<br>Mr. McDermott studied Business Management at Dowling College, received his M.B.A. <br>from Northwestern University's Kellogg School of Management and completed the <br>Executive Development Program at the Wharton School of Business. | **Education:**<br>Mr. McDermott studied Business Management at Dowling College, received his M.B.A. <br>from Northwestern University's Kellogg School of Management and completed the <br>Executive Development Program at the Wharton School of Business. |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | **Qualifications:**<br>The Board believes that Mr. McDermott's management experience and business <br>expertise, including his prior executive-level leadership and experience in scaling <br>companies, as well as his past board service at a number of other publicly-traded <br>technology companies, give him the operational expertise, breadth of knowledge and <br>understanding of our industry that qualify him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. McDermott's management experience and business <br>expertise, including his prior executive-level leadership and experience in scaling <br>companies, as well as his past board service at a number of other publicly-traded <br>technology companies, give him the operational expertise, breadth of knowledge and <br>understanding of our industry that qualify him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. McDermott's management experience and business <br>expertise, including his prior executive-level leadership and experience in scaling <br>companies, as well as his past board service at a number of other publicly-traded <br>technology companies, give him the operational expertise, breadth of knowledge and <br>understanding of our industry that qualify him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. McDermott's management experience and business <br>expertise, including his prior executive-level leadership and experience in scaling <br>companies, as well as his past board service at a number of other publicly-traded <br>technology companies, give him the operational expertise, breadth of knowledge and <br>understanding of our industry that qualify him to serve as a member of the Board. |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| Leadership experience at high-growth <br>organization with $10+ billion annual <br>revenue<br>|
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>**m**<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif) | Public company board experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif) | Knowledge of emerging technologies |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | ![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif)<br>| Financial experience | ![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif)<br>| M&A, debt and equity financings and other <br>strategic transactions<br>|
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions |  |  |  |  |
| **Committees:**<br>None<br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a cloud video <br>communications <br>company<br>•Figma, Inc., a design <br>software company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Fisker Inc., <br>an automotive <br>technology company<br>•SecureWorks Corp., <br>a provider of <br>intelligence-driven <br>information security <br>solutions | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif) | Significant technical or business <br>experience in software industry<br>|  |  |

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| **16** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

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**NOMINATION PROCESS AND NOMINEES**

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| ![05 PRO012833_photo_ExecutiveBostrom.jpg](now-20260406_g70.jpg) |  |  |  |  |
| ![05 PRO012833_photo_ExecutiveBostrom.jpg](now-20260406_g70.jpg) | **Susan L. Bostrom**<br>**LEAD INDEPENDENT DIRECTOR**<br>**Former Executive Vice President, Chief Marketing Officer and Head of Worldwide** <br>**Government Affairs of Cisco Systems, Inc.**<br>**Director since:** 2014<br>**Age:** 65 | **Susan L. Bostrom**<br>**LEAD INDEPENDENT DIRECTOR**<br>**Former Executive Vice President, Chief Marketing Officer and Head of Worldwide** <br>**Government Affairs of Cisco Systems, Inc.**<br>**Director since:** 2014<br>**Age:** 65 | **Susan L. Bostrom**<br>**LEAD INDEPENDENT DIRECTOR**<br>**Former Executive Vice President, Chief Marketing Officer and Head of Worldwide** <br>**Government Affairs of Cisco Systems, Inc.**<br>**Director since:** 2014<br>**Age:** 65 | **Susan L. Bostrom**<br>**LEAD INDEPENDENT DIRECTOR**<br>**Former Executive Vice President, Chief Marketing Officer and Head of Worldwide** <br>**Government Affairs of Cisco Systems, Inc.**<br>**Director since:** 2014<br>**Age:** 65 |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | **Experience:**<br>•Executive Vice President, Chief Marketing Officer, Worldwide Government Affairs <br>(and other executive positions) at Cisco Systems, Inc., a networking equipment <br>provider (1997-2011) | **Experience:**<br>•Executive Vice President, Chief Marketing Officer, Worldwide Government Affairs <br>(and other executive positions) at Cisco Systems, Inc., a networking equipment <br>provider (1997-2011) | **Experience:**<br>•Executive Vice President, Chief Marketing Officer, Worldwide Government Affairs <br>(and other executive positions) at Cisco Systems, Inc., a networking equipment <br>provider (1997-2011) | **Experience:**<br>•Executive Vice President, Chief Marketing Officer, Worldwide Government Affairs <br>(and other executive positions) at Cisco Systems, Inc., a networking equipment <br>provider (1997-2011) |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | **Education:**<br>Ms. Bostrom holds a B.S. degree in Business from the University of Illinois and an <br>M.B.A. degree from the Stanford Graduate School of Business. | **Education:**<br>Ms. Bostrom holds a B.S. degree in Business from the University of Illinois and an <br>M.B.A. degree from the Stanford Graduate School of Business. | **Education:**<br>Ms. Bostrom holds a B.S. degree in Business from the University of Illinois and an <br>M.B.A. degree from the Stanford Graduate School of Business. | **Education:**<br>Ms. Bostrom holds a B.S. degree in Business from the University of Illinois and an <br>M.B.A. degree from the Stanford Graduate School of Business. |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | **Qualifications:**<br>The Board believes that Ms. Bostrom possesses specific attributes that qualify her to <br>serve as a member of the Board, including her extensive experience and leadership <br>roles in the technology industry, her knowledge of marketing and her experience <br>serving on the boards of directors of other publicly-traded technology companies. | **Qualifications:**<br>The Board believes that Ms. Bostrom possesses specific attributes that qualify her to <br>serve as a member of the Board, including her extensive experience and leadership <br>roles in the technology industry, her knowledge of marketing and her experience <br>serving on the boards of directors of other publicly-traded technology companies. | **Qualifications:**<br>The Board believes that Ms. Bostrom possesses specific attributes that qualify her to <br>serve as a member of the Board, including her extensive experience and leadership <br>roles in the technology industry, her knowledge of marketing and her experience <br>serving on the boards of directors of other publicly-traded technology companies. | **Qualifications:**<br>The Board believes that Ms. Bostrom possesses specific attributes that qualify her to <br>serve as a member of the Board, including her extensive experience and leadership <br>roles in the technology industry, her knowledge of marketing and her experience <br>serving on the boards of directors of other publicly-traded technology companies. |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| Leadership experience at high-growth <br>organization with $10+ billion <br>annual revenue<br>|
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif) | Public company board experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif) | Knowledge of emerging technologies |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif) | Significant technical or business <br>experience in software industry<br>| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>Leadership Development <br>and Compensation <br>(Chair)<br>**Current public company** <br>**directorships:**<br>•Gitlab Inc., a software <br>company<br>•Samsara Inc., a cloud-<br>based software <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Nutanix, Inc., an <br>enterprise cloud <br>computing company<br>•Cadence Design <br>Systems, Inc., an <br>electronic design <br>software company |  |  |  |  |

---

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **17** |

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**NOMINATION PROCESS AND NOMINEES**

---

| | | | | |
|:---|:---|:---|:---|:---|
| ![05 PRO012833_photo_Executive_Teresa.jpg](now-20260406_g71.jpg) |  |  |  |  |
| ![05 PRO012833_photo_Executive_Teresa.jpg](now-20260406_g71.jpg) | **Teresa Briggs**<br>**INDEPENDENT**<br>**Former Vice Chair & West Region Managing Partner of Deloitte LLP; Retired** <br>**Certified Public Accountant**<br>**Director since:** 2019<br>**Age:** 65 | **Teresa Briggs**<br>**INDEPENDENT**<br>**Former Vice Chair & West Region Managing Partner of Deloitte LLP; Retired** <br>**Certified Public Accountant**<br>**Director since:** 2019<br>**Age:** 65 | **Teresa Briggs**<br>**INDEPENDENT**<br>**Former Vice Chair & West Region Managing Partner of Deloitte LLP; Retired** <br>**Certified Public Accountant**<br>**Director since:** 2019<br>**Age:** 65 | **Teresa Briggs**<br>**INDEPENDENT**<br>**Former Vice Chair & West Region Managing Partner of Deloitte LLP; Retired** <br>**Certified Public Accountant**<br>**Director since:** 2019<br>**Age:** 65 |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | **Experience:**<br>•Vice Chair & West Region Managing Partner at Deloitte LLP<br>(June 2013-August 2019)<br>•Board of Directors of Deloitte USA LLP (January 2016-March 2019)<br>•Served as San Francisco Managing Partner at Deloitte LLP (2011-2019) | **Experience:**<br>•Vice Chair & West Region Managing Partner at Deloitte LLP<br>(June 2013-August 2019)<br>•Board of Directors of Deloitte USA LLP (January 2016-March 2019)<br>•Served as San Francisco Managing Partner at Deloitte LLP (2011-2019) | **Experience:**<br>•Vice Chair & West Region Managing Partner at Deloitte LLP<br>(June 2013-August 2019)<br>•Board of Directors of Deloitte USA LLP (January 2016-March 2019)<br>•Served as San Francisco Managing Partner at Deloitte LLP (2011-2019) | **Experience:**<br>•Vice Chair & West Region Managing Partner at Deloitte LLP<br>(June 2013-August 2019)<br>•Board of Directors of Deloitte USA LLP (January 2016-March 2019)<br>•Served as San Francisco Managing Partner at Deloitte LLP (2011-2019) |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | **Education:**<br>Ms. Briggs holds a B.S. degree in Accounting from the University of Arizona, Eller <br>College of Management. | **Education:**<br>Ms. Briggs holds a B.S. degree in Accounting from the University of Arizona, Eller <br>College of Management. | **Education:**<br>Ms. Briggs holds a B.S. degree in Accounting from the University of Arizona, Eller <br>College of Management. | **Education:**<br>Ms. Briggs holds a B.S. degree in Accounting from the University of Arizona, Eller <br>College of Management. |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | **Qualifications:**<br>The Board believes that Ms. Briggs possesses specific attributes that qualify her to <br>serve as a member of the Board, including her deep financial and strategic acumen. <br>Further, Ms. Briggs' financial expertise provides her with the necessary skills and <br>experience to perform audit committee functions. | **Qualifications:**<br>The Board believes that Ms. Briggs possesses specific attributes that qualify her to <br>serve as a member of the Board, including her deep financial and strategic acumen. <br>Further, Ms. Briggs' financial expertise provides her with the necessary skills and <br>experience to perform audit committee functions. | **Qualifications:**<br>The Board believes that Ms. Briggs possesses specific attributes that qualify her to <br>serve as a member of the Board, including her deep financial and strategic acumen. <br>Further, Ms. Briggs' financial expertise provides her with the necessary skills and <br>experience to perform audit committee functions. | **Qualifications:**<br>The Board believes that Ms. Briggs possesses specific attributes that qualify her to <br>serve as a member of the Board, including her deep financial and strategic acumen. <br>Further, Ms. Briggs' financial expertise provides her with the necessary skills and <br>experience to perform audit committee functions. |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| Public company board experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif)<br>| Knowledge of emerging technologies |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | ![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif)<br>| Financial experience | ![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif)<br>| M&A, debt and equity financings and other <br>strategic transactions<br>|
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| Significant technical or business <br>experience in software industry<br>| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Audit (Chair)<br>**Current public company** <br>**directorships:**<br>•Snowflake Inc., a cloud-<br>data platform company<br>•DocuSign, Inc., <br>a provider of electronic <br>signature technology <br>and digital transaction <br>management services<br>•Warby Parker Inc., <br>an online retailer<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•VG Acquisition Corp, <br>a special purpose <br>acquisition company | ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| Leadership experience at high-growth <br>organization with $10+ billion annual <br>revenue<br>|  |  |

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|:---|:---|
| **18** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

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**NOMINATION PROCESS AND NOMINEES**

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|:---|:---|:---|:---|:---|
| ![05 PRO012833_photo_directornominees_pchamberlain.jpg](now-20260406_g72.jpg) |  |  |  |  |
| ![05 PRO012833_photo_directornominees_pchamberlain.jpg](now-20260406_g72.jpg) | **Paul E. Chamberlain**<br>**INDEPENDENT**<br>**Business Advisor & Investor; Former Managing Director and Co-Head of Global** <br>**Technology Banking of Morgan Stanley**<br>**Director since:** 2016<br>**Age:** 62 | **Paul E. Chamberlain**<br>**INDEPENDENT**<br>**Business Advisor & Investor; Former Managing Director and Co-Head of Global** <br>**Technology Banking of Morgan Stanley**<br>**Director since:** 2016<br>**Age:** 62 | **Paul E. Chamberlain**<br>**INDEPENDENT**<br>**Business Advisor & Investor; Former Managing Director and Co-Head of Global** <br>**Technology Banking of Morgan Stanley**<br>**Director since:** 2016<br>**Age:** 62 | **Paul E. Chamberlain**<br>**INDEPENDENT**<br>**Business Advisor & Investor; Former Managing Director and Co-Head of Global** <br>**Technology Banking of Morgan Stanley**<br>**Director since:** 2016<br>**Age:** 62 |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | **Experience:**<br>•President and Chief Executive Officer of PEC Ventures, LLC, which invests in and <br>advises high-growth companies in the technology, health care and professional <br>services sectors (2015-Present)<br>•Managing Director (and various senior roles) at Morgan Stanley & Co. (1990-2015) | **Experience:**<br>•President and Chief Executive Officer of PEC Ventures, LLC, which invests in and <br>advises high-growth companies in the technology, health care and professional <br>services sectors (2015-Present)<br>•Managing Director (and various senior roles) at Morgan Stanley & Co. (1990-2015) | **Experience:**<br>•President and Chief Executive Officer of PEC Ventures, LLC, which invests in and <br>advises high-growth companies in the technology, health care and professional <br>services sectors (2015-Present)<br>•Managing Director (and various senior roles) at Morgan Stanley & Co. (1990-2015) | **Experience:**<br>•President and Chief Executive Officer of PEC Ventures, LLC, which invests in and <br>advises high-growth companies in the technology, health care and professional <br>services sectors (2015-Present)<br>•Managing Director (and various senior roles) at Morgan Stanley & Co. (1990-2015) |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | **Education:**<br>Mr. Chamberlain holds a B.A. degree in History, magna cum laude, from Princeton <br>University and received an M.B.A. degree from Harvard Business School.  | **Education:**<br>Mr. Chamberlain holds a B.A. degree in History, magna cum laude, from Princeton <br>University and received an M.B.A. degree from Harvard Business School.  | **Education:**<br>Mr. Chamberlain holds a B.A. degree in History, magna cum laude, from Princeton <br>University and received an M.B.A. degree from Harvard Business School.  | **Education:**<br>Mr. Chamberlain holds a B.A. degree in History, magna cum laude, from Princeton <br>University and received an M.B.A. degree from Harvard Business School.  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | **Qualifications:**<br>The Board believes that Mr. Chamberlain's track record in technology investment <br>banking, his work in technology company investing and his expertise in advising on <br>strategic transactions, as well as his board service at other publicly-traded technology <br>companies, give him the breadth of knowledge and valuable understanding of our <br>industry that qualify him to serve as a member of the Board. Further, Mr. Chamberlain's <br>financial expertise provides him with the necessary skills and experience to perform <br>audit and compensation committee functions. | **Qualifications:**<br>The Board believes that Mr. Chamberlain's track record in technology investment <br>banking, his work in technology company investing and his expertise in advising on <br>strategic transactions, as well as his board service at other publicly-traded technology <br>companies, give him the breadth of knowledge and valuable understanding of our <br>industry that qualify him to serve as a member of the Board. Further, Mr. Chamberlain's <br>financial expertise provides him with the necessary skills and experience to perform <br>audit and compensation committee functions. | **Qualifications:**<br>The Board believes that Mr. Chamberlain's track record in technology investment <br>banking, his work in technology company investing and his expertise in advising on <br>strategic transactions, as well as his board service at other publicly-traded technology <br>companies, give him the breadth of knowledge and valuable understanding of our <br>industry that qualify him to serve as a member of the Board. Further, Mr. Chamberlain's <br>financial expertise provides him with the necessary skills and experience to perform <br>audit and compensation committee functions. | **Qualifications:**<br>The Board believes that Mr. Chamberlain's track record in technology investment <br>banking, his work in technology company investing and his expertise in advising on <br>strategic transactions, as well as his board service at other publicly-traded technology <br>companies, give him the breadth of knowledge and valuable understanding of our <br>industry that qualify him to serve as a member of the Board. Further, Mr. Chamberlain's <br>financial expertise provides him with the necessary skills and experience to perform <br>audit and compensation committee functions. |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| Significant technical or business <br>experience in software industry<br>|
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| Public company board experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif)<br>| Knowledge of emerging technologies |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif)<br>| M&A, debt and equity financings and other <br>strategic transactions<br>|
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University | ![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif)<br>| Financial experience | ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>Audit; Leadership <br>Development <br>and Compensation<br>**Current public company** <br>**directorships:**<br>•TriNet Group, Inc., <br>a provider of human <br>resources and <br>employee benefits <br>solutions<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Veeva Systems Inc., a <br>provider of life sciences <br>cloud software<br>**Other leadership** <br>**service:** <br>•Chair of the Strategic <br>Advisory Committee, <br>JobTrain, a vocational <br>and life skills training <br>group focused on the <br>neediest in the Silicon <br>Valley community<br>•Adjunct Lecturer, <br>Bendheim Center for <br>Finance, Princeton <br>University |  |  |  |  |

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|:---|:---|
| **2026 PROXY STATEMENT** | **19** |

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**NOMINATION PROCESS AND NOMINEES**

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|:---|:---|:---|:---|:---|
| ![05 PRO012833_photo_directornominees_ljackson.jpg](now-20260406_g73.jpg) |  |  |  |  |
| ![05 PRO012833_photo_directornominees_ljackson.jpg](now-20260406_g73.jpg) | **Lawrence J. Jackson, Jr.**<br>**INDEPENDENT**<br>**Founder and Chief Executive Officer, gamma;**<br>**Former Global Creative Director, Apple Music of Apple Inc.**<br>**Director since:** 2020<br>**Age:** 45 | **Lawrence J. Jackson, Jr.**<br>**INDEPENDENT**<br>**Founder and Chief Executive Officer, gamma;**<br>**Former Global Creative Director, Apple Music of Apple Inc.**<br>**Director since:** 2020<br>**Age:** 45 | **Lawrence J. Jackson, Jr.**<br>**INDEPENDENT**<br>**Founder and Chief Executive Officer, gamma;**<br>**Former Global Creative Director, Apple Music of Apple Inc.**<br>**Director since:** 2020<br>**Age:** 45 | **Lawrence J. Jackson, Jr.**<br>**INDEPENDENT**<br>**Founder and Chief Executive Officer, gamma;**<br>**Former Global Creative Director, Apple Music of Apple Inc.**<br>**Director since:** 2020<br>**Age:** 45 |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | **Experience:**<br>•Founder and CEO, gamma, a multimedia content creation, distribution and direct-to-<br>consumer enterprise (2022-Present)<br>•Global Creative Director, Apple Music at Apple Inc., a designer and manufacturer of <br>electronic devices and related software and services (2014-2022)<br>•Chief Content Officer at Beats Music (2014)<br>•Executive VP, Interscope Geffen A&M at Universal Music Group, a subsidiary of <br>Vivendi S.A., a French multinational media and telecommunications company <br>(2011-2014)<br>•President at A&R Arista Records (and various positions) at Sony Music (2000-2010) | **Experience:**<br>•Founder and CEO, gamma, a multimedia content creation, distribution and direct-to-<br>consumer enterprise (2022-Present)<br>•Global Creative Director, Apple Music at Apple Inc., a designer and manufacturer of <br>electronic devices and related software and services (2014-2022)<br>•Chief Content Officer at Beats Music (2014)<br>•Executive VP, Interscope Geffen A&M at Universal Music Group, a subsidiary of <br>Vivendi S.A., a French multinational media and telecommunications company <br>(2011-2014)<br>•President at A&R Arista Records (and various positions) at Sony Music (2000-2010) | **Experience:**<br>•Founder and CEO, gamma, a multimedia content creation, distribution and direct-to-<br>consumer enterprise (2022-Present)<br>•Global Creative Director, Apple Music at Apple Inc., a designer and manufacturer of <br>electronic devices and related software and services (2014-2022)<br>•Chief Content Officer at Beats Music (2014)<br>•Executive VP, Interscope Geffen A&M at Universal Music Group, a subsidiary of <br>Vivendi S.A., a French multinational media and telecommunications company <br>(2011-2014)<br>•President at A&R Arista Records (and various positions) at Sony Music (2000-2010) | **Experience:**<br>•Founder and CEO, gamma, a multimedia content creation, distribution and direct-to-<br>consumer enterprise (2022-Present)<br>•Global Creative Director, Apple Music at Apple Inc., a designer and manufacturer of <br>electronic devices and related software and services (2014-2022)<br>•Chief Content Officer at Beats Music (2014)<br>•Executive VP, Interscope Geffen A&M at Universal Music Group, a subsidiary of <br>Vivendi S.A., a French multinational media and telecommunications company <br>(2011-2014)<br>•President at A&R Arista Records (and various positions) at Sony Music (2000-2010) |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | **Qualifications:**<br>The Board believes that Mr. Jackson's extensive consumer experience, innovative <br>mindset and experience launching and overseeing successful consumer services bring <br>unique dimensions to the Board and give him the appropriate set of skills that qualify <br>him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. Jackson's extensive consumer experience, innovative <br>mindset and experience launching and overseeing successful consumer services bring <br>unique dimensions to the Board and give him the appropriate set of skills that qualify <br>him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. Jackson's extensive consumer experience, innovative <br>mindset and experience launching and overseeing successful consumer services bring <br>unique dimensions to the Board and give him the appropriate set of skills that qualify <br>him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. Jackson's extensive consumer experience, innovative <br>mindset and experience launching and overseeing successful consumer services bring <br>unique dimensions to the Board and give him the appropriate set of skills that qualify <br>him to serve as a member of the Board. |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif) | Knowledge of emerging technologies |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| Leadership experience at high-growth <br>organization with $10+ billion annual <br>revenue<br>| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum |  |  |  |  |
| **Committees:**<br>Nominating and <br>Governance<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>UCLA Hammer Museum | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|  |  |

---

---

| | |
|:---|:---|
| **20** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**NOMINATION PROCESS AND NOMINEES**

---

| | | | | |
|:---|:---|:---|:---|:---|
| ![05 PRO012833_photo_directornominees_fluddy.jpg](now-20260406_g74.jpg) |  |  |  |  |
| ![05 PRO012833_photo_directornominees_fluddy.jpg](now-20260406_g74.jpg) | **Frederic B. Luddy**<br>**Founder and Former President, Chief Executive Officer and Chief Product Officer** <br>**of ServiceNow, Inc.**<br>**Director since:** 2004<br>**Age:** 71 | **Frederic B. Luddy**<br>**Founder and Former President, Chief Executive Officer and Chief Product Officer** <br>**of ServiceNow, Inc.**<br>**Director since:** 2004<br>**Age:** 71 | **Frederic B. Luddy**<br>**Founder and Former President, Chief Executive Officer and Chief Product Officer** <br>**of ServiceNow, Inc.**<br>**Director since:** 2004<br>**Age:** 71 | **Frederic B. Luddy**<br>**Founder and Former President, Chief Executive Officer and Chief Product Officer** <br>**of ServiceNow, Inc.**<br>**Director since:** 2004<br>**Age:** 71 |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (April 2018-October 2022)<br>•Chief Product Officer of ServiceNow, Inc. (2011-2016)<br>•President and Chief Executive Officer of ServiceNow, Inc. (2004-2011)<br>•Founder of ServiceNow, Inc. (2004)<br>•Chief Technology Officer of Peregrine Systems, Inc., an enterprise <br>software company <br>•Founder of Enterprise Software Associates, a software company <br>•Boole and Babbage, Inc., a software company <br>•Software Developer at Amdahl Corporation, an information technology company | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (April 2018-October 2022)<br>•Chief Product Officer of ServiceNow, Inc. (2011-2016)<br>•President and Chief Executive Officer of ServiceNow, Inc. (2004-2011)<br>•Founder of ServiceNow, Inc. (2004)<br>•Chief Technology Officer of Peregrine Systems, Inc., an enterprise <br>software company <br>•Founder of Enterprise Software Associates, a software company <br>•Boole and Babbage, Inc., a software company <br>•Software Developer at Amdahl Corporation, an information technology company | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (April 2018-October 2022)<br>•Chief Product Officer of ServiceNow, Inc. (2011-2016)<br>•President and Chief Executive Officer of ServiceNow, Inc. (2004-2011)<br>•Founder of ServiceNow, Inc. (2004)<br>•Chief Technology Officer of Peregrine Systems, Inc., an enterprise <br>software company <br>•Founder of Enterprise Software Associates, a software company <br>•Boole and Babbage, Inc., a software company <br>•Software Developer at Amdahl Corporation, an information technology company | **Experience:**<br>•Chairman of the Board of ServiceNow, Inc. (April 2018-October 2022)<br>•Chief Product Officer of ServiceNow, Inc. (2011-2016)<br>•President and Chief Executive Officer of ServiceNow, Inc. (2004-2011)<br>•Founder of ServiceNow, Inc. (2004)<br>•Chief Technology Officer of Peregrine Systems, Inc., an enterprise <br>software company <br>•Founder of Enterprise Software Associates, a software company <br>•Boole and Babbage, Inc., a software company <br>•Software Developer at Amdahl Corporation, an information technology company |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies | **Qualifications:**<br>The Board believes Mr. Luddy's experience as the founder of ServiceNow, his <br>knowledge of software and the software industry, as well his executive level experience <br>and expertise in software and hardware development give him the breadth of <br>knowledge and leadership capabilities that qualify him to serve as a member of <br>the Board. | **Qualifications:**<br>The Board believes Mr. Luddy's experience as the founder of ServiceNow, his <br>knowledge of software and the software industry, as well his executive level experience <br>and expertise in software and hardware development give him the breadth of <br>knowledge and leadership capabilities that qualify him to serve as a member of <br>the Board. | **Qualifications:**<br>The Board believes Mr. Luddy's experience as the founder of ServiceNow, his <br>knowledge of software and the software industry, as well his executive level experience <br>and expertise in software and hardware development give him the breadth of <br>knowledge and leadership capabilities that qualify him to serve as a member of <br>the Board. | **Qualifications:**<br>The Board believes Mr. Luddy's experience as the founder of ServiceNow, his <br>knowledge of software and the software industry, as well his executive level experience <br>and expertise in software and hardware development give him the breadth of <br>knowledge and leadership capabilities that qualify him to serve as a member of <br>the Board. |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif)<br>| Knowledge of emerging technologies |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| Significant technical or business <br>experience in software industry<br>| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>None<br>**Other leadership** <br>**service:** <br>•Board of Trustees, AI <br>Working Group, <br>Salk Institute of <br>Biological Studies |  |  |  |  |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **21** |

---

**NOMINATION PROCESS AND NOMINEES**

---

| | | | | |
|:---|:---|:---|:---|:---|
| ![05 PRO012833_photo_directornominees_jquinlan.jpg](now-20260406_g75.jpg) |  |  |  |  |
| ![05 PRO012833_photo_directornominees_jquinlan.jpg](now-20260406_g75.jpg) | **Joseph "Larry" Quinlan**<br>**INDEPENDENT**<br>**Former Global Chief Information Officer of Deloitte LLP**<br>**Director since:** 2021<br>**Age:** 63 | **Joseph "Larry" Quinlan**<br>**INDEPENDENT**<br>**Former Global Chief Information Officer of Deloitte LLP**<br>**Director since:** 2021<br>**Age:** 63 | **Joseph "Larry" Quinlan**<br>**INDEPENDENT**<br>**Former Global Chief Information Officer of Deloitte LLP**<br>**Director since:** 2021<br>**Age:** 63 | **Joseph "Larry" Quinlan**<br>**INDEPENDENT**<br>**Former Global Chief Information Officer of Deloitte LLP**<br>**Director since:** 2021<br>**Age:** 63 |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | **Experience:**<br>•Global Chief Information Officer of Deloitte, LLP ("Deloitte") <br>(February 2010-June 2021)<br>•Various roles at Deloitte, including US Firms CIO and National Managing Principal <br>for Process Excellence (1998-2010) | **Experience:**<br>•Global Chief Information Officer of Deloitte, LLP ("Deloitte") <br>(February 2010-June 2021)<br>•Various roles at Deloitte, including US Firms CIO and National Managing Principal <br>for Process Excellence (1998-2010) | **Experience:**<br>•Global Chief Information Officer of Deloitte, LLP ("Deloitte") <br>(February 2010-June 2021)<br>•Various roles at Deloitte, including US Firms CIO and National Managing Principal <br>for Process Excellence (1998-2010) | **Experience:**<br>•Global Chief Information Officer of Deloitte, LLP ("Deloitte") <br>(February 2010-June 2021)<br>•Various roles at Deloitte, including US Firms CIO and National Managing Principal <br>for Process Excellence (1998-2010) |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | **Education:**<br>Mr. Quinlan holds an M.B.A. degree from Baruch College, City University of New York <br>and a B.S. degree in Industrial Management from the University of the West Indies. | **Education:**<br>Mr. Quinlan holds an M.B.A. degree from Baruch College, City University of New York <br>and a B.S. degree in Industrial Management from the University of the West Indies. | **Education:**<br>Mr. Quinlan holds an M.B.A. degree from Baruch College, City University of New York <br>and a B.S. degree in Industrial Management from the University of the West Indies. | **Education:**<br>Mr. Quinlan holds an M.B.A. degree from Baruch College, City University of New York <br>and a B.S. degree in Industrial Management from the University of the West Indies. |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | **Qualifications:**<br>The Board believes that Mr. Quinlan's extensive management and business <br>experience, including serving as a chief information officer, at a global consulting and <br>accounting firm with many publicly-traded technology company clients gives him the <br>appropriate set of skills that qualify him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. Quinlan's extensive management and business <br>experience, including serving as a chief information officer, at a global consulting and <br>accounting firm with many publicly-traded technology company clients gives him the <br>appropriate set of skills that qualify him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. Quinlan's extensive management and business <br>experience, including serving as a chief information officer, at a global consulting and <br>accounting firm with many publicly-traded technology company clients gives him the <br>appropriate set of skills that qualify him to serve as a member of the Board. | **Qualifications:**<br>The Board believes that Mr. Quinlan's extensive management and business <br>experience, including serving as a chief information officer, at a global consulting and <br>accounting firm with many publicly-traded technology company clients gives him the <br>appropriate set of skills that qualify him to serve as a member of the Board. |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_experience.gif](now-20260406_g34.gif)<br>| Leadership experience at high-growth <br>organization with $10+ billion <br>annual revenue<br>|
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| Public company board experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif)<br>| Knowledge of emerging technologies |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| Significant technical or business <br>experience in software industry<br>| ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>Audit<br>**Current public company** <br>**directorships:**<br>•Jones Lang LaSalle, a <br>real estate company<br>•Booking Holdings Inc., <br>a travel technology <br>company<br>**Other leadership** <br>**service:** <br>•Board of Directors, <br>Adrienne Arsht Center <br>for Performing Arts Trust<br>•Board of Directors, <br>American Foundation <br>for the University of The <br>West Indies <br>•Emeritus Board of <br>Directors, NPower<br>•Board of Directors, <br>National Association of <br>Corporate Directors <br>(NACD) Florida Chapter<br>•Board of Directors, <br>United Way of Miami |  |  |  |  |

---

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| | |
|:---|:---|
| **22** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**NOMINATION PROCESS AND NOMINEES**

---

| | | | | |
|:---|:---|:---|:---|:---|
| ![05 PRO012833_photo_Executive_Sands.jpg](now-20260406_g76.jpg) |  |  |  |  |
| ![05 PRO012833_photo_Executive_Sands.jpg](now-20260406_g76.jpg) | **Anita M. Sands**<br>**INDEPENDENT**<br>**Vice Chair and Head of Growth at General Catalyst**<br>**Director since:** 2014<br>**Age:** 49 | **Anita M. Sands**<br>**INDEPENDENT**<br>**Vice Chair and Head of Growth at General Catalyst**<br>**Director since:** 2014<br>**Age:** 49 | **Anita M. Sands**<br>**INDEPENDENT**<br>**Vice Chair and Head of Growth at General Catalyst**<br>**Director since:** 2014<br>**Age:** 49 | **Anita M. Sands**<br>**INDEPENDENT**<br>**Vice Chair and Head of Growth at General Catalyst**<br>**Director since:** 2014<br>**Age:** 49 |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | **Experience:**<br>•Vice Chair and Head of Growth at General Catalyst (January 2026-Present)<br>•Venture Partner at New Enterprise Associates, a venture capital firm (2022)<br>•Group Managing Director, Head of Change Leadership and a member of the Wealth <br>Management Americas Executive Committee of UBS Financial Services, a global <br>financial services firm (2012-2013)<br>•Group Managing Director and Chief Operating Officer of UBS Wealth Management <br>Americas at UBS Financial Services ("UBS") (2010-2012)<br>•Transformation Consultant, UBS Wealth Management Americas at UBS <br>(2009-2010)<br>•Managing Director, Head of Transformation Management at Citigroup N.A.'s Global <br>Operations and Technology organization, Citigroup Inc. (2008-2009)<br>•SVP Innovation and Process Design at RBC Financial Group (2006-2008) | **Experience:**<br>•Vice Chair and Head of Growth at General Catalyst (January 2026-Present)<br>•Venture Partner at New Enterprise Associates, a venture capital firm (2022)<br>•Group Managing Director, Head of Change Leadership and a member of the Wealth <br>Management Americas Executive Committee of UBS Financial Services, a global <br>financial services firm (2012-2013)<br>•Group Managing Director and Chief Operating Officer of UBS Wealth Management <br>Americas at UBS Financial Services ("UBS") (2010-2012)<br>•Transformation Consultant, UBS Wealth Management Americas at UBS <br>(2009-2010)<br>•Managing Director, Head of Transformation Management at Citigroup N.A.'s Global <br>Operations and Technology organization, Citigroup Inc. (2008-2009)<br>•SVP Innovation and Process Design at RBC Financial Group (2006-2008) | **Experience:**<br>•Vice Chair and Head of Growth at General Catalyst (January 2026-Present)<br>•Venture Partner at New Enterprise Associates, a venture capital firm (2022)<br>•Group Managing Director, Head of Change Leadership and a member of the Wealth <br>Management Americas Executive Committee of UBS Financial Services, a global <br>financial services firm (2012-2013)<br>•Group Managing Director and Chief Operating Officer of UBS Wealth Management <br>Americas at UBS Financial Services ("UBS") (2010-2012)<br>•Transformation Consultant, UBS Wealth Management Americas at UBS <br>(2009-2010)<br>•Managing Director, Head of Transformation Management at Citigroup N.A.'s Global <br>Operations and Technology organization, Citigroup Inc. (2008-2009)<br>•SVP Innovation and Process Design at RBC Financial Group (2006-2008) | **Experience:**<br>•Vice Chair and Head of Growth at General Catalyst (January 2026-Present)<br>•Venture Partner at New Enterprise Associates, a venture capital firm (2022)<br>•Group Managing Director, Head of Change Leadership and a member of the Wealth <br>Management Americas Executive Committee of UBS Financial Services, a global <br>financial services firm (2012-2013)<br>•Group Managing Director and Chief Operating Officer of UBS Wealth Management <br>Americas at UBS Financial Services ("UBS") (2010-2012)<br>•Transformation Consultant, UBS Wealth Management Americas at UBS <br>(2009-2010)<br>•Managing Director, Head of Transformation Management at Citigroup N.A.'s Global <br>Operations and Technology organization, Citigroup Inc. (2008-2009)<br>•SVP Innovation and Process Design at RBC Financial Group (2006-2008) |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | **Education:**<br>Ms. Sands holds a B.S. degree in Physics and Applied Mathematics from The Queen's <br>University of Belfast, Northern Ireland, a Ph.D. degree in Atomic and Molecular Physics <br>from The Queen's University of Belfast, Northern Ireland and an M.S. degree in Public <br>Policy and Management from Carnegie Mellon University. | **Education:**<br>Ms. Sands holds a B.S. degree in Physics and Applied Mathematics from The Queen's <br>University of Belfast, Northern Ireland, a Ph.D. degree in Atomic and Molecular Physics <br>from The Queen's University of Belfast, Northern Ireland and an M.S. degree in Public <br>Policy and Management from Carnegie Mellon University. | **Education:**<br>Ms. Sands holds a B.S. degree in Physics and Applied Mathematics from The Queen's <br>University of Belfast, Northern Ireland, a Ph.D. degree in Atomic and Molecular Physics <br>from The Queen's University of Belfast, Northern Ireland and an M.S. degree in Public <br>Policy and Management from Carnegie Mellon University. | **Education:**<br>Ms. Sands holds a B.S. degree in Physics and Applied Mathematics from The Queen's <br>University of Belfast, Northern Ireland, a Ph.D. degree in Atomic and Molecular Physics <br>from The Queen's University of Belfast, Northern Ireland and an M.S. degree in Public <br>Policy and Management from Carnegie Mellon University. |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | **Qualifications:**<br>The Board believes that Ms. Sands possesses specific attributes that qualify her to <br>serve as a member of our Board, including her extensive experience and leadership <br>roles in the financial services industry and her experience on the boards of directors of <br>other publicly-traded technology companies. | **Qualifications:**<br>The Board believes that Ms. Sands possesses specific attributes that qualify her to <br>serve as a member of our Board, including her extensive experience and leadership <br>roles in the financial services industry and her experience on the boards of directors of <br>other publicly-traded technology companies. | **Qualifications:**<br>The Board believes that Ms. Sands possesses specific attributes that qualify her to <br>serve as a member of our Board, including her extensive experience and leadership <br>roles in the financial services industry and her experience on the boards of directors of <br>other publicly-traded technology companies. | **Qualifications:**<br>The Board believes that Ms. Sands possesses specific attributes that qualify her to <br>serve as a member of our Board, including her extensive experience and leadership <br>roles in the financial services industry and her experience on the boards of directors of <br>other publicly-traded technology companies. |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| Significant technical or business <br>experience in software industry<br>|
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif)<br>| Knowledge of emerging technologies |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| Public company board experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_non-corporate.gif](now-20260406_g32.gif)<br>| Non-profit, education and government |
| **Committees:**<br>Leadership Development <br>and Compensation; <br>Nominating and <br>Governance (Chair)<br>**Current public company** <br>**directorships:**<br>•Nu Holdings Ltd., <br>a digital banking <br>company<br>**Other public company** <br>**directorships (Past** <br>**5 years):**<br>•Pure Storage, Inc., a <br>provider of enterprise <br>flash storage solutions<br>•iStar, Inc., a New York <br>based real estate <br>development company<br>•Khosla Ventures <br>Acquisition Co. II, a <br>special purpose <br>acquisition company |  |  |  |  |

---

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **23** |

---

**NOMINATION PROCESS AND NOMINEES**

---

| | | | | |
|:---|:---|:---|:---|:---|
| ![05_NOW_DirectorNominees_YuanE.jpg](now-20260406_g77.jpg) |  |  |  |  |
| ![05_NOW_DirectorNominees_YuanE.jpg](now-20260406_g77.jpg) | **Eric S. Yuan**<br>**Founder, Chairman, President and Chief Executive Officer of Zoom** <br>**Communications, Inc.**<br>**Director Nominee**<br>**Age:** 56 | **Eric S. Yuan**<br>**Founder, Chairman, President and Chief Executive Officer of Zoom** <br>**Communications, Inc.**<br>**Director Nominee**<br>**Age:** 56 | **Eric S. Yuan**<br>**Founder, Chairman, President and Chief Executive Officer of Zoom** <br>**Communications, Inc.**<br>**Director Nominee**<br>**Age:** 56 | **Eric S. Yuan**<br>**Founder, Chairman, President and Chief Executive Officer of Zoom** <br>**Communications, Inc.**<br>**Director Nominee**<br>**Age:** 56 |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | **Experience:**<br>•Founder, Chairman of the Board, President and Chief Executive Officer of Zoom <br>Communications, Inc. (June 2011–Present)<br>•Corporate Vice President of Engineering at Cisco Systems, Inc., a multinational <br>technology company (May 2007–June 2011)<br>•Various roles, most recently Vice President of Engineering, at WebEx <br>Communications, Inc., an internet company (August 1997–May 2007) | **Experience:**<br>•Founder, Chairman of the Board, President and Chief Executive Officer of Zoom <br>Communications, Inc. (June 2011–Present)<br>•Corporate Vice President of Engineering at Cisco Systems, Inc., a multinational <br>technology company (May 2007–June 2011)<br>•Various roles, most recently Vice President of Engineering, at WebEx <br>Communications, Inc., an internet company (August 1997–May 2007) | **Experience:**<br>•Founder, Chairman of the Board, President and Chief Executive Officer of Zoom <br>Communications, Inc. (June 2011–Present)<br>•Corporate Vice President of Engineering at Cisco Systems, Inc., a multinational <br>technology company (May 2007–June 2011)<br>•Various roles, most recently Vice President of Engineering, at WebEx <br>Communications, Inc., an internet company (August 1997–May 2007) | **Experience:**<br>•Founder, Chairman of the Board, President and Chief Executive Officer of Zoom <br>Communications, Inc. (June 2011–Present)<br>•Corporate Vice President of Engineering at Cisco Systems, Inc., a multinational <br>technology company (May 2007–June 2011)<br>•Various roles, most recently Vice President of Engineering, at WebEx <br>Communications, Inc., an internet company (August 1997–May 2007) |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | **Education:**<br>Mr. Yuan holds a Bachelor's degree in Applied Math from Shandong University of <br>Science and Technology and a Master's degree in Engineering from China University <br>of Mining and Technology. | **Education:**<br>Mr. Yuan holds a Bachelor's degree in Applied Math from Shandong University of <br>Science and Technology and a Master's degree in Engineering from China University <br>of Mining and Technology. | **Education:**<br>Mr. Yuan holds a Bachelor's degree in Applied Math from Shandong University of <br>Science and Technology and a Master's degree in Engineering from China University <br>of Mining and Technology. | **Education:**<br>Mr. Yuan holds a Bachelor's degree in Applied Math from Shandong University of <br>Science and Technology and a Master's degree in Engineering from China University <br>of Mining and Technology. |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | **Qualifications:**<br>The Board believes that Mr. Yuan's experience founding and scaling a major enterprise <br>communications technology company, and his deep technical and engineering <br>expertise in the software industry qualify him to serve as a member of our Board. <br>Further, Mr. Yuan's public company leadership experience and service on the boards of <br>other publicly-traded technology companies provide him with a valuable perspective on <br>corporate governance and strategic oversight. | **Qualifications:**<br>The Board believes that Mr. Yuan's experience founding and scaling a major enterprise <br>communications technology company, and his deep technical and engineering <br>expertise in the software industry qualify him to serve as a member of our Board. <br>Further, Mr. Yuan's public company leadership experience and service on the boards of <br>other publicly-traded technology companies provide him with a valuable perspective on <br>corporate governance and strategic oversight. | **Qualifications:**<br>The Board believes that Mr. Yuan's experience founding and scaling a major enterprise <br>communications technology company, and his deep technical and engineering <br>expertise in the software industry qualify him to serve as a member of our Board. <br>Further, Mr. Yuan's public company leadership experience and service on the boards of <br>other publicly-traded technology companies provide him with a valuable perspective on <br>corporate governance and strategic oversight. | **Qualifications:**<br>The Board believes that Mr. Yuan's experience founding and scaling a major enterprise <br>communications technology company, and his deep technical and engineering <br>expertise in the software industry qualify him to serve as a member of our Board. <br>Further, Mr. Yuan's public company leadership experience and service on the boards of <br>other publicly-traded technology companies provide him with a valuable perspective on <br>corporate governance and strategic oversight. |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | **Skills:** | **Skills:** | **Skills:** | **Skills:** |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | ![NOW_PXY_2026_skills_senior leadership.gif](now-20260406_g27.gif)<br>| Senior leadership experience | ![NOW_PXY_2026_skills_significant technical.gif](now-20260406_g33.gif)<br>| Significant technical or business <br>experience in software industry<br>|
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | ![NOW_PXY_2026_skills_global.gif](now-20260406_g28.gif)<br>| Global operations leadership experience | ![NOW_PXY_2026_skills_multi-product.gif](now-20260406_g35.gif)<br>| Multi-product/services or multi-segment <br>company experience<br>|
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | ![NOW_PXY_2026_skills_public.gif](now-20260406_g29.gif)<br>| Public company board experience | ![NOW_PXY_2026_skills_knowledge.gif](now-20260406_g36.gif)<br>| Knowledge of emerging technologies |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | ![NOW_PXY_2026_skills_risk.gif](now-20260406_g30.gif)<br>| Risk management experience | ![NOW_PXY_2026_skills_large scale.gif](now-20260406_g37.gif)<br>| Large scale transformations in <br>key functions<br>|
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company | ![NOW_PXY_2026_skills_financial.gif](now-20260406_g31.gif)<br>| Financial experience | ![NOW_PXY_2026_skills_m&a.gif](now-20260406_g38.gif)<br>| M&A, debt and equity financings and other <br>strategic transactions<br>|
| **Committees:**<br>None. <br>**Current public company** <br>**directorships:**<br>•Zoom Communications, <br>Inc., a communications <br>technology company<br>•Intuit, Inc., a technology <br>company |  |  |  |  |

---

---

| | |
|:---|:---|
| **24** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Proposal 1_banner.jpg](now-20260406_g66.jpg)

**Board and Corporate** 

**Governance Matters**

We are committed to strong corporate governance. Our governance practices provide an important framework within

which the Board and management can advance our strategic priorities.

**Corporate Governance Highlights**

---

| | |
|:---|:---|
| **Robust Board Oversight** <br>**and Structure**<br>| **Close Alignment with** <br>**Shareholder Interests**<br>|
| •100% Independent Committee Members<br>•Strong Lead Independent Director<br>•Regular Executive Sessions of <br>Independent Directors<br>•Comprehensive Board Risk Oversight<br>•Governance Committee Oversight of <br>Corporate Sustainability Matters<br>•Audit Committee Oversight of <br>Cybersecurity Programs<br>•Rigorous Director Selection Process<br>•Board with Broad Range of Experiences <br>and Perspectives<br>| •Ongoing Robust Shareholder <br>Engagement Program<br>•Performance-Based Incentives Tied to <br>Shareholder Interests<br>•Stock Ownership Guidelines for Directors and <br>Executive Officers<br>•Majority Voting Standard for Directors with <br>Resignation Policy<br>•Proxy Access Bylaws (3/3/20/20)<br>•Detailed Disclosure of Individual Directors' Skills<br>•Annual Say on Pay Vote<br>|

---

---

| | |
|:---|:---|
| **Accountable Board and** <br>**Executive Officers**<br>| **Safeguards** |
| •Significant Portion of Compensation At-Risk for <br>Our CEO and Executive Officers<br>•Annual Board and Committee Self-Evaluation<br>•Formal CEO Evaluation Process<br>•Annual Executive Compensation Review<br>| •Prohibition on Hedging and Pledging<br>•Multi-Year Vesting Requirements for all <br>Equity Awards<br>•No Section 280G Tax Gross-Ups<br>•Clawback Policy<br>•No Pension Plan<br>|

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **25** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Board Leadership Structure**

---

| | | | |
|:---|:---|:---|:---|
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) | **William R. McDermott** | ![05 PRO012833_photo_ExecutiveBostrom.jpg](now-20260406_g78.jpg) | **Susan L. Bostrom** |
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) | Chairman of the Board and <br>Chief Executive Officer<br>| ![05 PRO012833_photo_ExecutiveBostrom.jpg](now-20260406_g78.jpg) | Lead Independent Director |

---

---

| | | |
|:---|:---|:---|
| **Committee Chairs** | **Committee Chairs** |  |
| ![05 PRO012833_photo_Executive_Teresa.jpg](now-20260406_g79.jpg)<br>| ![05 PRO012833_photo_ExecutiveBostrom.jpg](now-20260406_g78.jpg)<br>| ![05 PRO012833_photo_Executive_Sands.jpg](now-20260406_g80.jpg)<br>|
| **Teresa Briggs** | **Susan L. Bostrom** | **Anita M. Sands** |
| Audit | Leadership Development <br>and Compensation<br>| Nominating and Governance |

---

**Chairman of the Board**<br>

The Board has flexibility to determine the appropriate leadership structure that best fits the Company's circumstances and

provides strong independent oversight. The Board reviews and evaluates the Board's leadership structure at least

annually. Our Board leadership structure is among the topics discussed during the Company's shareholder engagement,

and feedback received from shareholders is considered by the Board when determining the appropriate leadership

structure. The Board does not have a fixed policy on whether the roles of Chairman and CEO should be separated or

combined. Our Corporate Governance Guidelines provide that if the positions of Chairman and CEO are held by the same

person, the independent directors will select a Lead Independent Director.

The Board believes that a combined Chairman and CEO, along with a strong and empowered Lead Independent Director,

is the best structure to appropriately and effectively allocate authority, responsibility and oversight between management

and the independent members of the Board. This structure gives our Chairman and CEO primary responsibility for the

operational leadership and strategic direction of the Company, while enabling the Lead Independent Director to facilitate

independent Board oversight of management, promote communication between management and the Board and support

the Board's consideration of key governance matters.

The Board believes that a leadership structure with Mr. McDermott serving as Chairman and CEO provides the Company

with, among other things:

• An experienced senior leader who serves as a primary liaison between the Board and management and as the primary

public face of the Company;

• A clear and unified strategic vision — to become the Defining AI Enterprise Software Company of the

21<sup>st</sup> Century;

• Strong and effective leadership, particularly in the context of macroeconomic challenges facing our industry;

• Flexibility in long-term succession planning;

• A knowledgeable resource for independent directors both at and between Board meetings given his extensive

day-to-day knowledge of all aspects of our current business, operations and risks; and

• The ability to bring pressing issues before the independent directors expeditiously.

Any changes in the combination or separation of the Chairman and CEO positions would be announced promptly by

the Company.

---

| | |
|:---|:---|
| **26** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Lead Independent Director**<br>

The Lead Independent Director is appointed by the independent directors to provide an effective independent voice in

Board leadership structure.

Ms. Bostrom currently serves as our Lead Independent Director, a role she has held since May 2024. Since joining the

Board in 2014, Ms. Bostrom has worked closely with her fellow directors, including as former Chair of the Governance

Committee and current Chair of the Leadership Development and Compensation Committee (the "Compensation

Committee"). She is deeply trusted in the boardroom and is well positioned to guide the Board in its independent oversight

of the Company's strategy and risk management. With extensive leadership experience in the technology industry and

service on the boards of other publicly-traded technology companies, Ms. Bostrom brings valuable insights to the Board.

Her tenure as a ServiceNow director gives her a unique perspective on the Company's evolving business and risk

landscape, enabling her to provide effective independent oversight, strategic guidance to senior management, and

enhancements to the Board's deliberative process.

The responsibilities of the Lead Independent Director include:

• presiding at all meetings of the Board at which the Chairman and CEO is not present, including executive sessions of

independent directors;

• approving meeting agendas and meeting schedules for the Board;

• encouraging direct dialogue between the directors and management;

• facilitating discussion and open dialogue among the independent directors;

• serving as a liaison between the Chairman and CEO and the independent directors;

• disseminating information, decisions, suggestions, views or concerns expressed by independent directors to the

Chairman and CEO, the rest of the Board and management;

• providing leadership to the Board if circumstances arise in which the roles of CEO and Chairman may be, or may be

perceived to be, in conflict;

• participating in the Board's assessment of risks and management's (including the CEO's) approach to addressing

those risks;

• leading annual performance review process for the CEO and succession planning process for CEO and other

executive officers;

• guiding our outreach to shareholders, meeting with those shareholders and representing the Board in communications

with shareholders;

• participating in the process to retain and onboard new executive officers;

• participating in discussions regarding the appropriate Board structure; and

• performing such other functions and responsibilities as requested by the Board from time to time.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **27** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Board Committees**

The Board has established the Audit Committee, the Compensation Committee and the Governance Committee. The

composition and responsibilities of each committee, each of which consists entirely of independent directors, are

described on the following pages. Members serve on these committees until their resignation or until otherwise

determined by the Board.

**Audit Committee**

Our Audit Committee assists the Board in overseeing the integrity of our financial statements and our compliance with our

legal and policy obligations. The Audit Committee is currently composed of Ms. Briggs, who is the Chair, and Messrs.

Chamberlain and Quinlan. The composition of our Audit Committee meets the NYSE and SEC independence

requirements. Each member of our Audit Committee is financially literate as required by NYSE. In addition, the Board has

determined that each of Ms. Briggs and Mr. Chamberlain is an "audit committee financial expert" as defined in Regulation

S-K Item 407(d)(5)(ii). This designation does not impose on Ms. Briggs or Mr. Chamberlain any duties, obligations or

liabilities greater than those imposed generally on any other member of our Audit Committee or Board. Ms. Briggs

currently serves on the audit committees of three other public companies. The Board has determined that such

simultaneous service does not impair the ability of Ms. Briggs to effectively serve as a member of our Audit Committee.

**Audit Committee**<br>

---

| | |
|:---|:---|
| **Meetings in 2025:**<br>**4**<br>**2025 Members:**<br>Teresa Briggs (Chair)<br>Jonathan C. Chadwick\*<br>Paul E. Chamberlain<br>Joseph "Larry" Quinlan<br>**Independent/**<br>**financially literate**<br>Each member is <br>independent and <br>financially literate.<br>**Audit committee** <br>**financial experts**<br>Teresa Briggs <br>Jonathan C. Chadwick\* <br>Paul E. Chamberlain<br>| **Principal responsibilities:**<br>•appoint an independent registered public accounting firm to examine our accounts, controls <br>and financial statements;<br>•assess the independent registered public accounting firm's qualifications, performance and <br>independence annually;<br>•review the audit planning, scope and staffing of the independent registered public accounting <br>firm and pre-approve all audit and permissible non-audit related services provided to us by the <br>independent registered public accounting firm;<br>•oversee our accounting and financial reporting processes and review with management and <br>the independent registered public accounting firm our interim and year-end operating results <br>and the associated quarterly reviews and annual audit results;<br>•oversee our internal audit function, including internal audit staffing, the annual internal audit <br>plan and audit procedures and reports issued;<br>•review the integrity, adequacy and effectiveness of our accounting and financial reporting <br>processes, systems of internal control, and disclosure controls and procedures, including <br>processes, procedures and validation surrounding our corporate sustainability disclosures at <br>least annually;<br>•oversee the Company's cybersecurity program, including receiving regular updates from <br>management on cybersecurity risk resulting from risk assessments, risk reduction initiatives <br>and relevant cybersecurity incidents;<br>•oversee the effectiveness of our program for compliance with laws and regulations and <br>periodically review our compliance program with the Chief Ethics and Compliance Officer (who <br>reports to the Chief Legal Officer);<br>•review the Company's compliance with the rules and regulations relating to the governance <br>of AI;<br>•review and monitor our enterprise risk management programs;<br>•review with management our policies and processes for tax planning and compliance;<br>•establish and oversee procedures for the receipt, retention and treatment of complaints <br>received by us regarding accounting, internal accounting controls or auditing matters, and for <br>the confidential submission by employees of concerns regarding questionable accounting or <br>audit matters; and <br>•review with management our investment philosophy and policies, allocation and performance <br>of our investment portfolio, management of investment risk, policies and procedures to comply <br>with laws and regulations pertinent to our investment portfolio, and foreign exchange risk <br>management.<br>|

---

\*Mr. Chadwick is not standing for re-election at the Annual Meeting.

---

| | |
|:---|:---|
| **28** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Leadership Development and Compensation Committee**

Our Compensation Committee assists the Board in overseeing our executive compensation practices, our general

employee compensation and benefit plans and our leadership development programs. The Compensation Committee is

composed of Mses. Bostrom, who is the Chair, and Sands and Mr. Chamberlain. The composition of our Compensation

Committee meets NYSE and SEC independence requirements. Each member of the Compensation Committee is a non-

employee director, as defined by Rule 16b-3 under the Exchange Act. The purpose of our Compensation Committee is to

discharge the responsibilities of the Board relating to the compensation of our executive officers.

**Leadership Development and Compensation Committee**<br>

---

| | |
|:---|:---|
| **Meetings in 2025:**<br>**5**<br>**2025 Members:**<br>Susan L. Bostrom (Chair)<br>Paul E. Chamberlain<br>Anita M. Sands<br>**Independent**<br>Each member is <br>independent.<br>| **Principal responsibilities:**<br>•review and approve, or recommend to the Board for approval, the compensation of our <br>executive officers, including our CEO;<br>•review and approve, or recommend to the Board for approval, the terms of any material <br>agreements with our executive officers;<br>•administer our cash-based and equity-based compensation plans;<br>•recommend to the Board, for determination by the Board, the form and amount of cash-based <br>and equity-based compensation to be paid or awarded to our non-employee directors;<br>•review and approve stock ownership guidelines applicable to non-employee directors and <br>executive officers;<br>•consider the results of the most recent shareholder vote on executive compensation and <br>feedback received from shareholders and, if appropriate, adjust, or make recommendations to <br>the Board to adjust our compensation practices for our executive officers; <br>•review and discuss the Company's Compensation Discussion and Analysis and <br>related disclosures; <br>•review with management the Company's major compensation-related risk exposures, <br>if applicable, and the steps management has taken to monitor or mitigate such exposures; and<br>•review and discuss with management key aspects of the Company's strategies, practices and <br>programs relating to human capital management.<br>|

---

As the Chair of the Compensation Committee, Ms. Bostrom personally meets with shareholders, together with the

Company's management, to discuss our compensation programs, understand shareholder perspectives and share those

perspectives with the Compensation Committee and the full Board. These engagements and the views of our

shareholders contribute to the continuous refinement of our compensation programs to better balance the need to attract,

motivate and retain top executive talent and our shareholders' interest in ensuring that compensation is closely aligned

with long-term performance and creation of long-term shareholder value.

At least annually, our Compensation Committee reviews and approves our executive compensation strategy and

principles to confirm they are aligned with our business purpose and strategy, as well as shareholder interests. The

Compensation Committee has the sole authority, subject to any approval by the Board that the Compensation Committee

or legal counsel determines to be desirable or required by applicable law or NYSE rules, to make decisions regarding all

aspects of compensation packages for executive officers. The Compensation Committee also makes recommendations to

the Board regarding the compensation of non-employee directors. Under its charter, our Compensation Committee has

the authority to retain outside counsel or other advisors. Consistent with that authority the Compensation Committee

engaged Pay Governance, LLC ("Pay Governance") as an independent compensation consultant to evaluate our

executive compensation levels and practices and to provide advice and ongoing recommendations on executive

compensation matters. The Compensation Committee retains and does not delegate any of its power to determine all

matters of compensation and benefits for our executive officers. Pay Governance representatives meet informally with the

Chair of our Compensation Committee and formally with our Compensation Committee during its regular meetings,

including in executive sessions from time to time without management present. Pay Governance works directly with our

Compensation Committee (and not on behalf of management) to assist our Compensation Committee in satisfying its

responsibilities and will not undertake projects for management without our Compensation Committee's approval.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **29** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

With the assistance of Pay Governance, our Compensation Committee reviews executive officer compensation, including

base salary levels, and the target levels for variable cash and any equity incentive awards. In connection with this review,

our Compensation Committee considers any input that it may receive from our CEO (with respect to executive officers

other than himself) to evaluate the performance of each executive officer and set each executive officer's total target cash

and equity compensation for the current year. Our CEO does not participate in the deliberations regarding the setting of

his own compensation other than those establishing, in consultation with our Compensation Committee, our performance

objectives for all executive officer participants under our performance-based incentive plans.

**Compensation Committee Interlocks and Insider Participation**

During 2025, our Compensation Committee members were Mses. Bostrom and Sands and Mr. Chamberlain, none of

whom have served as an officer or employee of the Company or any of its subsidiaries or have had or have any

relationships with the Company required to be disclosed by Regulation S-K Item 404. In addition, none of our executive

officers has served as a member of the board of directors, or as a member of the compensation or similar committee, of

any entity that has one or more executive officers who served on our Board or Compensation Committee during 2025.

**Nominating and Governance Committee** 

Our Governance Committee assists the Board in overseeing our corporate governance practices and developing

the Board to meet the needs of our shareholders. The Governance Committee is composed of Ms. Sands, who is the

Chair, and Mr. Jackson. The composition of our Governance Committee meets the NYSE and SEC

independence requirements.

**Nominating and Governance Committee** <br>

---

| | |
|:---|:---|
| **Meetings in 2025:**<br>**4**<br>**2025 Members:**<br>Anita M. Sands (Chair)<br>Lawrence Jackson<br>**Independent**<br>Each member is <br>independent.<br>| **Principal responsibilities:**<br>•develop and recommend policies regarding the director nomination processes;<br>•determine the desired qualifications, expertise and characteristics of Board <br>members, with the goal of developing an experienced and highly qualified Board;<br>•identify and recruit qualified candidates for Board membership to fill new or vacant <br>positions on the Board, consistent with criteria approved by the Board;<br>•consider nominations properly submitted by our shareholders in accordance with <br>procedures set forth in our Bylaws or determined by the Governance Committee;<br>•recommend to the Board for selection all nominees to become members of the <br>Board by appointment or to be proposed by the Board for election by <br>our shareholders;<br>•oversee the Company's human-centric AI governance guidelines and other <br>AI policies;<br>•oversee shareholder engagement, including procedures for shareholder <br>communications with members of the Board and reviewing shareholder proposals;<br>•oversee and review with management at least annually our major corporate <br>sustainability activities, programs and public disclosures, including in light of any <br>feedback received from shareholders;<br>•develop and recommend to the Board the Code of Ethics for employees and <br>directors and consider waivers of such codes for executive officers and directors;<br>•oversee political contributions and industry association memberships as provided <br>under the Company's Policy on Corporate Political Contributions and <br>Industry Associations; <br>•review, assess and consider evolving corporate governance best practices and <br>develop and maintain a set of corporate governance guidelines that may be <br>recommended to the Board for approval or modification, as appropriate;<br>•consider and make recommendations to the Board regarding the Board's leadership <br>structure; and<br>•oversee the evaluation of the Board on an annual basis and, if appropriate, make <br>recommendations to the Board for improvements in the Board's operations, <br>committee member qualifications, committee member appointment and removal, <br>and committee structure and operations.<br>|

---

Copies of the committee charters are available, without charge, upon request in writing to ServiceNow, Inc., 2225 Lawson

Lane, Santa Clara, California 95054, Attn: Chief Legal Officer or online at investors.servicenow.com.

---

| | |
|:---|:---|
| **30** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Board's Role in Corporate Oversight**

The Board oversees, counsels and directs management in the long-term interests of the Company and our shareholders.

Key areas of Board oversight include:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| ![02 PRO012833_icons_role_strategy.jpg](now-20260406_g81.jpg)<br>| **Strategy** | ![02 PRO012833_icons_role_risk.jpg](now-20260406_g82.jpg)<br>| **Risk** | <br>![02 PRO012833_icons_role_governance.jpg](now-20260406_g83.jpg)<br>| **Governance**  | ![02 PRO012833_icons_role_human.jpg](now-20260406_g84.jpg)<br>| **Human Capital** |

---

**Strategic Oversight**

The Board actively oversees ServiceNow's long-term business strategy and strategic priorities, helping to maintain

alignment with the Company's core values and long-term shareholder value. Through close collaboration with senior

management, the Board regularly reviews key business areas, including strategic and operational priorities, the

competitive landscape, market challenges, economic trends and regulatory developments. The Board provides oversight

and guidance to management to maintain effective execution of business strategies that adapt to evolving market

conditions, including in the following ways:

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| ![02 PRO012833_icons_oversight_offsite.jpg](now-20260406_g85.jpg)<br>| **Participates in** <br>**an annual** <br>**strategy offsite** <br>| ![02 PRO012833_icons_oversight_operating.jpg](now-20260406_g86.jpg)<br>| **Reviews and** <br>**approves** <br>**annually the** <br>**ServiceNow** <br>**operating plan** <br>| ![02 PRO012833_icons_oversight_financial.jpg](now-20260406_g87.jpg)<br>| **Examines** <br>**quarterly** <br>**strategic and** <br>**financial updates** <br>| ![02 PRO012833_icons_oversight_overall.jpg](now-20260406_g88.jpg)<br>| **Engages regularly** <br>**with senior** <br>**management on** <br>**critical business** <br>**matters that** <br>**tie to our** <br>**overall strategy**<br>|

---

**Risk Oversight**

The Board is responsible for overseeing our risk management program. The Board administers this oversight function

both directly and through its standing Board committees. At least annually, the Board reviews with management the

enterprise risk profile of the Company, noting the highest areas of risk and the controls in place to mitigate those risks on

an enterprise-wide basis. Risks are assessed and prioritized according to the level of risk that persists after accounting for

mitigating factors in place to reduce the risk.

The Board believes that the most significant risks the Company faces are properly overseen by the full Board and, as

appropriate, one or more of its standing committees, and, therefore, the Board has not established a stand-alone risk

committee. The Board and its committees have full access to management and the ability to engage advisors as needed.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **31** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

The risks noted below do not represent a complete list of every enterprise risk that is from time to time considered by the

Board and its committees. For more information on risks that affect our business, please refer to our most recent Annual

Report on Form 10-K and other filings we make with the SEC.

---

| | | |
|:---|:---|:---|
| **Board of Directors** | **Board of Directors** | **Board of Directors** |
| Executes its oversight responsibilities through its review of the Company's annual enterprise risk assessment; delegation <br>of specific oversight duties to the Board committees; periodic briefings and informational sessions from management; <br>and periodic briefings and information sessions from outside experts on specific areas of risk including, among others, <br>risk associated with cybersecurity and AI. | Executes its oversight responsibilities through its review of the Company's annual enterprise risk assessment; delegation <br>of specific oversight duties to the Board committees; periodic briefings and informational sessions from management; <br>and periodic briefings and information sessions from outside experts on specific areas of risk including, among others, <br>risk associated with cybersecurity and AI. | Executes its oversight responsibilities through its review of the Company's annual enterprise risk assessment; delegation <br>of specific oversight duties to the Board committees; periodic briefings and informational sessions from management; <br>and periodic briefings and information sessions from outside experts on specific areas of risk including, among others, <br>risk associated with cybersecurity and AI. |
| ![02_NOW_Board and Corporate_arrows.jpg](now-20260406_g89.jpg)<br>| ![02_NOW_Board and Corporate_arrows.jpg](now-20260406_g89.jpg)<br>| ![02_NOW_Board and Corporate_arrows.jpg](now-20260406_g89.jpg)<br>|
| **Audit Committee** | **Leadership Development** <br>**and Compensation** <br>**Committee**<br>| **Nominating and** <br>**Governance Committee**<br>|
| Oversees enterprise risk <br>management, internal audit function, <br>cybersecurity program, and controls <br>over financial reporting, as well as <br>reviews financial statements, <br>monitors compliance with laws and <br>regulations, and reviews processes, <br>procedures and validation <br>surrounding corporate <br>sustainability disclosures. <br>| Oversees overall compensation <br>strategy, compliance with <br>compensation regulatory <br>requirements and assesses <br>human capital management risks.<br>| Oversees Board refreshment and <br>leadership structure, effectiveness of <br>our governance framework, <br>compliance with Code of Ethics and <br>annual Board evaluation, as well as <br>oversees and regularly reviews <br>corporate sustainability activities, <br>programs, risks and related SEC <br>reporting disclosures, and political <br>contributions and industry <br>association memberships. <br>|
| ![02_NOW_Board and Corporate_arrows.jpg](now-20260406_g89.jpg)<br>| ![02_NOW_Board and Corporate_arrows.jpg](now-20260406_g89.jpg)<br>| ![02_NOW_Board and Corporate_arrows.jpg](now-20260406_g89.jpg)<br>|
| **Management** | **Management** | **Management** |
| Responsible for maintaining a strong risk management culture, for managing and overseeing risk identification and risk <br>controls, and for mapping risks to Company strategy and periodically updating the Board on progress of its risk oversight <br>activities. Management conducts a comprehensive risk assessment at least annually in which it identifies the most <br>significant existing risks, as well as new and emerging risks, and the controls in place to mitigate those risks, and it <br>reports this information to the Board at least annually. In addition, management supports its risk management <br>responsibilities through, among other means, management committees such as the Data Ethics Council and Risk and <br>Compliance Steering Committee. | Responsible for maintaining a strong risk management culture, for managing and overseeing risk identification and risk <br>controls, and for mapping risks to Company strategy and periodically updating the Board on progress of its risk oversight <br>activities. Management conducts a comprehensive risk assessment at least annually in which it identifies the most <br>significant existing risks, as well as new and emerging risks, and the controls in place to mitigate those risks, and it <br>reports this information to the Board at least annually. In addition, management supports its risk management <br>responsibilities through, among other means, management committees such as the Data Ethics Council and Risk and <br>Compliance Steering Committee. | Responsible for maintaining a strong risk management culture, for managing and overseeing risk identification and risk <br>controls, and for mapping risks to Company strategy and periodically updating the Board on progress of its risk oversight <br>activities. Management conducts a comprehensive risk assessment at least annually in which it identifies the most <br>significant existing risks, as well as new and emerging risks, and the controls in place to mitigate those risks, and it <br>reports this information to the Board at least annually. In addition, management supports its risk management <br>responsibilities through, among other means, management committees such as the Data Ethics Council and Risk and <br>Compliance Steering Committee. |

---

---

| | |
|:---|:---|
| **32** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Select Oversight Areas**

---

| | | |
|:---|:---|:---|
| ![02 PRO012833_icons_role_risk.jpg](now-20260406_g82.jpg) | **Enterprise Risk** <br>**Management**<br>| The Audit Committee reviews overall risk exposures as presented to the full Board, <br>considers input from external advisors to assess and oversee identification and <br>management of risks, and reviews allocation of responsibilities between the Board and <br>management. In addition, the Audit Committee, at least twice a year, discusses with <br>management risks and steps management has taken to monitor, control and mitigate <br>exposures. The Audit Committee also reviews periodic and/or annual reports on a <br>quarterly basis to assess whether they include comprehensive disclosure of risk factors, <br>known trends and uncertainties.<br>|

---

---

| | | |
|:---|:---|:---|
| ![02_PRO012833_icon_Select Oversight Areas-02.jpg](now-20260406_g90.jpg) | **Internal Audit** | The Audit Committee oversees the internal audit function, receiving quarterly status <br>reports and annual internal plan reviews, and on a regular basis, meets separately <br>with the head of the internal audit function to discuss any issues warranting <br>additional attention.<br>|

---

---

| | | |
|:---|:---|:---|
| ![02_PRO012833_icon_Select Oversight Areas_Compensation Strategy.jpg](now-20260406_g91.jpg) | **Compensation** <br>**Strategy**<br>| The Compensation Committee annually reviews and determines executive and non-<br>employee director compensation, reviews and approves executive goals and objectives, <br>reviews and administers cash, equity incentive and benefits plans and reviews and <br>approves the Compensation Discussion and Analysis included in the annual proxy <br>statement. In addition, the Compensation Committee assesses and monitors whether <br>compensation policies and programs have the potential to encourage excessive or <br>inappropriate risk-taking, as more fully described below in the section titled <br>*"[Compensation Discussion and Analysis](#i2cede626c4a34a3cbe86b47b9f7b5d33_94)—[Compensation Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_142)—*<br>*[Compensation Risk Assessment.](#i2cede626c4a34a3cbe86b47b9f7b5d33_166)"*<br>|

---

---

| | | |
|:---|:---|:---|
| ![02 PRO012833_icons_role_environmental.jpg](now-20260406_g92.jpg)<br>| **Sustainability** | The Board oversees our corporate sustainability strategy developed and implemented by <br>our senior leadership team. The Governance Committee reviews and discusses with <br>management the Company's corporate sustainability program, initiatives and progress <br>against goals at least annually. In addition, the Audit Committee reviews and discusses <br>with management at least annually risks related to corporate sustainability, the regulatory <br>environment and associated reporting requirements, as well as the controls and <br>procedures supporting the Company's corporate sustainability disclosures.<br>|

---

---

| | | |
|:---|:---|:---|
| ![02 PRO012833_icons_role_human.jpg](now-20260406_g84.jpg)<br>| **Human Capital** <br>**Management**<br>| The Compensation Committee annually reviews executive officer goals and objectives, <br>including attrition levels, internal pay equity, and talent management and development, <br>culture and employee engagement.<br>|

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **33** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Cybersecurity Oversight**

The Board, in coordination with the Audit Committee, oversees cybersecurity risk management. They receive regular

reports from management about the prevention, detection, mitigation and remediation of material information security

risks, including cybersecurity incidents and vulnerabilities. Our Audit Committee is responsible for overseeing our

cybersecurity program and receives regular updates from management on cybersecurity risk resulting from risk

assessments, progress of risk reduction initiatives, third-party compliance certifications, control maturity assessments, and

relevant ServiceNow, customer and industry cybersecurity incidents. The Company's security framework is aligned with

the International Organization for Standardization 27001 Series (an internationally recognized standard for information

security management systems) or a substantially equivalent standard.

---

| | | |
|:---|:---|:---|
| ![02 PRO012833_icons_role_cyversecurity.jpg](now-20260406_g93.jpg)<br>| **Cybersecurity** <br>**Governance** <br>**Highlights**<br>| •To enhance cybersecurity awareness, we provide employees with annual privacy and <br>security training on detecting and responding to cybersecurity threats.<br>•We also engage consultants and external auditors for regular assessments <br>of our cybersecurity policies, standards, processes and practices, including <br>information security maturity assessments, audits and independent reviews of <br>our control environment.<br>•Our dedicated Security Steering Committee meets periodically to review security <br>performance metrics, identify risks and assess the progress of approved security <br>enhancements. The committee also makes recommendations on security policies and <br>procedures, security service requirements and risk mitigation strategies to support <br>alignment across the Company.<br>|

---

---

| | |
|:---|:---|
| **34** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**AI Governance Oversight**

The Board, in coordination with the Audit Committee and Governance Committee, is responsible for overseeing

ServiceNow's AI Governance program, which focuses on the responsible development and use of AI in our products and

services and in third-party technologies we use internally. In fulfilling this oversight role, the Board regularly reviews and

discusses AI-related matters and receives educational materials on relevant AI topics. The Audit Committee regularly

conducts in-depth reviews of AI governance matters, including product development practices and compliance

requirements, and the Governance Committee oversees AI policies and governance frameworks. Members of the Board

also participate in the company-wide AI assessment and education program offered to employees that covers AI

governance and attend AI and technology-focused conferences and programs designed for directors.

The AI governance framework overseen by the Board is built on transparency, compliance and ethical AI principles,

supported by comprehensive policies, standard operating procedures and training programs. Our AI policies and

guidelines set clear governance standards informed by key regulations and frameworks, while our standard operating

procedures are designed to help ensure consistency, compliance and ethical AI use across operations. We provide

internal governance resources to guide teams in implementing AI best practices and customer-facing materials to

transparently communicate our AI governance approach. Additionally, our Responsible AI training is designed to equip

employees with the knowledge needed to develop, deploy, and use AI ethically and in alignment with our governance

standards. Through these initiatives, we maintain a strong governance framework that drives responsible AI innovation

and accountability.

---

| | | | |
|:---|:---|:---|:---|
| ![NOW_PXY_2026_SNow Spark.gif](now-20260406_g94.gif) | **AI Governance Highlights** | **AI Governance Structure** | **AI Governance Structure** |
| •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | **Board of Directors** | **Board of Directors** |
| •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | **Audit Committee** | **Governance Committee** |
| •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | **Executive Sponsorship** | **Executive Sponsorship** |
| •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | **Steering Committee** | **Steering Committee** |
| •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | •We have a comprehensive set of AI <br>governance policies and standard operating <br>procedures, including an Enterprise Artificial <br>Intelligence Governance Policy that provides <br>for effective AI governance through executive <br>sponsorship and oversight by a steering <br>committee composed of executive leadership, <br>overseeing product and development <br>operations, including risk management across <br>the product lifecycle, promoting accountability <br>and governance, and engaging with experts <br>and the AI community to continually refine <br>governance frameworks and best practices.<br>•We maintain cross-functional AI workstreams <br>composed of representatives from legal, <br>product, risk, data governance, AI research, <br>user experience and engineering, serving <br>as the central hub for AI governance, <br>driving strategic planning and cross-<br>functional collaboration.<br>•We have published a set of AI guidelines <br>informed by key regulations and frameworks, <br>including the European Union AI Act and <br>National Institute of Standards and <br>Technology AI Risk Management Framework. <br>These guidelines outline our commitment to <br>developing human-centered, transparent and <br>accountable AI products while promoting <br>responsible practices. | **Core Leadership & AI Workstreams** | **Core Leadership & AI Workstreams** |

---

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **35** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Director Engagement**

**Board and Committee Meetings and Attendance**

The Board meets periodically during the year to review significant developments affecting us and to act on matters

requiring Board approval. Directors are invited and encouraged to attend our shareholder meetings. Eight of our then-

serving directors attended our 2025 Annual Meeting.

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| | | | |
|:---|:---|:---|:---|
| **Number of Committee Meetings in 2025** | **Number of Committee Meetings in 2025** | **Number of Committee Meetings in 2025** | **Number of Committee Meetings in 2025** |
|  | **4**<br>**Audit**<br>| **5**<br>**Leadership Development** <br>**and Compensation**<br>| **4**<br>**Nominating and**<br>**Governance**<br>|

---

In 2025, there were a total of seven Board meetings. Except for Mr. Chadwick, each current member of the Board

participated in at least 75% of the aggregate of all meetings of the Board and of the committees on which such member

served during the period the director served as a Board member in 2025.

**Executive Sessions of the Board**

The non-employee directors meet in regularly scheduled executive sessions without management to promote open and

honest discussion. Our Lead Independent Director presides at these meetings.

**Director Orientation and Continuing Education**

Our directors are expected to stay informed on issues affecting ServiceNow, our industry, and their general responsibilities

as directors. The Board encourages directors to participate annually in continuing education programs, which are offered

through Board meetings, discussions, and dedicated information sessions outside of meetings. New directors participate

in orientation programs to familiarize themselves with our business, strategy and policies, helping them deepen their

understanding of our business and our industry and maximize their contributions to the Board. Additionally, directors have

access to further orientation and educational opportunities when assuming new or expanded roles on the Board or its

committees. The Company's management and the Board have also created educational opportunities focused on the

Company's business and relevant issues to facilitate a more detailed understanding of the issues the Company faces.

---

| | |
|:---|:---|
| **36** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

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**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Board and Committee Evaluations**

Each year, the Governance Committee leads the Board's annual evaluation of Board performance to assess whether the

Board, its committees and individual directors are working effectively, and to provide an opportunity to reflect upon and

improve processes and effectiveness. The evaluation process encourages candid feedback on the Board's performance,

both as a whole and at the committee and individual director levels. Directors provide input through anonymous

assessments, which may be conducted via written or oral questionnaires facilitated internally or by an external advisor.

The findings are then reviewed in Board and committee discussions, with any necessary actions identified and

implemented in collaboration with management.

---

| | | | |
|:---|:---|:---|:---|
| **1** | ![02_PRO012833_arrow-right.gif](now-20260406_g95.gif) | **2** |  |
| **1** | ![02_PRO012833_arrow-right.gif](now-20260406_g95.gif) | **2** | **Certain Topics Covered In 2025**<br>•Board and committee structure <br>and composition<br>•Skills and qualifications of individual directors<br>•Board dynamics and culture<br>•Board and management roles and <br>communication<br>•Succession planning and retention of <br>key personnel  |
|  | ![02_PRO012833_arrow-right.gif](now-20260406_g95.gif) |  | **Certain Topics Covered In 2025**<br>•Board and committee structure <br>and composition<br>•Skills and qualifications of individual directors<br>•Board dynamics and culture<br>•Board and management roles and <br>communication<br>•Succession planning and retention of <br>key personnel  |
| **Determine Self-**<br>**Evaluation Format**<br>The self-evaluation may <br>be in the form of written <br>or oral questionnaires <br>administered by Board <br>members, management <br>or third parties. | ![02_PRO012833_arrow-right.gif](now-20260406_g95.gif) | **Evaluation**<br>The evaluations solicit <br>anonymous input from <br>directors on the <br>performance and <br>effectiveness of the <br>Board, its committees, <br>and individual <br>directors. | **Certain Topics Covered In 2025**<br>•Board and committee structure <br>and composition<br>•Skills and qualifications of individual directors<br>•Board dynamics and culture<br>•Board and management roles and <br>communication<br>•Succession planning and retention of <br>key personnel  |

---

![02_PRO012833_arrow.gif](now-20260406_g96.gif)

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| | | | |
|:---|:---|:---|:---|
|  | **4** | ![02_PRO012833_arrow-left.gif](now-20260406_g97.gif) | **3** |
| **Certain Actions Taken**<br>•Evolve succession planning and <br>retention strategies for key personnel<br>•Streamline Board and management <br>communication process<br>•Enhance flow of meetings<br>•Evaluate skill sets represented on <br>the Board | **4** | ![02_PRO012833_arrow-left.gif](now-20260406_g97.gif) | **3** |
| **Certain Actions Taken**<br>•Evolve succession planning and <br>retention strategies for key personnel<br>•Streamline Board and management <br>communication process<br>•Enhance flow of meetings<br>•Evaluate skill sets represented on <br>the Board |  | ![02_PRO012833_arrow-left.gif](now-20260406_g97.gif) |  |
| **Certain Actions Taken**<br>•Evolve succession planning and <br>retention strategies for key personnel<br>•Streamline Board and management <br>communication process<br>•Enhance flow of meetings<br>•Evaluate skill sets represented on <br>the Board | **Feedback** <br>**Incorporated**<br>and, where <br>appropriate, <br>addressed with <br>management.  | ![02_PRO012833_arrow-left.gif](now-20260406_g97.gif) | **Summary, Review** <br>**and Discussion**<br>Input received from the formal <br>self-evaluation is discussed <br>during Board and committee <br>meetings and, where <br>appropriate, addressed <br>with management. |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **37** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Succession Planning**

**CEO and Management Succession Planning**

Succession planning for our CEO and other executive officers is a key part of the Board's annual review of human capital

management. While we believe we have the right management team in place for now and the future, we also believe it is

important to always be developing the next generation of leaders for the Company. For that reason, each year the Board,

working with our CEO and Chief People Officer, undertake a thorough review of the succession plans for each of our

executive officers. For each position, the Board considers whether there is a potential successor who could immediately

step into a role, whether there is an individual who could develop into the role or whether the Company would have to look

to outside talent for a successor. For the individuals identified as successors, the Company creates a development plan to

help the person grow as a leader over time. The Board and management strive to create growth opportunities for those

individuals both to continue their development as leaders and to promote retention. The Company's executive

management undertakes a similar succession planning exercise for their own direct reports.

Additionally, in the event of an emergency or the retirement of a member of the Company's senior management, the

independent directors, in consultation with the CEO, assess management needs and evaluate the abilities of potential

successors to maintain leadership continuity.

**Board Refreshment and Leadership Structure**

The Board is committed to maintaining strategic alignment and effective oversight by taking steps to ensure its

composition, leadership and succession planning support the Company's long-term success. The Board regularly

evaluates its size and composition, balancing fresh perspectives with institutional knowledge while considering tenure,

leadership transitions, and Board skills in light of the needs of the Board at the time, among other considerations. The

Board also periodically rotates committee chairs and membership and regularly assesses its leadership structure,

including the roles of the Chairman, Lead Independent Director, and committee leadership, to strengthen governance and

oversight. Through these efforts, the Board remains dynamic, strategically focused, and well-positioned to guide the

Company forward.

---

| | |
|:---|:---|
| **38** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Shareholder Engagement**

**We are Committed to Robust Shareholder Engagement** 

We actively engage with shareholders at least twice a year to better understand their priorities and perspectives on

significant issues, including Company strategy and performance, corporate governance, executive compensation,

sustainability matters and other topics. Our outreach efforts are led by our Compensation Committee Chair, Susan L.

Bostrom, and Global People, Investor Relations and Legal teams. In connection with our 2025 Annual Meeting and

through early 2026, we undertook significant engagement and, in some instances, met multiple times with the same

investors. Our Compensation Committee Chair participated in a portion of these meetings.

**Full-Year** 

**Shareholder** 

**Engagement**

**We contacted**<br>**56%**<br> of our <br>outstanding shares<br>

![787](now-20260406_g98.gif)

**We engaged**<br>**43%**<br> of our <br>outstanding shares<br>

![790](now-20260406_g99.gif)

In addition, our comprehensive shareholder engagement program is supplemented by our Investor Relations team,

frequently along with our Chief Executive Officer, Chief Operating Officer and Chief Financial Officer, engaging with our

shareholders throughout the year through quarterly earnings calls, investor conferences, user-group meetings and

product- and customer-related communications. We also use multiple communication channels to interact with our

retail shareholders, such as our Annual Report and periodic updates to our website.

**Shareholder Engagement Cycle**

**We Follow a Comprehensive Engagement Plan**

---

| | | | |
|:---|:---|:---|:---|
|  | **Summer**<br>Assess Annual Meeting results to determine next <br>steps, and prioritize post Annual Meeting <br>shareholder engagement focus areas | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  | ![NOW_PXY_2026_greenarrow_down.gif](now-20260406_g100.gif) |
| ![NOW_PXY_2026_cycle_summer.gif](now-20260406_g101.gif) | **Summer**<br>Assess Annual Meeting results to determine next <br>steps, and prioritize post Annual Meeting <br>shareholder engagement focus areas | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  | ![NOW_PXY_2026_cycle_fall.gif](now-20260406_g102.gif) |
| ![NOW_PXY_2026_greenarrow_UP.gif](now-20260406_g103.gif) | **Summer**<br>Assess Annual Meeting results to determine next <br>steps, and prioritize post Annual Meeting <br>shareholder engagement focus areas | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  |  |
|  |  | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  |  |
|  | **Spring** <br>•Publish our Proxy Statement and Annual Report<br>•Conduct our Annual Meeting shareholder <br>engagement to seek feedback  | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  | ![NOW_PXY_2026_greenarrow_down.gif](now-20260406_g100.gif) |
| &nbsp;&nbsp;&nbsp;&nbsp; ![NOW_PXY_2026_cycle_spring.gif](now-20260406_g104.gif) | **Spring** <br>•Publish our Proxy Statement and Annual Report<br>•Conduct our Annual Meeting shareholder <br>engagement to seek feedback  | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  | ![NOW_PXY_2026_cycle_winter.gif](now-20260406_g105.gif) |
| &nbsp;&nbsp;&nbsp;&nbsp; ![NOW_PXY_2026_cycle_spring.gif](now-20260406_g104.gif) | **Spring** <br>•Publish our Proxy Statement and Annual Report<br>•Conduct our Annual Meeting shareholder <br>engagement to seek feedback  | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  | ![NOW_PXY_2026_cycle_winter.gif](now-20260406_g105.gif) |
| ![NOW_PXY_2026_greenarrow_UP.gif](now-20260406_g103.gif) | **Spring** <br>•Publish our Proxy Statement and Annual Report<br>•Conduct our Annual Meeting shareholder <br>engagement to seek feedback  | **Fall/Winter**<br>•Hold off-season shareholder <br>engagement to solicit feedback and <br>report to the Board, Compensation <br>Committee and Governance <br>Committee<br>•Incorporate input from <br>shareholder meetings into Annual <br>Meeting planning  |  |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **39** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**What We Heard During Shareholder Engagement**

During our recent conversations with shareholders, we gained meaningful perspectives on the issues they prioritize.

These conversations reinforce the importance of maintaining an open dialogue with shareholders to better understand

their priorities as we work to drive long-term value.

---

| | | |
|:---|:---|:---|
| **What We Heard During Engagement**  | **What We Heard During Engagement**  | **Our Perspective/How We Responded** |
| **Strategy** <br>•**AI and M&A strategy and oversight.** <br>Questions regarding our AI and M&A strategy, <br>including the Board's oversight, and how we <br>intend to advance our competitive position<br>| ![02 PRO012833_icons_greenarrow_right.jpg](now-20260406_g106.jpg)<br>| <br>**•AI:** We discussed the Board and its committees' <br>oversight of AI, as well as our management <br>committees, such as our AI Steering Committee and <br>have provided additional information on our Board's <br>approach to AI oversight in this Proxy Statement. We <br>also provided an overview of our AI strategy, <br>emphasizing how we leverage AI responsibly to drive <br>innovation, enhance efficiency and strengthen our <br>competitive position.<br>•**M&A:** We discussed the Board's oversight role in <br>M&A, our disciplined M&A strategy and the rationale <br>for recently announced acquisitions.<br>|
| **Corporate Governance**<br>•**Board refreshment.** Questions regarding <br>potential refreshment and skills/areas <br>for refreshment<br>| ![02 PRO012833_icons_greenarrow_right.jpg](now-20260406_g106.jpg)<br>| <br>•We discussed our ongoing evaluation of Board <br>candidates to support our strategy, emphasizing the <br>importance of having the right skills and expertise on <br>the Board to advance and oversee Company strategy.<br>|
| **Executive Compensation**<br>•**Compensation design.** Generally pleased with <br>program changes that were fully implemented <br>in 2025, which were viewed as significant and <br>responsive to shareholder feedback<br>| ![02 PRO012833_icons_greenarrow_right.jpg](now-20260406_g106.jpg)<br>| <br>•We discussed shareholders' general satisfaction with <br>the Company's executive compensation program, <br>including recent enhancements to our compensation <br>program, and their consistently positive feedback on <br>the quality of our disclosures.<br>•See *Compensation Discussion and Analysis[—](#i2cede626c4a34a3cbe86b47b9f7b5d33_97)*<br>*Executive Summary* for additional information <br>about responsive changes to our executive <br>compensation program. <br>|
| **Culture and Talent**<br>•**Employee Engagement.** Questions about our <br>employee engagement and how we measure <br>engagement as well as our ability to attract and <br>retain employees<br>•**Succession Planning.** Questions about <br>leadership succession planning and <br>development of potential successors <br>| ![02 PRO012833_icons_greenarrow_right.jpg](now-20260406_g106.jpg)<br>| <br>•We provided insights into our approach to measuring <br>employee engagement through our annual employee <br>voice survey and highlighted our commitment to <br>fostering a strong workplace culture.<br>•See *[—Succession Planning](#i2cede626c4a34a3cbe86b47b9f7b5d33_58)* for additional information <br>about CEO and management succession planning.<br>|

---

---

| | |
|:---|:---|
| **40** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Other Governance Policies** 

**and Practices**

**Transactions with Related Parties**

**Review and Approval of Related Party Transactions**

We have a written Related Party Transactions Policy that requires review and approval of all relationships and

transactions exceeding $120,000 in which the Company is a participant and in which a "related person" (including any

director, director nominee, executive officer or greater than 5% beneficial owner of our common stock or any immediate

family member of the foregoing) has a direct or indirect material interest. In determining whether to approve or ratify such

transactions, our Audit Committee considers the relevant and available facts and circumstances, including, for example,

the extent of the related person's interest in the transaction, the material facts of the transaction, the aggregate value of

such transaction and whether the transaction is on terms no less favorable than those generally available to an unaffiliated

third-party under the same or similar circumstances.

**Related Party Transactions.** The Company engaged Jeff Miller, a former director, to serve as Chancellor Emeritus of

ServiceNow University for one year in exchange for $365,000 in cash compensation. ServiceNow University is our free

learning hub, open to organizations and individuals throughout the ServiceNow ecosystem, that provides professional

development tools and resources to strengthen technical AI skills, industry knowledge and leadership capabilities.

The daughter of our executive officer, Mr. Fipps, accepted an offer of employment with the Company to start later this

year. Her annual compensation, which will exceed $120,000, is commensurate with the compensation of her peers and

has been established in accordance with the Company's compensation practices applicable to employees with equivalent

qualifications, experience and responsibilities.

**Indemnification Agreements**

We have entered into indemnification agreements with each of our directors and executive officers. The indemnification

agreements and our Bylaws require us to indemnify our directors to the fullest extent permitted by Delaware law. Subject

to certain limitations, our indemnification agreements and Bylaws also require us to advance certain expenses incurred by

our directors and officers.

**Corporate Governance Guidelines**

The Board has adopted Corporate Governance Guidelines that set forth expectations for directors, director independence

standards, board committee structure and functions, orientation of new directors, continuing education for directors, Board

and director candidates' skills and perspectives and other policies for the governance of the Company. Our Corporate

Governance Guidelines are available in the Investor Relations section of our website under the link to "Governance –

Corporate Governance" under the section titled "Governance Resources," which can be found at

investors.servicenow.com. The Corporate Governance Guidelines are reviewed at least annually by our Governance

Committee, and changes are recommended to the Board.

**Code of Ethics**

We have adopted a Code of Ethics that applies to all of our executive officers, employees and directors. Our Code of

Ethics is posted in the Investor Relations section of our website under the link to "Governance – Corporate Governance"

under the section titled "Governance Resources," which can be found at investors.servicenow.com. Any amendments or

waivers of our Code of Ethics pertaining to a director or one of our executive officers will be disclosed on our website at

the above-referenced address. The Code of Ethics is reviewed at least annually by our Governance Committee, and any

changes are recommended to and, if appropriate, approved by the Board.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **41** |

---

**BOARD AND CORPORATE GOVERNANCE MATTERS**

**Insider Trading Policy**

The Company has adopted an Insider Trading Policy that governs transactions in our securities by the Company, its

directors, officers, employees, consultants, and contractors. This policy is designed to ensure compliance with applicable

insider trading laws, rules, and regulations. A copy of our Insider Trading Policy is filed as Exhibit 19.1 to our Annual

Report on Form 10-K for the fiscal year ended December 31, 2024.

**Communication with Board of Directors**

Any interested party wishing to communicate with the Board, or any individual member of the Board, may write to the

Board of Directors, c/o ServiceNow, Inc., 2225 Lawson Lane, Santa Clara, California 95054 or send an email to

ir@servicenow.com with a request to forward the communication to the intended recipient. We reserve the right not to

forward to the Board any abusive, threatening or otherwise inappropriate materials.

---

| | |
|:---|:---|
| **42** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Director Compensation**

Members of the Board who are not ServiceNow employees receive compensation for their service on the Board. The goal

of our director compensation program is to help attract, motivate and retain directors capable of making significant

contributions to the long-term success of the Company. To further align the interests of our directors with our shareholders,

our directors are required to own a minimum amount of equity, as described below in *[Compensation Discussion and](#i2cede626c4a34a3cbe86b47b9f7b5d33_142)*

*[Analysis—Compensation Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_142)—[Stock Ownership Guidelines](#i2cede626c4a34a3cbe86b47b9f7b5d33_157)*. In addition, non-employee directors are

reimbursed for their reasonable travel expenses incurred in attending Board and committee meetings, certain Company

events and approved continuing education programs.

The Compensation Committee is responsible for reviewing director compensation annually and making recommendations

to the Board. The Compensation Committee also reviews competitive market data in consultation with the Board and its

independent compensation consultant, Pay Governance. The Board determines the form and amount of non-employee

director compensation after considering the Compensation Committee's recommendations. For 2025, non-employee

director compensation was adjusted to align with peer and median practices by increasing the Audit Committee annual

retainer from $15,000 to $20,000.

The following shows the non-employee director compensation mix:

**Annual Cash and Equity Mix**

![1339](now-20260406_g107.gif)

![](now-20260406_g108.gif)

![](now-20260406_g109.gif)

**Cash Retainers**

Our non-employee directors receive annual cash

retainers for their service on the Board and its

committees. The Lead Independent Director receives

an additional annual cash retainer for his or her

service. The table to the right includes the annual

cash retainers for 2025. All retainers are paid in

quarterly installments based on service during the

prior quarter. Compared with 2024, the only

Committee Annual Retainer increase was the Audit

Committee member annual retainer, which increased

from $15,000 to $20,000. No other changes to annual

retainers were made.

---

| | | |
|:---|:---|:---|
| **Board Service Annual Payments** |  |  |
| Annual Retainer |  | $40000 |
| Lead Independent Director Retainer | $50000 | $50000 |
| **Committee Annual Retainers** | **Chair** | **Member** |
| Audit | $40000 | $20000 |
| Compensation | $25000 | $15000 |
| Governance | $20000 | $10000 |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **43** |

---

**DIRECTOR COMPENSATION**

**Equity Awards** 

Each year on the date of our annual meeting, each continuing non-employee director is granted a restricted stock unit

("RSU") award. Directors were granted an annual RSU award on May 22, 2025, the date of our Annual Meeting, with a

target aggregate grant date fair value of $325,000 based on the fair market value of our common stock on the date of

grant. Each such annual RSU award will vest in full on the earlier of the first anniversary of the grant date or the date of

the Company's subsequent annual meeting, so long as such director continues to provide services to us through such

date. If a director's service ends on the vesting date, then the vesting shall be deemed to have occurred.

Newly-elected or -appointed non-employee directors are granted an RSU award with an aggregate target grant date fair

value of $325,000 or a pro-rated initial RSU award based on the number of months served until our next annual meeting

in the event such director joins the Board other than at the annual meeting, immediately aligning director and shareholder

interests. Such initial RSU awards vest in full on the date of our next annual meeting, so long as such director continues to

provide services to us through such date.

No non-employee director who is a former employee of the Company will receive an initial RSU award or an annual RSU

award if that former employee director is still vesting in equity awards granted for prior service as a Company employee.

All equity awards granted to non-employee directors accelerate and vest in full in the event of a change in control of the

Company. In addition to the awards provided for above, non-employee directors are eligible to receive discretionary equity

awards; however, no such discretionary equity awards were granted in 2025.

**Director Compensation - 2025**

The following table provides information for the year ended December 31, 2025, regarding all compensation awarded to,

earned by or paid to each person who served as a non-employee director for all or a portion of 2025. The table excludes

Mr. McDermott, who did not receive separate compensation for his service as a director.

---

| | | | |
|:---|:---|:---|:---|
| **Name** | **Fees Earned or Paid in Cash ($)** | **Stock Awards ($)**<sup>(1)</sup> | **Total ($)** |
| **Susan L. Bostrom** | 115000 | 324031 | 439031 |
| **Teresa Briggs** | 80000 | 324031 | 404031 |
| **Jonathan C. Chadwick**<sup>(2)</sup> | 60000 | 324031 | 384031 |
| **Paul E. Chamberlain** | 75000 | 324031 | 399031 |
| **Lawrence J. Jackson Jr.** | 50000 | 324031 | 374031 |
| **Frederic B. Luddy** | 40000 | 324031 | 364031 |
| **Joseph "Larry" Quinlan** | 60000 | 324031 | 384031 |
| **Anita M. Sands** | 75000 | 324031 | 399031 |
| **Deborah Black**<sup>(3)</sup> | 19505 |  | 19505 |
| **Jeffrey A. Miller**<sup>(4)</sup> | 21456 |  | 21456 |

---

<sup>(1)</sup> Amounts listed under "Stock Awards" in the foregoing table represent the aggregate fair value computed as of the grant date of each restricted

stock unit ("RSU") award during 2025 in accordance with Financial Accounting Standards Board ("FASB") Accounting Standards Codification

("ASC Topic 718"). The fair value of our common stock on the date of grant is used to calculate the fair value of RSUs as disclosed in Note 2 to

our consolidated financial statements contained in our Annual Report on Form 10-K for the year ended December 31, 2025. As required by

SEC rules, the amounts shown exclude the impact of estimated forfeitures related to service-based vesting conditions. Each of our current non-

employee directors held outstanding RSU awards with respect to 1,595 shares of common stock as of December 31, 2025. The table excludes

Mr. McDermott, whose outstanding awards are reflected in the section titled "*[Executive Compensation Tables](#i2cede626c4a34a3cbe86b47b9f7b5d33_199)—2025 Outstanding Equity* 

*Awards at Fiscal Year End*."

<sup>(2)</sup> Mr. Chadwick is not standing for re-election to the Board at the Annual Meeting.

<sup>(3)</sup> Ms. Black's compensation reported in this table represents a pro-rated amount of the annual retainer paid to Ms. Black prior to her term

expiring at the end of our 2025 Annual Meeting.

<sup>(4)</sup> Mr. Miller's compensation reported in this table represents a pro-rated amount of the annual retainer paid to Mr. Miller prior to his term expiring

at the end of our 2025 Annual Meeting.

---

| | |
|:---|:---|
| **44** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Corporate Sustainability**

Technology is at the core of everything we do, driving innovation and shaping the future of work. ServiceNow is united by

a shared belief in the transformative power of technology. Guided by our purpose to "make the world work better for

everyone," we remain committed to building the Defining AI Enterprise Software Company of the 21<sup>st</sup> Century. As we

pursue this vision, we are dedicated to sustaining our planet, creating access to opportunity and upholding integrity in

everything we do.

**Sustaining Our Planet** 

Our environmental sustainability commitments — including 100% renewable electricity, carbon neutral cloud for our

customers and near-term science-based targets approved by the Science Based Targets initiative ("SBTi") — reflect our

conviction that responsible resource management strengthens our long-term operating model. Details and progress of our

climate commitments, governance, strategies and climate-related risks and opportunities are included in our annual

corporate sustainability report and climate transition plan.

**Environmental Sustainability and AI** 

AI's growth demands responsible energy and water management. ServiceNow is addressing this challenge by optimizing

GPU efficiency, advancing cooling innovations and prioritizing renewable energy. Through data center partnerships, staff

training and climate risk assessments, we embed sustainability at every level. Our approach focuses on running efficient

large language models on the ServiceNow AI Platform, empowering customers with AI-driven workflows while

minimizing environmental impact. By designing AI responsibly, we help technology drive progress—without

compromising sustainability.

**Creating Access to Opportunity** 

Our recruiting efforts and talent development initiatives are designed to empower individuals and foster a culture of

inspiration and innovation. Attracting top talent, investing in learning and development, and engaging our workforce are

essential to building the Defining AI Enterprise Software Company of the 21<sup>st</sup> Century.

**Workplace Insights: Engagement & Impact (as of December 31, 2025)**<br>

---

| | | | | |
|:---|:---|:---|:---|:---|
| **80%**<br>Engagement on <br>Employee Voice <br>Survey<sup>(1)</sup><br>| **1.6M**<br>Job applicants<br>| **6.1%** <br>Voluntary turnover <br>globally<sup>(2)</sup><br>| **90%**<br>Employees would <br>recommend <br>ServiceNow as a <br>great place to work<br>| **76K**<br>Employee volunteer <br>hours<br>|

---

<sup>(1)</sup> Employee engagement is measured by the percent favorable response to five questions on our employee voice survey, which are focused on

employee motivation, pride, recommendation and present and future commitment.

<sup>(2)</sup> Voluntary turnover is benchmarked against the broader Software, SaaS and Technology Industry, where rates range from 7.3% - 8.7%.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **45** |

---

**CORPORATE SUSTAINABILITY**

**Acting with Integrity**

Our governance programs underpin the effectiveness of our work by mitigating business risks and establishing a strong

foundation of trust - both internally and for our stakeholders. Also, our core values - Win as a Team, Create Belonging,

Wow Our Customers, and Stay Hungry and Humble - along with our ethical principles, reinforce our commitment to doing

the right thing for all our stakeholders.

---

| | |
|:---|:---|
| Our ethical principles - **Transparency, Responsibility,** <br>**Understanding, Supervision, and Teamwork (TRUST)** <br>- form the core of our Code of Ethics, alongside our <br>shared values and purpose.<br>| We encourage employees to employ the **Think, Act,** <br>**and Prevent (TAP)** strategy to help become "active <br>bystanders" to intervene to stop unethical behavior <br>before it becomes an issue.<br>|
| We maintain a **Speak Up** program to confidentially raise <br>ethical concerns without fear of retaliation.<br>| We aim to develop and use **AI responsibly**, prioritizing a <br>human-centered approach, transparency, integrity, <br>and accountability.<br>|

---

**Awards and Recognition**

---

| | | |
|:---|:---|:---|
| ![Fortune WMAC 2026.jpg](now-20260406_g110.jpg)<br>| ![07 NOW_PXY_2026_Awards_GlassDoor2026.jpg](now-20260406_g111.jpg)<br>| ![NOW_Awards_Worlds Most Ethical.jpg](now-20260406_g113.jpg)<br>|
| Fortune World's Most <br>Admired Companies<sup>(1)</sup><br>| Glassdoor Best Places to <br>Work<br>Built In Best Places to Work<sup>(2)</sup> | World's Most Ethical <br>Companies Honoree List <br>|

---

<sup>(1)</sup> © 2026 FORTUNE Media IP Limited. All rights reserved. Used under license.

<sup>(2)</sup> Built In is a recruitment and employer reputation platform that annually recognizes U.S. companies for their culture, benefits and

compensation practices.

---

| | |
|:---|:---|
| **46** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Executive Leadership**

Unless otherwise noted, the following individuals are designated as executive officers of the Company, their ages and their

positions are shown below.

---

| | | |
|:---|:---|:---|
| **Name** | **Age** | **Position** |
| **William R. McDermott** | 64 | Chairman and Chief Executive Officer |
| **Gina Mastantuono** | 55 | President and Chief Financial Officer |
| **Amit Zavery** | 54 | President, Chief Product Officer and Chief Operating Officer |
| **Paul Fipps** | 53 | President, Global Customer Operations |
| **Jacqueline Canney** | 58 | Chief People and AI Enablement Officer |
| **Hossein Nowbar** | 58 | President, Chief Legal Officer and Secretary |

---

The Board appoints our executive officers, who then serve at the discretion of the Board. There is no family relationship

between any of the directors or executive officers and any other director or executive officer of ServiceNow.

For biographical information of our Chairman and Chief Executive Officer, Mr. McDermott, please refer to "*Nomination* 

*Process and Nominees—Director Nominees*" above.

---

| | |
|:---|:---|
| ![05_SNow_PXY_2026_ExecLeader_MastantuonoG.jpg](now-20260406_g114.jpg) |  |
| ![05_SNow_PXY_2026_ExecLeader_MastantuonoG.jpg](now-20260406_g114.jpg) | **Gina Mastantuono**<br>**President and Chief Financial Officer**<br>**In current role since:** January 2025<br>**With ServiceNow since:** January 2020<br>**Age:** 55<br>|
| **Current Directorships:**<br>•Member of the board of <br>directors of Roblox <br>Corporation (NYSE: <br>RBLX), an online <br>platform company<br>•Member of the board of <br>directors of Gong.io Inc., <br>a revenue intelligence <br>platform company<br>**Education:**<br>•State University of New <br>York at Albany, B.S. <br>degree, Accounting and <br>Business Administration<br>| **Experience:**<br>•President and Chief Financial Officer of ServiceNow, Inc. (January 2025–Present)<br>•Chief Financial Officer of ServiceNow, Inc. (January 2020–January 2025)<br>•Executive Vice President and Chief Financial Officer of Ingram Micro Inc., a provider <br>of global technology and supply chain services (December 2016–January 2020)<br>•Executive Vice President, Finance of Ingram Micro Inc. (April 2013–<br>December 2016)<br>•Senior Vice President, Chief Accounting Officer and International Chief Financial <br>Officer of Revlon, Inc,. a cosmetics, skin care, fragrance and personal care <br>company (June 2007–April 2013)<br>•Various executive finance roles at InterActiveCorp., a media and internet company<br>•Position in entrepreneurial services group at Ernst & Young<br>|

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **47** |

---

**EXECUTIVE LEADERSHIP**

---

| | |
|:---|:---|
| ![05_SNow_PXY_2026_ExecLeader_ZaveryA.jpg](now-20260406_g115.jpg) |  |
| ![05_SNow_PXY_2026_ExecLeader_ZaveryA.jpg](now-20260406_g115.jpg) | **Amit Zavery**<br>**President, Chief Product Officer and Chief Operating Officer**<br>**In current role since:** November 2024<br>**With ServiceNow since:** November 2024<br>**Age:** 54<br>|
| **Current Directorships:**<br>•Member of the board of <br>directors of Broadridge <br>Financial Solutions, Inc. <br>(NYSE: BR), a financial <br>technology company<br>**Education:**<br>•Carnegie Mellon <br>University, M.S. degree, <br>Information Networking<br>•The University of Texas at <br>Austin, B.S. degree, <br>Electrical and Computer <br>Engineering<br>| **Experience:**<br>•President, Chief Product Officer and Chief Operating Officer of ServiceNow, Inc. <br>(November 2024–Present)<br>•Vice President and General Manager and Head of Platform of Google Cloud of <br>Google LLC (March 2019–November 2024)<br>•Executive Vice President and corporate officer of Oracle Cloud Infrastructure and <br>Middleware products<br>•Numerous leadership roles at Oracle Corporation over 24 years, most recently as <br>Executive Vice President and Corporate Officer of Oracle Cloud Infrastructure and <br>Middleware products (1994-2019)<br>|

---

---

| | |
|:---|:---|
| ![05_SNow_PXY_2026_ExecLeader_FippsP.jpg](now-20260406_g116.jpg) |  |
| ![05_SNow_PXY_2026_ExecLeader_FippsP.jpg](now-20260406_g116.jpg) | **Paul Fipps**<br>**President, Global Customer Operations**<br>**In current role since:** April 2025<br>**With ServiceNow since:** March 2021<br>**Age:** 53<br>|
| **Current Directorships:**<br>•Member of the board of <br>directors of NetApp, Inc. <br>(NASDAQ: NTAP), a <br>provider of cloud data <br>services<br>**Education:**<br>•University of Baltimore, <br>B.S., Information <br>Systems, and MBA <br>•Graduate of The Wharton <br>School's Advanced <br>Management Program<br>| **Experience:**<br>•Executive Vice President of Worldwide Sales of ServiceNow, Inc. (January 2025–<br>April 2025)<br>•President of Global Industries and Strategic Growth of ServiceNow, Inc. (January <br>2024–January 2025)<br>•President of Strategic Accounts of ServiceNow, Inc. (October 2022–January 2024)<br>•Senior Vice President, Customer and Partner Excellence of ServiceNow, Inc. (March <br>2021–January 2024)<br>•Numerous leadership roles at Under Armour, most recently as President UA <br>Connected Fitness and Chief Experience Officer (2014–2020)<br>•U.S. Army (1991–1994)<br>|

---

---

| | |
|:---|:---|
| **48** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**EXECUTIVE LEADERSHIP**

---

| | |
|:---|:---|
| ![05_SNow_PXY_2026_ExecLeader_CanneyJ.jpg](now-20260406_g117.jpg) |  |
| ![05_SNow_PXY_2026_ExecLeader_CanneyJ.jpg](now-20260406_g117.jpg) | **Jacqueline Canney**<br>**Chief People and AI Enablement Officer**<br>**In current role since:** January 2025<br>**With ServiceNow since:** July 2021<br>**Age:** 58<br>|
| **Other Leadership** <br>**Experience and Service:**<br>•Member of the board of <br>directors of Wonder <br>Group, Inc., a food <br>delivery tech company<br>•Member of the board of <br>directors of Project <br>Healthy Minds, a <br>nonprofit<br>•Board of Trustees, <br>Boston College<br>**Education:**<br>•Boston College, B.S., <br>Accounting<br>| **Experience:**<br>•Chief People and AI Enablement Officer of ServiceNow, Inc. <br>(January 2025–Present)<br>•Chief People Officer of ServiceNow, Inc. (July 2021–January 2025)<br>•Global Chief People Officer of WPP Group, a communications, experience, <br>commerce and technology company (June 2019–July 2021)<br>•Executive Vice President, Global People at Walmart Inc., a multinational retail <br>corporation (August 2015–May 2019)<br>|

---

---

| | |
|:---|:---|
| ![05_SNow_PXY_2026_ExecLeader_HosseinN.jpg](now-20260406_g118.jpg) |  |
| ![05_SNow_PXY_2026_ExecLeader_HosseinN.jpg](now-20260406_g118.jpg) | **Hossein Nowbar**<br>**President, Chief Legal Officer and Secretary**<br>**In current role with ServiceNow since:** December 2025<br>**Age:** 58<br>|
| **Education:**<br>•University of Washington, <br>B.A., Political Science<br>•University of Washington <br>School of Law, J.D.<br>| **Experience:**<br>•Chief Legal Officer and Corporate Vice President of Microsoft Corporation <br>(2023–2025)<br>•General Counsel, Corporate Legal Affairs and Corporate Secretary of Microsoft <br>Corporation (2021–2023)<br>•Corporate Vice President & Deputy General Counsel - Cloud + AI of Microsoft <br>Corporation (2019–2021)<br>•Vice President & Deputy General Counsel of Microsoft Corporation (2008–2019)<br>•Associate General Counsel, Senior Attorney of Microsoft Corporation (1997–2008)<br>|

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **49** |

---

![04 NOW_PXY_2026_Banner_Proposal 2.jpg](now-20260406_g119.jpg)

**Proposal 2**

**Advisory Vote to Approve** 

**Executive Compensation**

**("Say on Pay")**

---

| | |
|:---|:---|
| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>| **The Board recommends a vote "FOR" this proposal.** |

---

Pursuant to Section 14A of the Exchange Act, we are asking our shareholders to approve the compensation of our NEOs

as disclosed in this Proxy Statement. We conduct a say on pay vote every year at the Annual Meeting. While the vote is

non-binding, the Board and the Compensation Committee consider the results of the say on pay vote as part of their

ongoing evaluation of our executive compensation program.

In considering their say on pay vote, we urge shareholders to carefully review the information on our compensation

policies and decisions presented in the "*Compensation Discussion and Analysi*s," as well as the discussion about the

Compensation Committee in the section above titled "*[Board and Corporate Governance Matters](#i2cede626c4a34a3cbe86b47b9f7b5d33_49)—Board Committees*."

Our goal for our executive compensation program is to attract, retain and motivate our NEOs who are critical to our

success. We seek to accomplish this goal in a way that rewards performance and is aligned with our shareholders' long-

term interests. We believe our executive compensation program has been instrumental in helping us achieve our strong

financial performance.

**Advisory Vote and Recommendation of the Board**<br>

We are asking the shareholders to indicate their support for the compensation of our NEOs as described in this Proxy

Statement. This vote is not intended to address any specific item of compensation, but rather the overall compensation of

our NEOs and the philosophy, policies and practices described in this Proxy Statement. Accordingly, the Board requests

that the shareholders approve the following resolution at the Annual Meeting:

**RESOLVED**, that the compensation paid to the Company's NEOs, as disclosed pursuant to Item 402 of Regulation

S-K, including the Compensation Discussion and Analysis, compensation tables and narrative discussion set forth in

this Proxy Statement, is hereby approved.

While the results of this advisory vote are not binding, the Compensation Committee will consider the outcome of the vote

in deciding whether to take any action as a result of the vote and when making future compensation decisions regarding

named executive officers. The Compensation Committee and the Board value the opinions of our shareholders. Unless

the Board modifies its determination on the frequency of future say on pay advisory votes, the next say on pay advisory

vote will be held at our 2027 Annual Meeting.

**Vote Required**<br>

The approval of this non-binding proposal requires the affirmative vote of the holders of a majority of the voting power of

the shares of common stock entitled to vote on the proposal that are present in person or represented by proxy at the

meeting and are voted "FOR" or "AGAINST" this proposal. Broker non-votes and abstentions will have no effect on the

outcome of the vote.

The Board recommends a vote "FOR" this proposal.

---

| | |
|:---|:---|
| **50** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Message_banner.jpg](now-20260406_g2.jpg)

**Letter from the Leadership** 

**Development and Compensation** 

**Committee**

**A Message to Our Fellow Shareholders:**

As the members of the Leadership Development and Compensation Committee of ServiceNow, we see it as our

responsibility to attract, retain and grow the talent we need to build the Defining AI Enterprise Software Company of the

21<sup>st</sup> Century. We are building this defining company in an unprecedented environment. AI and the broader technology

landscape are advancing more rapidly than at any point in history. The pace of AI innovation – and the expectations it

creates for enterprise software – shifts almost daily. To achieve success, our employees must be fluent in AI, dedicated to

understanding how our customers can use that technology to reinvent their businesses, and passionate about executing

that vision. Our employees must be grounded in our purpose – to make the world work better for everyone. And we

believe they must have visionary, driven leadership — stable in composition, consistent in execution, and built to perform

through periods of rapid change such as this.

We believe ServiceNow has created a culture uniquely postured to meet this environment. We are guided by our values:

to Wow our Customers; to Win as a Team; to Create Belonging; and to Stay Hungry and Humble. These values keep our

customers' success at the center of all we do. With our values at our core, we will navigate a rapidly changing world of

technology and expectations. By focusing on our customers' needs, our platform can become a core tool used by them to

reshape their business, whether their business is telecommunications, financial services, pharmaceuticals or government.

Serving our customers requires us to foster a culture of fierce innovation to create solutions to meet those needs and

relentless execution to deploy those solutions.

Our dedication to purpose and culture has led to outstanding performance. In 2025, we significantly grew both the top line

and the bottom line of our business. Our subscription revenues grew by over 21 percent to $12.9 billion. Our free cash

flow margin grew to 35 percent, generating over $4.6 billion in free cash flow that the Company can use to further invest in

the business.<sup>(1)</sup>We have invested that cash to further innovate and evolve our workflows to better meet the needs of our

customers' growing demands, particularly in our AI powered products, and it shows. Our customers renew their

subscription contracts with us at a rate of 98 percent, as they have for seven years running, and we now have over 600

customers who spend more than $5 million per year with us. As we further innovate, embedding AI into the ServiceNow

Platform and all our workflows, we believe our growth will continue as we deliver greater value for customers across all

industries. In 2025, sales of our Now Assist product, our AI powered workflows, exceeded $600 million in annual contract

value and is on track to exceed $1 billion in 2026.

We are proud of these results. We also recognize that our stock price has not fully reflected this performance in recent

months, and we understand that some in the market have questions about the road ahead. While we take those questions

seriously, we remain confident in the strength of our business model. ServiceNow does not need to adapt to the AI era – it

was built for it. The fundamentals of our business are strong, the opportunity in front of us is large, and we believe that

today's enterprises need exactly what we have built: a platform capable of orchestrating AI across the entire organization.

Our conviction is grounded not in optimism alone, but in two decades of deep customer relationships, institutional

knowledge of how work actually flows across complex organizations, and a platform architecture that enterprises already

trust to run their most critical processes. We believe that discipline and consistency of vision — not reaction to short-term

market sentiment — is what will continue to create long-term value for our shareholders.

<sup>(1)</sup> See Appendix B for a reconciliation of GAAP to non-GAAP metrics and other information.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **51** |

---

**LETTER FROM THE LEADERSHIP DEVELOPMENT AND COMPENSATION COMMITTEE**

We believe that our executive team has played a unique role in shaping our purpose, our culture and our business. Our

executive team consists of experienced, savvy leaders who have a deep understanding of our business and our industry

and who understand the important connection between our culture and our performance. Our compensation programs

have allowed us to maintain stability among our high-performing executive ranks, despite an intensely competitive industry

where the demand for talent greatly exceeds the supply of qualified candidates and our executives are regularly recruited

by others willing to offer larger compensation packages.

This is especially true of our CEO. We believe Bill McDermott is uniquely positioned to lead our company through this

time of innovation — and we have made a deliberate decision to say so clearly. In late 2025, we agreed to an amendment

to his employment agreement pursuant to which he dedicated himself to supporting the company through 2030, whether

as CEO, co-CEO, Executive Chair or Non-Executive Chair, at the discretion of the Board. That decision was not made

casually. It reflects the Committee's considered judgment that continuity of leadership — particularly this leader, at this

moment — is a strategic asset. We are confident that Mr. McDermott's continued service will benefit the Company and

its shareholders.

As we invest in this team, we are conscious of the feedback from you, our shareholders. Over the years, we have actively

and regularly engaged with you, and by listening to you, we believe we have created a compensation program that serves

to attract and retain the best talent while responsibly promoting shareholder interests. In 2025, you supported our

executive compensation program with a vote of 89 percent support, and we hope that our program continues to earn

your endorsement.

We remain committed to competitive compensation because we believe in this team — and this team has performed.

Since Mr. McDermott began as our CEO, our stock performance has significantly outperformed our peer group and the

S&P 500. We attribute that success to the commitment of our executive team to a culture of purpose, innovation and

execution. The same conviction that has driven that outperformance guides our compensation decisions today. We have

accomplished much, and we remain excited — and clear-eyed — about this next phase of building the Defining AI

Enterprise Software Company of the 21<sup>st</sup> Century.

Thank you for your investment, your engagement and your lasting commitment to the success of ServiceNow.

Sincerely,

---

| | | |
|:---|:---|:---|
| ![05 PRO012833_photo_ExecutiveBostrom.jpg](now-20260406_g70.jpg)<br>| ![05 PRO012833_photo_directornominees_pchamberlain.jpg](now-20260406_g72.jpg)<br>| ![05 PRO012833_photo_Executive_Sands.jpg](now-20260406_g76.jpg)<br>|
| **Susan L. Bostrom (Chair)** | **Paul E. Chamberlain** | **Anita M. Sands** |

---

---

| | |
|:---|:---|
| **52** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Proposal 1_banner.jpg](now-20260406_g66.jpg)

**Compensation Discussion** 

**and Analysis**

This Compensation Discussion and Analysis ("CD&A") describes our executive compensation program for 2025, including

information relating to our compensation decisions for our NEOs:<sup>(1)</sup>

---

| | |
|:---|:---|
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) | **William R. McDermott** |
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) | Chairman and Chief <br>Executive Officer<br>|
| ![05_SNow_CD&A_McDermottW_opt2.jpg](now-20260406_g3.jpg) |  |
| ![05_SNow_CD&A_MastantuonoG_opt2.jpg](now-20260406_g120.jpg) | **Gina Mastantuono** |
| ![05_SNow_CD&A_MastantuonoG_opt2.jpg](now-20260406_g120.jpg) | President and Chief <br>Financial Officer<br>|
| ![05_SNow_CD&A_MastantuonoG_opt2.jpg](now-20260406_g120.jpg) |  |
| ![05_SNow_CD&A_ZaveryA_opt2.jpg](now-20260406_g121.jpg) | **Amit Zavery** |
| ![05_SNow_CD&A_ZaveryA_opt2.jpg](now-20260406_g121.jpg) | President, Chief Product <br>Officer and Chief <br>Operating Officer<br>|
| ![05_SNow_CD&A_ZaveryA_opt2.jpg](now-20260406_g121.jpg) |  |
| ![05_SNow_CD&A_FippsP.jpg](now-20260406_g122.jpg) | **Paul Fipps** |
| ![05_SNow_CD&A_FippsP.jpg](now-20260406_g122.jpg) | President, Global <br>Customer Operations<br>|
| ![05_SNow_CD&A_FippsP.jpg](now-20260406_g122.jpg) |  |
| ![05_NOW_CD&A_CanneyJ.jpg](now-20260406_g123.jpg) | **Jacqueline Canney** |
| ![05_NOW_CD&A_CanneyJ.jpg](now-20260406_g123.jpg) | Chief People and AI <br>Enablement Officer<br>|
| ![05_NOW_CD&A_CanneyJ.jpg](now-20260406_g123.jpg) |  |

---

<sup>(1)</sup> Paul Smith, former President Global Customer and Field

Operations, also was an NEO for 2025.

**Table of Contents:**

---

| | |
|:---|:---|
| **[Executive Summary](#i2cede626c4a34a3cbe86b47b9f7b5d33_97)** | **[53](#i2cede626c4a34a3cbe86b47b9f7b5d33_97)** |
| [2025 Financial Highlights](#i2cede626c4a34a3cbe86b47b9f7b5d33_106) | [53](#i2cede626c4a34a3cbe86b47b9f7b5d33_106) |
| [Compensation Philosophy and Objectives](#i2cede626c4a34a3cbe86b47b9f7b5d33_100) | [54](#i2cede626c4a34a3cbe86b47b9f7b5d33_100) |
| [Say on Pay and Shareholder Engagement](#i2cede626c4a34a3cbe86b47b9f7b5d33_1861) | [54](#i2cede626c4a34a3cbe86b47b9f7b5d33_1861) |
| [Executive Compensation Program Structure](#i1c4746f57ed74862a5d87cfabca12b66_14812) | [55](#i1c4746f57ed74862a5d87cfabca12b66_14812) |
| [2025 Executive Compensation Highlights](#i2cede626c4a34a3cbe86b47b9f7b5d33_109) | [56](#i2cede626c4a34a3cbe86b47b9f7b5d33_109) |
| **[Executive Compensation Program](#i2cede626c4a34a3cbe86b47b9f7b5d33_112)** | **[58](#i2cede626c4a34a3cbe86b47b9f7b5d33_112)** |
| [Overview of Key 2025 Compensation Elements](#i2cede626c4a34a3cbe86b47b9f7b5d33_121) | [58](#i2cede626c4a34a3cbe86b47b9f7b5d33_121) |
| [Metrics Underlying 2025 Performance-Based](#i2cede626c4a34a3cbe86b47b9f7b5d33_124)<br>[Compensation](#i2cede626c4a34a3cbe86b47b9f7b5d33_124)<br>| [58](#i2cede626c4a34a3cbe86b47b9f7b5d33_124) |
| [Base Salary](#i2cede626c4a34a3cbe86b47b9f7b5d33_127) | [59](#i2cede626c4a34a3cbe86b47b9f7b5d33_127) |
| [Annual Cash Incentive](#i2cede626c4a34a3cbe86b47b9f7b5d33_130) | [60](#i2cede626c4a34a3cbe86b47b9f7b5d33_130) |
| [Long-Term Incentive Plan](#i2cede626c4a34a3cbe86b47b9f7b5d33_133) | [63](#i2cede626c4a34a3cbe86b47b9f7b5d33_133) |
| [2021 PSO Award Status](#i2cede626c4a34a3cbe86b47b9f7b5d33_136) | [69](#i2cede626c4a34a3cbe86b47b9f7b5d33_136) |
| [Executive Perquisites and Other Benefits](#i2cede626c4a34a3cbe86b47b9f7b5d33_139) | [70](#i2cede626c4a34a3cbe86b47b9f7b5d33_139) |
| **[Compensation Policies and Practices](#i2cede626c4a34a3cbe86b47b9f7b5d33_142)** | **[71](#i2cede626c4a34a3cbe86b47b9f7b5d33_142)** |
| [Compensation Timeline and Process](#i2cede626c4a34a3cbe86b47b9f7b5d33_145) | [71](#i2cede626c4a34a3cbe86b47b9f7b5d33_145) |
| [Roles and Responsibilities](#i2cede626c4a34a3cbe86b47b9f7b5d33_148) | [71](#i2cede626c4a34a3cbe86b47b9f7b5d33_148) |
| [Peer Companies](#i2cede626c4a34a3cbe86b47b9f7b5d33_151) | [73](#i2cede626c4a34a3cbe86b47b9f7b5d33_151) |
| [Compensation Governance](#i2cede626c4a34a3cbe86b47b9f7b5d33_154) | [74](#i2cede626c4a34a3cbe86b47b9f7b5d33_154) |
| [Stock Ownership Guidelines](#i2cede626c4a34a3cbe86b47b9f7b5d33_157) | [74](#i2cede626c4a34a3cbe86b47b9f7b5d33_157) |
| [Compensation Recovery ("Clawback") Policy](#i2cede626c4a34a3cbe86b47b9f7b5d33_160) | [75](#i2cede626c4a34a3cbe86b47b9f7b5d33_160) |
| [Hedging and Pledging Prohibition](#i2cede626c4a34a3cbe86b47b9f7b5d33_163) | [75](#i2cede626c4a34a3cbe86b47b9f7b5d33_163) |
| [Compensation Risk Assessment](#i2cede626c4a34a3cbe86b47b9f7b5d33_166) | [76](#i2cede626c4a34a3cbe86b47b9f7b5d33_166) |
| [Impact of Taxation and Accounting Considerations](#i2cede626c4a34a3cbe86b47b9f7b5d33_169) | [77](#i2cede626c4a34a3cbe86b47b9f7b5d33_169) |
| **[NEO Employment Agreements](#i2cede626c4a34a3cbe86b47b9f7b5d33_172)** | **[78](#i2cede626c4a34a3cbe86b47b9f7b5d33_172)** |
| [Employment Agreements](#i2cede626c4a34a3cbe86b47b9f7b5d33_175) | [78](#i2cede626c4a34a3cbe86b47b9f7b5d33_175) |
| [Treatment Upon Termination of Employment](#i2cede626c4a34a3cbe86b47b9f7b5d33_178) | [80](#i2cede626c4a34a3cbe86b47b9f7b5d33_178) |
| [Treatment of 2021 PSO Awards Upon Change](#i2cede626c4a34a3cbe86b47b9f7b5d33_181)<br>[in Control](#i2cede626c4a34a3cbe86b47b9f7b5d33_181)<br>| [81](#i2cede626c4a34a3cbe86b47b9f7b5d33_181) |
| [Death and Disability Benefits](#i2cede626c4a34a3cbe86b47b9f7b5d33_184) | [81](#i2cede626c4a34a3cbe86b47b9f7b5d33_184) |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **53** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Executive Summary**

**2025 Financial Highlights**

2025 was another strong year of sustained growth for ServiceNow, as we continued to deliver robust revenue growth and

significant margin expansion.

**Strong Growth and Profitability**

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Growth** | **Growth** | **Growth** | **Profitability** | **Profitability** | **Profitability** |
| **21%** | **98%** | **$13.3B** | **31%** | **35%** | **$4.6B** |
| Subscription <br>Revenues Growth <br>Y/Y<br>| Industry Renewal <br>Rate 7 Years in a <br>Row<sup>(1)</sup><br>| Total Revenues | Non-GAAP <br>Operating <br>Margin<sup>(2)</sup><br>| Free Cash Flow <br>Margin<sup>(2)</sup><br>| Free Cash Flow <br>("FCF")<sup>(2)</sup><br>|

---

**Subscription Revenues**

![1](now-20260406_g17.gif)

**Total Revenues Growth Y/Y**

![14](now-20260406_g18.gif)

![04_NOW.jpg](now-20260406_g124.jpg)

<sup>(3)</sup>

**Non-GAAP Operating Income Growth Y/Y**

<sup>(2)</sup>

![27](now-20260406_g20.gif)

![04_NOW.jpg](now-20260406_g124.jpg)

<sup>(3)</sup>

**FCF Growth Y/Y**

![40](now-20260406_g21.gif)

![04_NOW.jpg](now-20260406_g124.jpg)

<sup>(3)</sup>

Numbers rounded for presentation purposes. ServiceNow metrics as of December 31, 2025, except as noted otherwise.

<sup>(1)</sup> We adjust our renewal rate for acquisitions, consolidations and other customer events that cause the merging of two or more accounts

occurring at the time of renewal. For additional information, please see the discussion under the sections titled "*Management's Discussion and* 

*Analysis of Financial Condition and Results of Operations—Key Business Metrics*" in our Annual Report on Form 10-K for the year ended

December 31, 2025.

<sup>(2)</sup> See [Appendix B](#i2cede626c4a34a3cbe86b47b9f7b5d33_283) for a reconciliation of GAAP to non-GAAP metrics and other information.

<sup>(3)</sup> Represents the weighted average metric of our 2025 Peer Group with a comparable growth metric for the last reported four fiscal quarters

based on information available as of February 28, 2026. See "*—Compensation Policies and Practices—Peer Companies*" for our 2025 Peer

Group. Only 2025 Peer Group members with positive FCF were included in the FCF growth calculation. Those with negative FCF were

excluded from the calculation.

---

| | |
|:---|:---|
| **54** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Compensation Philosophy and Objectives**

Our executive compensation program is built on our core philosophy of aligning pay with Company performance and

motivating the achievement of our strategic and financial goals. We believe this philosophy incentivizes value creation for our

shareholders. To drive this value creation, we must attract, retain and motivate top talent in a highly competitive market. Our

continued success has made our employees, including our executives, more attractive as candidates for employment with

other leading companies. As such, we design our compensation program to achieve the following objectives:

---

| | | |
|:---|:---|:---|
| **Attract and** <br>**retain talent**<br>| ![02_NOW_PXY_2026_attract and retain.gif](now-20260406_g125.gif) | •attract, motivate and retain leaders of outstanding ability and potential in a <br>competitive market for talent to become the Defining AI Enterprise Software <br>Company of the 21<sup>st</sup> Century<br>|
| **Pay for** <br>**performance**<br>| ![02_NOW_PXY_2026_pay for performance.gif](now-20260406_g126.gif) | •reward strong performance appropriately and motivate outperformance relative to <br>our strategic and financial goals<br>•demand and reward the achievement of aggressive key performance targets<br>|
| **Align with** <br>**shareholders**<br>| ![02_NOW_PXY_2026_alignment.gif](now-20260406_g127.gif) | •align our compensation program with the creation of short-term and long-term value <br>for shareholders<br>•demonstrate disciplined equity usage<br>|
| **Drive the future** <br>**of ServiceNow**<br>| ![02_NOW_PXY_2026_consider the future.gif](now-20260406_g128.gif) | •promote our purpose of making the world work better for everyone <br>•reinforce our values, which serve to motivate our leaders to execute at an elite level <br>and deliver the highest level of Company, team and individual performance<br>|

---

**Say on Pay and Shareholder Engagement**

We are committed to the ongoing review and enhancement of our executive compensation program. Shareholder

feedback is an important part of this process, and by actively engaging with our shareholders, we gain valuable insights

and perspectives that help inform our approach.

---

| | | | |
|:---|:---|:---|:---|
| ![NOW_PXY_2026_Say On pay_Shareholder Feedback.gif](now-20260406_g60.gif) | **2025 Program Design is Responsive** <br>**to Shareholder Feedback**<br>| ![NOW_PXY_2026_Say On pay_Tied to performance.gif](now-20260406_g61.gif) | **2025 Compensation is Closely** <br>**Tied to Performance**<br>|
| &nbsp;&nbsp;&nbsp;&nbsp;Extensive Board-led shareholder engagement over ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>multiple years helped inform enhancements to our <br>executive compensation program<br>&nbsp;&nbsp;&nbsp;&nbsp;Strong endorsement by shareholders of ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation program modifications<br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with long-term ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>shareholder value creation | &nbsp;&nbsp;&nbsp;&nbsp;Extensive Board-led shareholder engagement over ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>multiple years helped inform enhancements to our <br>executive compensation program<br>&nbsp;&nbsp;&nbsp;&nbsp;Strong endorsement by shareholders of ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation program modifications<br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with long-term ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>shareholder value creation | &nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation is "at risk"<br>&nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation tied to rigorous performance goals <br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>strategic priorities and balance top line growth <br>with profitability<br>&nbsp;&nbsp;&nbsp;&nbsp;Relative performance metric was retained in ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>response to shareholder feedback | &nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation is "at risk"<br>&nbsp;&nbsp;&nbsp;&nbsp;Significant portion of total target annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation tied to rigorous performance goals <br>&nbsp;&nbsp;&nbsp;&nbsp;Metrics in compensation plan align with ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>strategic priorities and balance top line growth <br>with profitability<br>&nbsp;&nbsp;&nbsp;&nbsp;Relative performance metric was retained in ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>response to shareholder feedback |

---

---

| | |
|:---|:---|
|  | **Say on Pay Results.** Approximately 89% of votes cast at our 2025 Annual Meeting <br>supported our executive compensation program. The Compensation Committee believes <br>that these voting results demonstrate strong support for our compensation philosophy <br>and executive compensation program, including changes made in recent years. |
| **89%**<br>**Approval on Say on Pay** | **Say on Pay Results.** Approximately 89% of votes cast at our 2025 Annual Meeting <br>supported our executive compensation program. The Compensation Committee believes <br>that these voting results demonstrate strong support for our compensation philosophy <br>and executive compensation program, including changes made in recent years. |
|  | **Say on Pay Results.** Approximately 89% of votes cast at our 2025 Annual Meeting <br>supported our executive compensation program. The Compensation Committee believes <br>that these voting results demonstrate strong support for our compensation philosophy <br>and executive compensation program, including changes made in recent years. |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
| **We contacted**<br>**56%**<br>**of outstanding shares** | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
| **We engaged**<br>**43%**<br>**of outstanding shares** | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |
|  | **Shareholder Engagement.** The Board and Compensation Committee value <br>shareholder feedback on our compensation program and continued comprehensive <br>engagement efforts following our 2025 Annual Meeting. Under Ms. Bostrom's leadership, <br>we conducted a robust shareholder engagement initiative. Our engagement revealed <br>broad shareholder support for the changes made to our executive compensation program <br>in recent years, which shareholders viewed as significant and responsive to their prior <br>feedback. For additional information on our shareholder engagement efforts, please see <br>the discussion under the section titled "*Board and Corporate Governance Matters—*<br>*Shareholder Engagement*." |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **55** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Executive Compensation Program Structure**

Over the past two years, the Compensation Committee has made several changes to our executive compensation

program in response to feedback from our shareholders, including:

• Eliminating overlapping metrics by removing the NNACV metric from our Long-Term Incentive Plan

• Lengthening the Long-Term Incentive Plan performance period to 3 years from 1 year

• Extending the PRSU vesting period to 3-year cliff vesting from 3-year ratable vesting

• Committing to not grant any one-time equity awards to any NEO holding a 2021 PSO Award with an ongoing

performance period

We also made changes to other aspects of our executive compensation program, including, among other things, revising

the non-financial component of the annual cash incentive to provide the opportunity for both a 10% upward or downward

modification to the payout. In addition, the Committee retained the rTSR modifier (as defined below) for PRSUs,

consistent with shareholder feedback on the value of this component in ensuring shareholder alignment.

The compensation program summarized below reflects these changes, effective for 2025 onward:

---

| | | | |
|:---|:---|:---|:---|
| **2025 Compensation Elements** | **Award Type** | **Structure** | **Structure** |
| **Base Salary** | Cash | Fixed cash component set based on leadership retention needs, <br>individual performance and scope of responsibilities, among <br>other factors | Fixed cash component set based on leadership retention needs, <br>individual performance and scope of responsibilities, among <br>other factors |
| **Annual Cash Incentive** | Cash | **Performance period:** 1 year<br>**Performance metrics:**<br>•NNACV (70%)<br>•Non-GAAP operating margin (30%)<br>•Non-financial goals | **Performance period:** 1 year<br>**Performance metrics:**<br>•NNACV (70%)<br>•Non-GAAP operating margin (30%)<br>•Non-financial goals |
| **Annual Cash Incentive** | Cash | •Performance-based adjustment (+/- 10%) | ***Effective 2025*** |
| **Long-Term Incentive** | PRSUs (60%) | **Performance period:** 3 years<br>**Vesting period:** 3 years (cliff)<br>| ***Effective 2025*** |
| **Long-Term Incentive** | PRSUs (60%) | **Performance metrics:**<br>•Non-GAAP subscription revenues (100%)<br>•rTSR vs. S&P 500 modifier (+/- 20%) | **Performance metrics:**<br>•Non-GAAP subscription revenues (100%)<br>•rTSR vs. S&P 500 modifier (+/- 20%) |
| **Long-Term Incentive** | RSUs (40%) | **Vesting period:** 3 years (ratable) | ***Effective 2025*** |

---

To implement the responsive changes outlined above and mitigate significant year-over-year pay disruptions for our

executive officers, the Compensation Committee established a transitional structure for the 2024 PRSUs, as discussed

further in the section below titled "*—Executive Compensation Program—Long-Term Incentive Plan—2024 PRSU First* 

*Tranche Performance Results*."

---

| | |
|:---|:---|
| **56** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**2025 Executive Compensation Highlights**

**CEO Compensation**

The Board sets CEO compensation levels at the start of each year, in consultation with the Compensation Committee and

its independent compensation consultant. In determining the appropriate amount of each compensation element for 2025,

the Board considered Mr. McDermott's outstanding performance and leadership, as well as the Company's exceptional

financial results delivered in 2024. For 2025, the Board increased Mr. McDermott's target compensation to the levels

outlined below, reflecting the first adjustment to his target compensation since 2023. These changes recognize

Mr. McDermott's leadership across a significantly larger and more complex organization, his contributions to the

Company's sustained financial performance and execution and his criticality in driving the Company's future direction.

These adjustments also improve the competitiveness of Mr. McDermott's target compensation relative to our peer

group and reflect the Board's view that such alignment is essential to retaining top executive talent in an increasingly

dynamic market.

---

| | | |
|:---|:---|:---|
| ![05 PRO012833_photo_directornominees_wmcdermott.jpg](now-20260406_g129.jpg) | **Bill McDermott**<br>**Chairman and Chief**<br>**Executive Officer**<br>| ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
|  |  | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
|  |  | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
| **2025 Target Compensation\*** | **2025 Target Compensation\*** | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
|  |  | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
| **Base Salary:**  | **$1.55 million** | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
|  |  | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
| **Annual Cash Incentive:** | **$3.5 million** | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
|  |  | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
| **Equity Award Value:**  | **$40 million** | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |
|  |  | ![05_NOW_CD&A_paymix_McDermottW.jpg](now-20260406_g130.jpg) |

---

*\* The chart above reflects the target compensation elements that the Compensation Committee approved for Mr. McDermott. A discussion of the* 

*outcomes of the performance-based compensation elements of Mr. McDermott's compensation is found in the sections "—Executive* 

*Compensation Program—Annual Cash Incentive" and "—Executive Compensation Program—Long-Term Incentive Plan."*

**Shareholder Value Creation Under McDermott Leadership**

As shown below, since Mr. McDermott became CEO in 2019, our TSR significantly outperformed the TSR of our 2025

Peer Group and the S&P 500. See "*—Compensation Policies and Practices—Peer Companies*" for a list of the companies

in our 2025 Peer Group.

![9895604654016](now-20260406_g22.gif)

**+$109 billion**

market capitalization Increase

**188%**

NOW

**141%**

S&P 500

![04_NOW_CD&A_appointedCEO.jpg](now-20260406_g23.jpg)

**107%**

2025 Peer Group

---

| | |
|:---|:---|
| 11/18/2019 | 12/31/2025 |

---

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| ![02_PRO013945_legend_Wasabi green1.jpg](now-20260406_g24.jpg) | NOW | ![02_PRO013945_legend_Mid Wasabi.jpg](now-20260406_g25.jpg) | S&P 500 | ![02_PRO013945_legend_Bright Blue.jpg](now-20260406_g26.jpg) | 2025 Peer Group |

---

Source: S&P Capital IQ, based on latest closing price as of December 31, 2025.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **57** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Other NEOs**

In determining the target overall compensation for

each of the other NEOs, Mr. McDermott and the

Compensation Committee considered the Company's

performance, individual performance, industry

benchmarks and external market references,

including competitive market and peer compensation

data. They also sought to closely align each

executive's interests with those of our shareholders by

allocating a significant portion of total target annual

compensation to "at risk" compensation. Target

compensation is also designed to have a strong link

between pay and performance by having a significant

amount of compensation tied to rigorous financial and

non-financial performance goals to create sustained

shareholder value.

The chart reflects the average target percentage pay

mix of our other NEOs, except for Mr. Fipps, based on

total target annual compensation. Mr. Fipps's

compensation is excluded from the analysis because

he did not receive executive officer level

compensation until his promotion in April 2025 and his

compensation structure was specifically designed to

facilitate his transition to executive officer. Mr. Fipps's

compensation is more fully described below in the

section titled "*—Executive Compensation Program—*

*Long-term Incentive Plan—Promotion of Paul Fipps*."

![03_NOW_CD&A_paymix_other NEO_pie_pie4.jpg](now-20260406_g131.jpg)

---

| | |
|:---|:---|
| **58** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Executive Compensation Program**

**Overview of Key 2025 Compensation Elements**

To execute our compensation philosophy, we carefully structure our executive compensation pay mix to retain, reward and

motivate our executives for the short-term and the long-term. The table below summarizes key elements of our 2025

executive compensation program.

---

| | | |
|:---|:---|:---|
| **Pay Element** | **Form of**<br>**Payment**<br>| **Purpose** |
| **Base Salary** | Cash | •Provides a fixed cash flow to attract and retain talent with market-<br>aligned and peer group-aligned compensation<br>|
| **Annual Cash Incentive** | Cash | •Incentivizes and rewards executives for outstanding short-term <br>performance, aligning with the fast-paced and dynamic nature of <br>our business<br>•Aligns to growth plan strategy and incentivizes achievement of <br>pre-defined performance objectives<br>•Includes a diversified mix of rigorous metrics to drive growth and <br>shareholder value creation<br>|
| **Performance-based RSUs** | Equity | •Incentivizes long-term shareholder value creation and strong sustained <br>financial performance<br>•Aligns to shareholder interests and long-term strategy<br>•Supports retention through extended performance periods and multi-<br>year cliff vesting<br>•Encourages focus on long-term success<br>|
| **Time-based RSUs** | Equity | •Encourages behavior and initiatives that support sustained stock price <br>growth and also acts as an effective retention tool<br>|

---

**Metrics Underlying 2025 Performance-Based Compensation**

The performance metrics applicable to the 2025 annual cash incentive and PRSUs under the 2025 long-term incentive

plan ("LTIP") are linked to our financial and operational performance and closely align executive compensation with

short-term and long-term shareholder value creation. In addition, the non-financial performance component of the NEOs'

2025 annual cash incentive payout takes into consideration progress on goals that advance our broader business

strategy, including our operational and cultural priorities.

---

| | | | |
|:---|:---|:---|:---|
| **Metric/**<br>**Component** <br>| **Rationale** | **Annual Cash**<br>**Incentive Plan**<br>| **LTIP**<br>**(PRSUs)**<br>|
| **NNACV** | Represents bookings from new customers and additional bookings <br>from existing customers. It is an effective measure of our <br>performance as the new business booked in a given year typically is <br>subject to a 3-year contract, which, when combined with renewal <br>rates remaining at an industry-leading 98%, can be a reliable <br>indicator of revenue and customer relationships for many years into <br>the future.<br>| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg) |  |
| **Non-GAAP**<br>**Operating**<br>**Margin**<br>| Measures the core profitability of our operations. This metric <br>motivates more efficient performance and execution across all <br>organizations and at all levels within the Company.<br>| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg) |  |
| **Non-Financial**<br>**Component**<br>| Measures progress on our operational and cultural goals that align <br>with key Company priorities. <br>| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg) |  |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **59** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

---

| | | | |
|:---|:---|:---|:---|
| **Metric/**<br>**Component** <br>| **Rationale** | **Annual Cash**<br>**Incentive Plan**<br>| **LTIP**<br>**(PRSUs)**<br>|
| **Non-GAAP**<br>**Subscription**<br>**Revenues**<br>| Measures our success in attracting and retaining customers over <br>time. This metric rewards renewing and expanding customer <br>relationships, provides an indication of the long-term health of our <br>business and customer satisfaction and is simple to understand.<br>|  | ![02_PRO013945_Check.jpg](now-20260406_g62.jpg) |
| **rTSR** | Measures our stock price performance relative to the S&P 500 index <br>beginning January 1st of the year a PRSU award is granted and <br>ending December 31st of the last year of the performance period. <br>This metric directly links executive officer pay to long-term <br>shareholder value creation. <br>|  | ![02_PRO013945_Check.jpg](now-20260406_g62.jpg) |

---

**Base Salary**

As part of the regular evaluation of our executive compensation program, the Compensation Committee reviewed the

base salaries of our executive officers, including our NEOs, and approved the adjustments outlined below, effective as of

March 1, 2025. In making its determination, the Compensation Committee considered competitive market data, the need

to retain an experienced leadership team, each person's role and scope of responsibilities, experience, internal equity and

individual performance, among other factors. For additional information on the Compensation Committee's determination

of Mr. McDermott's 2025 base salary, see "*—Executive Summary—2025 Executive Compensation Highlights*."

---

| | | |
|:---|:---|:---|
| **Named Executive Officer**<sup>(1)</sup> | **2024 Base Salary** | **2025 Base Salary** |
| **Mr. McDermott** | $1350000 | $1550000 |
| **Ms. Mastantuono** | $850000 | $900000 |
| **Mr. Zavery** | $900000 | $900000 |
| **Mr. Fipps**<sup>(2)</sup> |  | $800000 |
| **Ms. Canney** | $700000 | $750000 |

---

<sup>(1)</sup> The base salary rate for Mr. Smith was $766,842 and $900,000 for 2024 and 2025, respectively. Mr. Smith's actual base salary earned in 2025

was pro-rated to reflect his departure in August 2025.

<sup>(2)</sup> Mr. Fipps's 2025 base salary amount reflects his post-promotion base salary, as provided in his offer letter.

---

| | |
|:---|:---|
| **60** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Annual Cash Incentive**

Our NEOs are eligible for an annual cash incentive based on the Company's achievement of specific annual performance

goals. The Compensation Committee selected annual performance goals, including Company financial performance

metrics and non-financial performance goals that incentivize our NEOs to achieve our strategic objectives, support our

culture and values, and drive the Company's long-term financial performance. The annual cash incentive opportunity for

each NEO is directly linked to the achievement of these annual performance goals.

NNACV and non-GAAP operating margin were retained as the annual cash incentive performance metrics, with NNACV

weighted at 70% of funding to prioritize top-line growth and non-GAAP operating margin weighted at 30% of funding to

reinforce operational efficiency and disciplined investment. The funding level, as determined by financial performance, is

subject to a modifier of up to 10% upward or downward based on non-financial goal achievement.

**Assessing Performance and Payout**

The determination of 2025 annual cash incentives for our NEOs begins with the Compensation Committee's assessment

of financial performance metric achievement levels. The Compensation Committee then assesses NEO performance

against non-financial performance goals to determine our NEOs' final annual cash incentive payouts.

**2025 Annual Cash Incentive Funding**

The table below details the financial performance metrics and targets set by the Compensation Committee for purposes of

the annual cash incentive program.

---

| | | | |
|:---|:---|:---|:---|
| **Metric** | **Weight** | **Target**  | **Calculation** |
| **NNACV** | 70% | $2,332 million<sup>(1)</sup> | Annual value of all new contracts minus the annual value of all contracts <br>that have expired and the reduction in annual value from contracts reduced <br>in size or scope, excluding the impact of foreign exchange by applying the <br>average foreign exchange ("FX") rates in effect during December 2024.<br>|
| **Non-GAAP**<br>**Operating**<br>**Margin**<br>| 30% | 30% - 31% | Full-year GAAP operating margin, excluding stock-based compensation, <br>amortization of purchased intangibles, legal settlements, impairment of <br>assets, severance costs, contract termination costs and business <br>combination and other related costs including compensation expense, as a <br>percentage of total revenues, and excluding the impact of foreign exchange <br>by applying the average FX rates in effect during December 2024.<br>|

---

<sup>(1)</sup> While NNACV targets under our annual cash incentive program are set using average FX rates from the prior December, year-over-year

differences in those targets do not reflect our NNACV growth rate on a constant currency basis (which would be calculated using average FX

rates in effect throughout the prior year). Our constant currency NNACV year-over-year growth rate in 2025, for example, was multiple

percentage points higher than the implied growth from comparing the year-over-year difference in NNACV targets.

For any 2025 annual cash incentives to be payable, we must have achieved a funding hurdle of at least 85% of target

NNACV, or $1,982 million in NNACV. Upon achieving the funding hurdle, each of the Company's financial performance

metrics is evaluated against target financial performance as set forth in the table above.

In 2025, the Compensation Committee reviewed the target, threshold and maximum financial performance achievement

multipliers and determined to maintain the target and threshold achievement multipliers and increase the maximum

achievement multiplier from 150% to 200% of target. The Compensation Committee determined that an increase in the

maximum achievement multiplier was appropriate to maintain a competitive compensation package in-line with our peers

following a review of competitive market data.

As a result, potential achievement of the Company financial performance metrics ranges from 0% to 200% of target.

Performance at the target level results in funding at 100% of target, performance at or above the maximum level results in

funding at 200% of target, and threshold performance results in funding at 50% of target. If performance falls below the

threshold level, no funding will be made for the particular metric.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **61** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

The achievement calculation for each financial performance metric under the annual cash incentive plan is detailed below:

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **NNACV** | **NNACV** | **Non-GAAP Operating Margin** | **Non-GAAP Operating Margin** |
| | **%**<br>**of Target**<br>| **Achievement%**<br>| **Points**<br>**from Midpoint of**<br>**Target Range**<br>| **Achievement%**<br>|
| **Maximum** | 107.2% | 200% | +2.5pts | 200% |
| **Target** | 100% | 100% | -0.5 to + 0.5pts | 100% |
| **Threshold** | 85% | 50% | -2pts | 50% |
| **Below Threshold** | <85% | 0% | < -2pts | 0% |

---

The achievement results for each metric are then weighted at levels predetermined by the Compensation Committee to

promote execution against our growth plan and strategic corporate objectives. The following graphic sets forth the

annual cash incentive funding percentage based on the achievement level and weighting of each of the financial

performance metrics:

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| **Funding** | **Company Financial Performance Metrics** | **Achievement%**<br>|  | **Weight** | **Funding** |
| **Funding** | **NNACV** | 100.1% | **x** | 70% | **101.0%** |
| **Funding** | **Non-GAAP Operating Margin** | 102.9% | **x** | 30% | **101.0%** |

---

**Annual Cash Incentive Payout Percentage**

After determining annual cash incentive funding associated with financial performance, the Compensation Committee

assesses the performance of the Company's executive leadership against established non-financial goals for the year.

Based on that assessment, the Compensation Committee may increase or decrease the annual incentive program

funding amount by up to 10%, subject to an overall cap of 200%.

**Non-Financial Performance Goals**

In 2025, the Compensation Committee approved non-financial performance goals for our executive leadership as a group

that align with key Company priorities, including:

• **Operational goals** relating to net promoter score, gross retention rate, new customer acquisition and customer product

quality feedback; and

• **Cultural goals** relating to employee engagement and progress toward carbon neutrality and renewable

electricity commitments.

After year-end, the Compensation Committee evaluated achievement relative to these goals and determined not to

increase or decrease the annual incentive program funding, resulting in a total payout of 101% of the target amount for

each NEO.

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Total Funding (101.0%)** | **Total Funding (101.0%)** |  |  |
| **Payout** | **Company Financial Performance Metrics** | **Company Financial Performance Metrics** |  | **101%**<br>**Annual Cash Incentive**<br>**Payout** |
| **Payout** | **•NNACV**<br>**•Non-GAAP** <br>**Operating** <br>**Margin** | **Non-Financial** <br>**Performance** <br>**Goals** <br>(potential up to <br>±10% adjustment) | **=** | **101%**<br>**Annual Cash Incentive**<br>**Payout** |
| **Payout** | **•NNACV**<br>**•Non-GAAP** <br>**Operating** <br>**Margin** | **Non-Financial** <br>**Performance** <br>**Goals** <br>(potential up to <br>±10% adjustment) | **=** | **101%**<br>**Annual Cash Incentive**<br>**Payout** |
| **Payout** | **•NNACV**<br>**•Non-GAAP** <br>**Operating** <br>**Margin** | **Non-Financial** <br>**Performance** <br>**Goals** <br>(potential up to <br>±10% adjustment) | **=** | **101%**<br>**Annual Cash Incentive**<br>**Payout** |

---

---

| | |
|:---|:---|
| **62** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**2025 Annual Cash Incentive Plan Target and Payout Results for each NEO**

At the beginning of each year, the Compensation Committee determines the target annual cash incentive opportunity as a

percentage of base salary for each of our NEOs. For 2025, the Compensation Committee determined to make no

changes to the annual cash incentive target percentage for all NEOs except Mr. McDermott and Mr. Fipps. In making its

determination, the Compensation Committee considered, among other things, competitive market data, including data

about our peers provided by its independent compensation consultant, each person's role and scope of responsibilities,

experience, internal equity and individual performance. For additional information on the Compensation Committee's

determination of Mr. McDermott's 2025 Annual Cash Incentive target percentage, see "*—Executive Summary—2025* 

*Executive Compensation Highlights*."

---

| | | |
|:---|:---|:---|
| **Named Executive Officer**<sup>(1)</sup> | **2024 Annual Cash**<br>**Incentive Target**<br>**(% of Base Salary)**<br>| **2025 Annual Cash**<br>**Incentive Target**<br>**(% of Base Salary)**<br>|
| **Mr. McDermott** | 200% | 225% |
| **Ms. Mastantuono** | 125% | 125% |
| **Mr. Zavery** | 125% | 125% |
| **Mr. Fipps** | \* | 125% |
| **Ms. Canney** | 100% | 100% |

---

\*Not applicable as Mr. Fipps was not an NEO in 2024.

<sup>(1)</sup> Mr. Smith's annual cash incentive target was 125% of his base salary for both 2024 and 2025.

The total payout percentage of 101% was then applied to the 2025 annual cash incentive targets to arrive at the actual

cash incentive earned by each of our NEOs as set forth below. These amounts were paid in March 2026.

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Named Executive Officer**<sup>(1)</sup> | **2025 Annual**<br>**Cash Incentive**<br>**Target**<sup>(2)</sup> |  |  | **2025 Actual Annual**<br>**Cash Incentive**<br>**Earned** |
| **Mr. McDermott** | $3487500 | **x** | **101%**<br>**Annual Cash** <br>**Incentive Payout** | $3522375 |
| **Ms. Mastantuono** | $1114897 | **x** | **101%**<br>**Annual Cash** <br>**Incentive Payout** | $1126046 |
| **Mr. Zavery** | $1125000 | **x** | **101%**<br>**Annual Cash** <br>**Incentive Payout** | $1136250 |
| **Ms. Canney** | $741918 |  | **101%**<br>**Annual Cash** <br>**Incentive Payout** | $749337 |

---

<sup>(1)</sup> Mr. Fipps's 2025 actual annual cash incentive earned was $700,083, which was pro-rated for changes occurring during the year, including his

promotion in April 2025. Mr. Smith left the Company in August 2025 and was not paid a 2025 cash incentive award.

<sup>(2)</sup> The actual annual cash incentive amount is based on each NEO's base salary and annual cash incentive target percentage applicable during

the year and is prorated for changes occurring during the year.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **63** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Long-Term Incentive Plan**

**2025 Target LTI Awards**

For 2025, the Compensation Committee set total target long-term incentive awards ("LTI awards") taking into account

competitive market data, the scope of each NEO's role and individual performance and internal equity, among other

factors, with the goal of retaining a high-performing and sought-after executive team in a highly competitive market. For

additional information on the Compensation Committee's determination of Mr. McDermott's target LTI awards, see

"*—Executive Summary—2025 Executive Compensation Highlights*." The table below shows the 2025 target LTI awards

for PRSUs (the "2025 PRSUs") and RSUs.

---

| | | | |
|:---|:---|:---|:---|
| **Named Executive Officer**<sup>(1)</sup> | **Target PRSU**<br>**Awards**<br>| **Target RSU**<br>**Awards**<br>| **Total Target** <br>**LTI Awards**<br>|
| **Mr. McDermott** | $24000000 | $16000000 | $40000000 |
| **Ms. Mastantuono** | $9000000 | $6000000 | $15000000 |
| **Mr. Zavery** | $12000000 | $8000000 | $20000000 |
| **Ms. Canney** | $5700000 | $3800000 | $9500000 |

---

<sup>(1)</sup> Mr. Fipps was promoted to President, Global Customer Operations in April 2025 and did not receive 2025 executive LTI awards. Mr. Smith's

total target LTI Awards equaled $17.5 million, which consisted of $10.5 million of PRSUs and $7 million of RSUs. All of Mr. Smith's outstanding

and then-unvested equity awards, including PRSUs and RSUs, ceased to vest and were cancelled upon his departure in August 2025.

**Equity Mix**

2025 LTI awards consist of 60% PRSUs and 40% time-based RSUs. The Compensation Committee believes that having

a majority of our LTI awards consist of PRSUs supports a high-performance culture that rewards sustained value creation

in alignment with shareholder interests.

---

| | | | | |
|:---|:---|:---|:---|:---|
| **2025 LTIP** | **=** | **PRSUs**<br>**(60%)** | **+** | **RSUs**<br>**(40%)** |

---

**2025 PRSUs**

PRSUs are a key component of our executive compensation program. The 2025 PRSUs are designed to align executive

compensation with long-term growth and shareholder value. To ensure a clear link between pay and performance, non-

GAAP subscription revenues was selected as the primary performance metric, as it serves as a top-line metric that

reflects long-term customer satisfaction and sustainable revenue growth. In addition to revenue performance, the

Company's total shareholder return relative to the S&P 500 Index (the "rTSR modifier") serves as an additional

performance condition. The rTSR modifier provides an objective, market-based benchmark that further strengthens the

alignment between executive interests and shareholder interests.

**2025 PRSU Calculation Methodology**

The methodology for calculating the non-GAAP subscription revenues metric and the rTSR modifier is summarized below.

---

| | |
|:---|:---|
| | **Calculation** |
| **Non-GAAP Subscription** <br>**Revenues** | Full-year 2027 GAAP subscription revenues, excluding the impact of foreign exchange by <br>applying the average foreign exchange rates in effect during December 2024.<br>|
| **rTSR**  | rTSR measures TSR performance relative to the S&P 500 index from the beginning of <br>2025 through the end of 2027.<br>|

---

---

| | |
|:---|:---|
| **64** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**2025 PRSU Performance Assessment**

For the 2025 PRSUs, the Compensation Committee will assess actual 2027 non-GAAP subscription revenues against

pre-established targets to determine the number of PRSUs earned, subject to the rTSR modifier. If actual non-GAAP

subscription revenues fall below the minimum threshold, no PRSUs are earned, while performance exceeding the target

may result in an upward adjustment, subject to an overall cap of 200%. After actual non-GAAP subscription revenues

achievement is determined relative to pre-established targets, the rTSR modifier is applied to determine the final payout of

the PRSUs.

**2025 Target PRSUs**

The target number of PRSUs granted to each of our NEOs in 2025 represents the number of PRSUs that may be earned,

subject to achievement of performance criteria. The table below provides a breakdown of the target PRSUs for each NEO,

with final vesting outcomes dependent on performance achievement and applicable rTSR adjustment.

---

| | | |
|:---|:---|:---|
| **Named Executive Officer**<sup>(1)</sup> | **Target**<br>**Value of PRSUs** | **Target Number of**<br>**PRSUs**<sup>(2)</sup><br>|
| **Mr. McDermott** | $24000000 | 112930 |
| **Ms. Mastantuono** | $9000000 | 42350 |
| **Mr. Zavery**<sup>(3)</sup> | $12000000 | 56465 |
| **Ms. Canney** | $5700000 | 26825 |

---

<sup>(1)</sup> Mr. Fipps was promoted to President, Global Customer Operations in April 2025 and did not receive 2025 executive LTI awards. For a

discussion of Mr. Fipps's 2025 equity awards and promotion award, please see "*—Promotion of Paul Fipps*" below.

Mr. Smith's target value of PRSUs was $10.5 million and his target number of PRSUs was 49,410. All of Mr. Smith's outstanding and then-

unvested equity awards, including PRSUs, ceased to vest and were cancelled upon his departure in August 2025.

<sup>(2)</sup> All awards were granted effective as of February 18, 2025, and converted into a target number of PRSUs based on a formula approved by the

Compensation Committee.

<sup>(3)</sup> For a discussion of Mr. Zavery's 2025 equity awards, please see "*—PRSU structure of Amit Zavery*" below.

**2025 PRSU Achievement and Payout Criteria**

For the 2025 PRSUs, the Compensation Committee established an achievement schedule that requires a high level of

performance for any payout. No PRSUs will be earned unless the Company achieves at least 96% of the target non-

GAAP subscription revenues in 2027. The achievement calculation for non-GAAP subscription revenues is described in

more detail below:

---

| | | |
|:---|:---|:---|
|  | **2027** | **2027** |
| **Non-GAAP Subscription Revenues** | **% of Target**<sup>(1)</sup> | **Achievement %**<sup>(2)</sup> |
| **Maximum** | 104% | 200% |
| **Target** | 100% | 100% |
| **Threshold** | 96% | 50% |
| **Below Threshold** | <96.0% |  |

---

<sup>(1)</sup> To avoid competitive harm, we do not disclose our non-GAAP subscription revenue target, which is intended to be challenging yet attainable

in connection with strong performance. Actual achievement relative to target will be disclosed in the proxy statement following the

performance period.

<sup>(2)</sup> Achievement will not exceed 200% of the target number of shares.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **65** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

After actual non-GAAP subscription revenues achievement is determined (relative to the pre-established targets), the

rTSR modifier is applied to determine the total number of PRSUs that will be earned. The range of rTSR rankings and

resulting percentage adjustments are detailed below.

---

| | |
|:---|:---|
| **rTSR Ranking** | **% Adjustment**<sup>(1)</sup> |
| ≥ 80th Percentile | 120% |
| 55th Percentile  | 100% |
| ≤ 40th Percentile | 80% |

---

<sup>(1)</sup> Performance between the rTSR percentiles is determined on a straight-line basis proportional to the extent to which the performance objective

is achieved.

**2025 Restricted Stock Units** 

The Compensation Committee believes RSUs are an important component of our LTI awards because they promote the

continuity and retention of high-caliber executives who are critical to the successful execution of our business strategy.

The following RSUs were granted to our NEOs under the 2025 LTIP and are subject to quarterly vesting over three years:

---

| | | |
|:---|:---|:---|
| **Named Executive Officer**<sup>(1)</sup> | **Target Value of** <br>**RSU Awards**<br>| **RSU Awards**<br>**(number of shares)**<sup>(2)</sup><br>|
| **Mr. McDermott** | $16000000 | 75285 |
| **Ms. Mastantuono** | $6000000 | 28235 |
| **Mr. Zavery** | $8000000 | 32940 |
| **Ms. Canney** | $3800000 | 17885 |

---

<sup>(1)</sup> Mr. Fipps was promoted to President, Global Customer Operations in April 2025 and did not receive 2025 executive LTI awards. For a

discussion of Mr. Fipps's 2025 equity awards and promotion award, please see "*—Promotion of Paul Fipps*."

Mr. Smith's target value of RSU awards was $7 million and his number of shares subject to RSU awards was 32,940. All of Mr. Smith's

outstanding and then-unvested equity awards, including RSUs, ceased to vest and were cancelled upon his departure in August 2025.

<sup>(2)</sup> All awards were granted effective as of February 18, 2025 and the target value of awards was converted into a number of RSUs based on a

formula approved by the Compensation Committee.

---

| | |
|:---|:---|
| **66** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**2024 PRSU First Tranche Performance Results**

As a part of implementing the changes to our executive compensation program in response to the shareholder feedback

as outlined above in the section titled "*—Executive Compensation Program—Executive Compensation Program Structure"* 

and to facilitate the transition to a three-year performance period, the Compensation Committee established a transitional

structure for the 2024 PRSUs, splitting those awards into two tranches:

• **First Tranche.** One-third of the 2024 PRSUs (the "First Tranche") was determined based on our 2025 non-GAAP

subscription revenues and our rTSR performance for the two years ended December 31, 2025, and vested on

February 7, 2026.

• **Second Tranche.** The remaining two-thirds of the 2024 PRSUs (the "Second Tranche") will be determined based on

2026 non-GAAP subscription revenues and our rTSR performance for the three years ended December 31, 2026, and

amounts earned will vest in February 2027.

Based on actual achievement of non-GAAP subscription revenues of $12.85 billion for the year ended December 31,

2025, the Compensation Committee determined that the Company achieved 119.7% of the 2025 non-GAAP subscription

revenues target, as reflected in the table below.

---

| | | | |
|:---|:---|:---|:---|
|  | **Non-GAAP Subscription Revenues**<sup>(1)</sup><br>**(in billions)**<br>| **Achievement %**<sup>(2)</sup> |  |
| **Maximum** | $13.05 | 200% | **119.7%**<br>**Achievement** |
| **Target** | $12.70 | 100% | **119.7%**<br>**Achievement** |
| **Threshold** | $12.55 | 50% |  |
| **Below Threshold** | <$12.55 |  |  |

---

<sup>(1)</sup> Non-GAAP subscription revenues represent full-year 2025 GAAP subscription revenues, excluding the impact of foreign exchange by applying

the average foreign exchange rates in effect during December 2023.

<sup>(2)</sup> Pursuant to the terms of the 2024 PRSUs, achievement cannot exceed 200% of the target number of shares.

In addition, for the two-year period ended December 31, 2025, the Compensation Committee determined that the

Company's TSR ranked at the 44<sup>th</sup>percentile against the TSR of companies comprising the S&P 500 index, resulting in an

rTSR modifier of 85.8% according to the schedule below.

---

| | | |
|:---|:---|:---|
| **rTSR Ranking**<sup>(1)</sup> | **% Adjustment** |  |
| ≥ 80th Percentile | 120% |  |
| 55th Percentile  | 100% | **85.8%**<br>**rTSR Modifier** |
| ≤ 40th Percentile | 80% | **85.8%**<br>**rTSR Modifier** |

---

<sup>(1)</sup> Performance between the rTSR percentiles is determined on a straight-line basis proportional to the extent to which the performance objective

is achieved. Performance is calculated by comparing the Company's average closing share price over the 20 trading days before

January 1, 2024 and the Company's average closing share price over the 20 trading dates ending on December 31, 2025.

The following shows the number of shares that vested on February 7, 2026, for each NEO under the First Tranche of 2024

PRSU awards consistent with the achievement described above.

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **Named Executive Officer** | **First Tranche**<br>**Target Number**<br>**of PRSUs**<br>|  |  |  |  | **First Tranche**<br>**Vesting**<br>|
| **Mr. McDermott** | 38960 | **x** | **119.7%**<br>**Achievement**<sup>(1)</sup> | **x** | **85.8%**<br>**rTSR Modifier**<sup>(1)</sup> | 40014 |
| **Ms. Mastantuono** | 17530 | **x** | **119.7%**<br>**Achievement**<sup>(1)</sup> | **x** | **85.8%**<br>**rTSR Modifier**<sup>(1)</sup> | 18005 |
| **Ms. Canney** | 11685 | **x** | **119.7%**<br>**Achievement**<sup>(1)</sup> | **x** | **85.8%**<br>**rTSR Modifier**<sup>(1)</sup> | 12001 |

---

<sup>(1)</sup> Results are rounded up to the nearest whole share.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **67** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**2023 PRSU rTSR Performance Results**

The final vesting of our 2023 PRSU awards granted to our NEOs was determined based on the Company's three-year

rTSR ranking at the 85th percentile against the TSR of companies comprising the S&P 500 index for the three years

ended December 31, 2025, resulting in an rTSR modifier of 120% according to the schedule below.

.

---

| | | |
|:---|:---|:---|
| **rTSR Ranking**<sup>(1)</sup> | **% Adjustment** | **120%**<br>**rTSR Modifier** |
| ≥ 80th Percentile | 120% | **120%**<br>**rTSR Modifier** |
| 55th Percentile  | 100% |  |
| ≤ 40th Percentile | 80% |  |

---

<sup>(1)</sup> Performance between the rTSR percentiles is determined on a straight-line basis proportional to the extent to which the performance objective

is achieved. Performance is calculated by comparing the Company's average closing share price over the 20 trading days before

January 1, 2023, and the Company's average closing share price over the 20 trading dates ending on December 31, 2025.

As a result, the number of shares initially determined as eligible to vest based on the Company's achievement of the

NNACV and free cash flow margin targets for 2023 was adjusted by the rTSR modifier of 120%, as shown below for

each NEO.

---

| | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|
| **Named Executive Officer** | **Shares Initially**<br>**Eligible to Vest**<br>|  |  | **Total Shares**<br>**Eligible to Vest**<br>| **Already-Vested**<br>**Shares**<br>| **Final Vesting** <br>**(shares vesting**<br>**on final vesting**<br>**date)**<br>|
| **Mr. McDermott** | 289650 | **x** | **120%**<br>**rTSR** <br>**Modifier** | 347580 | 231720 | 115860 |
| **Ms. Mastantuono** | 111035 | **x** | **120%**<br>**rTSR** <br>**Modifier** | 133242 | 88835 | 44407 |
| **Ms. Canney** | 67590 | **x** | **120%**<br>**rTSR** <br>**Modifier** | 81108 | 54070 | 27038 |

---

**PRSU Structure For Amit Zavery**

Mr. Zavery joined the Company in October 2024. To align Mr. Zavery's PRSU awards with those of other NEOs, the

Compensation Committee structured Mr. Zavery's 2025 PRSU award to be eligible to vest in two parts:

• 50% with the same achievement and payout criteria and vesting date as the Second Tranche of the 2024 PRSU

awards described in the section titled "*—2024 PRSU First Tranche Performance Results"* above; and

• the remaining 50% with the same achievement and payout criteria and vesting date as the 2025 PRSU awards as

described in the section titled "*—2025 PRSU Achievement and Payout Criteria"* above.

**Promotion of Paul Fipps**

Mr. Fipps was promoted to President, Global Customer Operations in April 2025. Prior to his promotion, he was granted

an LTI equity award at a target value of $6 million in February 2025. In connection with his promotion, Mr. Fipps was

granted an additional LTI equity award with a target value of $6 million in May 2025. Mr. Fipps's total target LTI value was

determined based on an evaluation of competitive market data, the scope of his new role and internal equity, among other

factors, in consultation with the Compensation Committee's independent compensation consultant. The Compensation

Committee structured the terms of Mr. Fipps's May 2025 promotion-related LTI equity award to align with the terms of

other NEOs. The structure of Mr. Fipps's 2025 LTI awards is detailed below:

• **40% RSUs:** Vesting quarterly over three years, subject to his continued employment with the Company through each

vesting date.

• **60% PRSUs:** Subject to the same performance metrics and targets used to determine the payout of the 2024 and 2025

PRSUs granted to longer-tenured NEOs and vest in three parts:

• one-third with the same achievement and payout criteria and vesting date as the First Tranche of the 2024 PRSU

awards described in the section titled "*—2024 PRSU First Tranche Performance Results*" above;

• one-third with the same achievement and payout criteria and vesting date as the Second Tranche of the 2024 PRSU

awards described in the section titled "*—2024 PRSU First Tranche Performance Results*" above; and

---

| | |
|:---|:---|
| **68** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

• the remaining one-third with the same achievement and payout criteria and vesting date as the 2025 PRSU awards

described in the section titled "*—2025 PRSU Achievement and Payout Criteria"* above.

As President, Global Customer Operations, Mr. Fipps was eligible for a quarterly cash incentive award payable in three

installments of $400,000 that was eligible to be earned or forfeited based on attainment of global NNACV targets for the

applicable fiscal quarter in 2025. Mr. Fipps attained one of three quarterly NNACV targets and earned a payout of

$400,000 in 2025. The Company has not disclosed the specific global NNACV targets because such disclosure would

cause competitive harm by revealing near-term, non-public revenue forecasts and sales strategies to competitors.

Mr. Fipps's awards are carefully structured to ensure alignment with the Company's compensation philosophy while

addressing circumstances specific to Mr. Fipps as we promoted him from within our leadership team.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **69** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**2021 PSO Award Status**

As disclosed previously, in 2021, our NEOs who were employed by the Company at

the time received 100% performance-based stock option awards (the "2021 PSO

Awards"). The 2021 PSO Awards will vest only if rigorous performance targets are

met over an approximately five-year performance period running from October 29,

2021 to and including September 30, 2026.

The 2021 PSO Awards are divided into eight tranches and can be earned only upon

both meeting subscription revenues targets even more rigorous than our aggressive

long-term financial plan and achieving considerable stock price appreciation. Our

leadership team has met the first five tranches of subscription revenues targets

(with subscription revenues targets achieved for tranches 1, 2 and 3 in 2023,

tranche 4 in 2024, and tranche 5 in 2025) and the first four tranches of stock price

targets (with stock price targets achieved for tranches 1, 2 and 3 in 2024 and

tranche 4 in 2025), such that the first three tranches of the 2021 PSO Awards

vested in 2024 and the fourth tranche vested in 2025.

**In light of the PSO** <br>**Awards' intentional,** <br>**rigorous, double-hurdle** <br>**design, significant** <br>**revenue growth and** <br>**stock price appreciation** <br>**is required to fully earn** <br>**the awards. No new** <br>**one-time equity awards** <br>**have been granted to** <br>**any NEO holding a 2021** <br>**PSO Award.** <br>

**Shareholder** 

**value** 

**creation**

Exceeding this stock

price would

result in over

**$150 billion**<sup>(1)</sup>

of incremental

shareholder value

creation since the

grant date of the

2021 PSO Awards.

![04_NOW_CD&A_2021 PSO award status.jpg](now-20260406_g132.jpg)

---

| | | |
|:---|:---|:---|
| **Metrics met** | **Metrics met** | **Metrics met** |
| **Tranches** | **Subscription** <br>**Revenues**<br>| **Stock** <br>**Price**<sup>(2)</sup><br>|
| 1 | $6.1B | $145 |
| 2 | $7.1B | $161 |
| 3 | $8.3B | $178 |
| 4 | $9.7B | $198 |
| 5 | $11.3B | \* |
| &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;\* Metric not yet met | &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;\* Metric not yet met | &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;\* Metric not yet met |

---

**Subscription** 

**revenues**

Must exceed

long-term financial

plan of

**$15 billion** 

in a consecutive

four-quarter period.

**Stock price**

Must exceed

**$290.40** per share,<sup>(1)</sup>

significantly above a

starting point of under

$140 per share,

and sustain the

average target price

for a consecutive

six months.

The following table outlines the number of shares subject to the 2021 PSO Awards that have vested for each of our

currently-employed NEOs as of December 31, 2025, as adjusted for the Stock Split. Any shares acquired upon exercise

(except to satisfy a cashless exercise) must be held by each NEO through the end of the five-year performance period.

---

| | |
|:---|:---|
| **Named Executive Officer**<sup>(3)</sup> | **Options Vested** |
| **Mr. McDermott** | 1387680 |
| **Ms. Mastantuono** | 156620 |
| **Ms. Canney** | 78300 |

---

<sup>(1)</sup> For the 2021 PSO Awards to be fully earned and create an incremental $150+ billion of shareholder value, the Company's common

stock price per share will need to exceed $290.40 relative to the closing price on the CEO PSO grant date of $139.55 per share and

taking into account the approximately 995 million shares of the Company's common stock outstanding as of September 30, 2021.

Information in this footnote has been adjusted for the Stock Split.

<sup>(2)</sup> Stock price targets have been adjusted to reflect the Stock Split.

<sup>(3)</sup> Mr. Zavery joined the Company in October 2024 and did not receive 2021 PSO Awards. Mr. Fipps was not an executive officer in

2021 and was not eligible to receive 2021 PSO Awards. Mr. Smith forfeited all of his unvested 2021 PSO Awards in connection with

his departure.

---

| | |
|:---|:---|
| **70** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Executive Perquisites and Other Benefits**

**Perquisites and Other Personal Benefits**

We provide perquisites and other personal benefits to our NEOs to support them in performing their management

responsibilities and to enhance our ability to attract and retain highly qualified executives. These perquisites generally

include financial planning, relocation assistance when applicable (including tax reimbursements), personal use of

Company tickets for entertainment when they are not needed for business purposes and do not result in incremental costs

to the Company, home and personal security, access to chartered aircraft for business travel and executive healthcare

benefits. Our CEO also receives long-term disability insurance as well as a company car, driver and related security for

business and personal travel.

**Security Programs**

The safety and security of our CEO and other NEOs is critical to our business operations, investor confidence and

employee productivity. Accordingly, the Company offers reasonable security measures tailored to the nature of their roles

and the associated risks.

We engaged an independent security firm to conduct comprehensive security assessments for both our CEO and CFO.

The firm evaluated risks specific to each role and provided recommendations on measures to enhance their safety. Based

on the firm's findings and recommendations, the Company implemented an overall security program tailored to our CEO's

role, incorporating measures designed to mitigate potential threats. This program includes security protocols and

safeguards informed by the assessment, with specific measures made available as necessary. Similarly, the Company

established a security program for our CFO, addressing the responsibilities and exposure associated with her role. These

measures were also based on the firm's assessment and designed to support her safety in the course of performing her

duties or in other circumstances when recommended by Company security. Additionally, we offer security assessments to

and cover residential security measures, including annual maintenance costs, for each of the other NEOs.

The Compensation Committee believes that the costs associated with both security programs have been and continue to

be reasonable, beneficial to the Company and necessary and appropriate business expenses given the current security

risk environment for senior public company executives. While these programs were implemented for business reasons,

certain components, such as residential security measures and security provided during personal activities, may be

viewed as conveying a personal benefit. Accordingly, costs attributed to such personal benefits are reported in the "All

Other Compensation" column of the Summary Compensation Table.

**Chartered Aircraft**

Our NEOs are permitted to travel on a chartered aircraft to facilitate business travel. The Company has adopted a

Chartered Air Travel Policy that requires annual reporting to the Compensation Committee to ensure transparency and

appropriate oversight. Under this policy, our CEO is encouraged to use chartered aircraft for personal travel. Other NEOs

may use chartered aircraft for personal travel without being required to reimburse the Company for the incremental costs

only in connection with a flight that is otherwise for a business purpose. On occasion, guests of our NEOs may

accompany them on chartered flights at de minimis incremental cost to the Company. The cost of personal travel not

reimbursed by an NEO is, to the extent applicable, reported as compensation in the "All Other Compensation" column of

the Summary Compensation Table.

We may provide additional benefits in limited circumstances when the Compensation Committee determines it is

appropriate and beneficial to the Company's business. This may include assistance to executive officers in the

performance of their duties, measures to enhance the efficiency and effectiveness of our executive team, or perquisites

offered for recruitment, motivation, or retention purposes. The perquisites and other personal benefits we provided to

each NEO during 2025 are described in the footnotes to the "All Other Compensation" column of the Summary

Compensation Table.

**Retirement Plans and Other Employee Benefits**

We have established a tax-qualified retirement plan under Section 401(k) of the Internal Revenue Code of 1986, as

amended (the "Code") for all our U.S. employees, including executive officers, who meet certain age and length of service

eligibility requirements. In 2025, we matched 50% of an employee's 401(k) salary deferrals, up to a maximum of 6% of an

employee's eligible earnings or until they reach their respective IRS limit.

In addition, we provide other benefits to our executive officers on the same basis as all of our full-time employees.

These benefits include health, dental and vision coverage, health and dependent care flexible spending accounts,

short-term and long-term disability insurance, accidental death and dismemberment insurance and basic life

insurance coverage.

We design and regularly review and adjust our employee benefits programs to be compliant with applicable laws and

practices and to be competitive in each local market to attract and retain top talent.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **71** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Compensation Policies and Practices**

**Compensation Timeline and Process**

Our Compensation Committee makes decisions regarding our executive compensation program through a robust annual

review cycle. This process includes designing, implementing and approving the program, as well as determining incentive

payouts, based on an evaluation of Company and individual performance. The timing of when these decisions occur

provides important context on the structure and design of our executive compensation.

---

| | | |
|:---|:---|:---|
| **January - June** | **June - December** | **December - February** <br>**of the following year**<br>|
| •Review and determine new <br>year's equity budget<br>•Review and determine new <br>year's executive compensation <br>program design, including <br>company financial and non-<br>financial performance goals<br>| •Evaluate progress toward <br>financial and non-financial <br>performance goals<br>•Determine peer group<br>•Develop next year's executive <br>compensation program design <br>based on annual meeting results, <br>shareholder feedback and <br>Compensation Consultant reports <br>on peers and trends<br>| •Review year-end company <br>financial and non-financial <br>performance<br>•Approve executive compensation <br>awards for the CEO and other <br>NEOs based on performance <br>assessment<br>|

---

**Timing of Equity Grants**

All equity grants made to executive officers must be approved by the Compensation Committee. The Compensation

Committee does not currently take material, non-public information into account when determining the timing of equity

grants, and the Company does not time nor does it plan to time the release of material, non-public information for the

purpose of affecting the value of employee or Board compensation. During 2025, the Company did not grant stock options

(or other similar awards). We generally grant annual equity awards to our NEOs on a pre-established schedule.

**Roles and Responsibilities**

**Role of Compensation Committee**

Our Compensation Committee reviews and approves the compensation of our executive officers, including our NEOs,

subject to any approval of our Board that the Compensation Committee or legal counsel determines to be desirable or

required by applicable law or NYSE rules. For additional information about the responsibilities of the Compensation

Committee, please see the section titled "*Board and Corporate Governance—Board Committees*."

**Role of Chief Executive Officer**

Our CEO annually evaluates the performance of our executive officers other than himself, including our NEOs, and makes

recommendations to the Compensation Committee with respect to base salary adjustments, target cash bonus

opportunities, actual bonus payments and equity awards for each of the other NEOs. While the Compensation Committee

takes these recommendations into account, it exercises its own independent judgment in approving compensation of our

NEOs. Our CEO does not participate in any Board discussions related to the determination and approval of his

own compensation.

---

| | |
|:---|:---|
| **72** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Role of Compensation Consultant**

The Compensation Committee selects and retains the services of its own independent compensation consultant and

annually reviews the consultant's performance. As part of the review process, the Compensation Committee considers the

independence of the consultant in accordance with SEC and NYSE rules.

The Compensation Committee retains the services of Pay Governance to evaluate the Company's executive

compensation program. Consulting representatives from Pay Governance met informally with the Chair of the

Compensation Committee and formally with the Compensation Committee during its regular meetings in 2025, including in

executive sessions from time to time without management present. Pay Governance representatives worked directly with

the Compensation Committee (and not on behalf of management) to assist the Compensation Committee in satisfying

its responsibilities.

In 2025, the Compensation Committee generally sought input from Pay Governance on the Company's compensation

programs, including, among other things, external market factors, shareholder engagement, overall compensation

program design, evolving compensation trends, appropriate market reference points and market compensation data. Pay

Governance also consulted with the Compensation Committee regarding the amount and form of compensation for our

CEO and other named executive officers.

Pay Governance maintains an independence policy designed to prevent conflicts of interest and does not provide any

other services to the Company. The Compensation Committee considered the independence of Pay Governance in

accordance with SEC and NYSE rules when selecting the applicable firm as its compensation consultant.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **73** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Peer Companies**

The Compensation Committee annually reviews and revises our compensation peer group. These peer companies

consist of technology companies with similar business models that compete with us for executive talent, are located in the

Bay Area or other key technology hubs and have similar revenues and market capitalization to us.

In July 2025, the Compensation Committee reevaluated our peer group. In its evaluation, it generally considered both

quantitative factors (such as revenue, market capitalization and gross profit) and qualitative factors (such as business

focus, growth trajectory and geography). It also reviewed Pay Governance's recommendation that we continue using our

existing peer group for 2026, which continues to position us near the median of the group on average across key

quantitative metrics including revenue, market capitalization and gross profit. Following its review of these factors and in

light of Pay Governance's recommendation, no changes were made to the peer group. The table below lists the

companies comprising our peer group (the "2025 Peer Group"):

---

| | | | |
|:---|:---|:---|:---|
| **2026 Peer Group (which was also the 2025 Peer Group)** | **2026 Peer Group (which was also the 2025 Peer Group)** | **2026 Peer Group (which was also the 2025 Peer Group)** | **2026 Peer Group (which was also the 2025 Peer Group)** |
| Adobe | eBay | Oracle | Snowflake |
| Airbnb | Electronic Arts | Palo Alto Networks | Uber |
| Atlassian | Intuit | PayPal Holdings | Visa |
| Block | Netflix | Salesforce | Workday |

---

In addition, as a reference, the Compensation Committee reviewed the compensation practices of Alphabet Inc.,

Amazon.com Inc., Apple Inc., Meta Platforms, Inc. and Microsoft Corporation (the "Supplemental Reference Group") as

part of our 2025 compensation setting process because we compete for the same executive talent and our executives are

frequently and aggressively recruited by these companies. The Compensation Committee did not include these

companies in our peer group, however, given their larger scale.

While the Compensation Committee takes into account compensation practices among our peer group, the Compensation

Committee uses this information as one of many factors in its deliberations on pay practices and does not benchmark

compensation levels to specific percentiles.

The Compensation Committee reviews the compensation data drawn from our peer group, in combination with industry-

specific compensation survey data and the Supplemental Reference Group, to develop a representation of the

"competitive market" with respect to current executive compensation levels and related policies and practices.

The Compensation Committee then evaluates how our pay practices and the compensation levels of our NEOs compare

to the competitive market. As part of this evaluation, the Compensation Committee also reviews the performance metrics

and performance goals generally used within the competitive market to reward performance.

---

| | |
|:---|:---|
| **74** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Compensation Governance** 

To ensure our executive compensation program is effective in aligning our NEO interests with those of our shareholders,

we adhere to the following best compensation governance practices:

---

| | |
|:---|:---|
| **What We Do** | **What We Do Not Do** |
| &nbsp;&nbsp;&nbsp;&nbsp;Pay for performance![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Make a significant percentage of total annual ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation at-risk<br>&nbsp;&nbsp;&nbsp;&nbsp;Award a majority of LTI awards as PRSUs![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Denominate and settle all LTI awards in equity![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Use rigorous performance goals![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Use both absolute and relative metrics![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Incorporate operational and cultural goals aligned with ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>key Company priorities<br>&nbsp;&nbsp;&nbsp;&nbsp;Regularly engage with shareholders![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Maintain robust stock ownership guidelines for ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>executive officers and directors<br>&nbsp;&nbsp;&nbsp;&nbsp;Require multi-year vesting for all equity awards![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Conduct annual compensation risk assessments![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Review peer group annually![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Conduct annual say on pay vote![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Maintain a "clawback" policy![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Engage an independent compensation advisor ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Maintain a fully independent Compensation Committee ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Manage our equity burn rate and stock-based ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation<br>| &nbsp;&nbsp;&nbsp;&nbsp;Offer pension plans ![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Provide guaranteed annual cash incentives![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Offer excessive executive perquisites![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Provide Section 280G tax gross-ups![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Approve single-year vesting on equity awards![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Offer "single-trigger" change in control payments or ![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>acceleration of equity awards<br>&nbsp;&nbsp;&nbsp;&nbsp;Discount stock options or reprice underwater options![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>&nbsp;&nbsp;&nbsp;&nbsp;Allow hedging or pledging![02_PRO013945_Cross.jpg](now-20260406_g133.jpg)<br>|

---

**Stock Ownership Guidelines**

Our Compensation Committee has adopted stock ownership guidelines to align the interests of our executive officers and

non-employee directors with the interests of our shareholders and to promote accountability and long-term value creation.

Our Compensation Committee reviews those guidelines periodically in accordance with best practices and has amended

such guidelines from time to time, with the most recent amendment occurring in February 2025, which increased the

required ownership multiples for our CEO and other executive officers as well as our non-employee directors, as outlined

in the table below.

---

| | | |
|:---|:---|:---|
|  | **Market Value of Shares Owned as a Multiple of Base Salary or Annual Retainer** | **Market Value of Shares Owned as a Multiple of Base Salary or Annual Retainer** |
| **Executive Level** | **Previous Ownership Requirement** | **Current Ownership Requirement** |
| Chief Executive Officer | **Three Times (3x)** | **Six Times (6x)** |
| Other Executive Officers | **One Time (1x)** | **Three Times (3x)** |
| Non-employee Directors | **Three Times (3x)** | **Five Times (5x)** |

---

Shares owned directly or indirectly and vested RSUs and PRSUs count toward the ownership guidelines. Unexercised

stock options and unvested RSUs and PRSUs do not count towards meeting the guidelines.

Executive officers and non-employee directors have until the later of: (i) February 2030 and (ii) the five year anniversary of

their appointment to comply with the revised ownership requirements.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **75** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Compensation Recovery ("Clawback") Policy** 

In accordance with NYSE listing standards, we maintain a clawback policy that requires the recoupment of certain

erroneously paid performance-based incentive compensation received by our Section 16 officers on or after

October 2, 2023 (the effective date of the applicable NYSE listing standards) in the event of a qualifying financial

restatement, subject to limited exceptions (the "Clawback Policy").

We also maintain a separate policy that grants the Board authority to demand the repayment of any performance-based

cash or equity compensation paid to our officers where the payments were predicated upon the achievement of financial

results that were subsequently found to be based on fraud or intentional misconduct and that lead to a financial

restatement. This policy applies to current and former officers subject to the reporting requirements of Exchange Act

Section 16 who were involved in the fraud or misconduct, and the amount that could be required to be repaid is the

amount erroneously paid or earned in excess of what would have been paid or earned under the financial restatement.

Further, our CEO and CFO remain subject to the compensation recovery provisions of Sarbanes-Oxley Act Section 304.

**Hedging and Pledging Prohibition**

Our insider trading policy prohibits our executive officers, non-employee directors and employees from purchasing our

securities on margin, borrowing against any account in which our securities are held or pledging our securities as

collateral for any purpose. Our insider trading policy also prohibits such individuals from engaging in any hedging

transaction with respect to our securities.

---

| | |
|:---|:---|
| **76** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Compensation Risk Assessment**

Our Compensation Committee has reviewed compensation-related risks and does not believe that our compensation

programs encourage excessive or inappropriate risk-taking or create risks reasonably likely to have a material adverse

effect on us for the following reasons:

---

| |
|:---|
| **What We Do** |
| **Mix of Fixed and Variable Components in Our Executive Compensation Program**<br>&nbsp;&nbsp;&nbsp;&nbsp;The fixed (base salary) component of our compensation program is designed to provide income independent of ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>our stock price performance so that our executive officers and other employees will not focus exclusively on <br>short-term stock price performance to the detriment of other key business metrics and incentivize creating long-<br>term value for our stakeholders.<br>&nbsp;&nbsp;&nbsp;&nbsp;The variable (annual cash incentive and equity) components of compensation are designed to reward both short- ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>and long-term Company performance and individual performance, which we believe also discourages actions <br>that focus only on short-term success. Performance-based elements of our compensation program are designed <br>to be a sufficient percentage of overall compensation to motivate our executive officers and other employees to <br>pursue superior short- and long-term corporate results, while the fixed element is also sufficient to discourage the <br>taking of unnecessary or excessive risks in pursuing such results.<br>|
| **Strict Internal Controls over Measurement and Calculation of Our Performance Metrics**<br>&nbsp;&nbsp;&nbsp;&nbsp;These controls are designed to minimize the risk of manipulation by any employee, including our executive ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>officers. Our performance metrics combined with our internal controls are designed to limit the ability of our <br>executive officers to be rewarded for taking excessive risks and deter our executive officers from pursuing any <br>one measure to the detriment of our overall financial performance. In addition, all of our employees are required <br>to comply with our Code of Ethics, which requires, among other things, accurate record keeping.<br>|
| **Equity Award Policy and Stock Ownership Guidelines**<br> Our equity award policy governs the process by which equity grants may be approved, including either directly by ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>our Compensation Committee or through delegated authority by the Plan Grant Administrator, Mr. McDermott. <br>Our Compensation Committee periodically reviews our equity award policy and the equity grants approved by <br>Mr. McDermott. In addition, equity grants to Section 16 officers and certain equity grants to other employees <br>reporting to Mr. McDermott must be approved by the Compensation Committee.<br>&nbsp;&nbsp;&nbsp;&nbsp;We maintain stock ownership guidelines to align the interests of our executive officers and non-employee ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>directors with the interests of our shareholders and to promote accountability and long-term value creation.<br>|
| **Insider Trading Policy**<br>&nbsp;&nbsp;&nbsp;&nbsp;Our insider trading policy prohibits our executive officers, non-employee directors and our employees from ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>purchasing our securities on margin, borrowing against any account in which our securities are held, or pledging <br>our securities as collateral for any purpose. Our insider trading policy also prohibits such individuals from <br>engaging in any hedging or offsetting transaction designed to hedge or offset a decrease in the market value of <br>our stock. <br>|
| **Clawback Policy**<br>&nbsp;&nbsp;&nbsp;&nbsp;Our Clawback Policy requires the recoupment of certain erroneously paid performance-based incentive ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>compensation in the event of a qualifying financial restatement. We also maintain a separate policy that grants <br>the Board authority to demand the repayment of any performance-based cash or equity compensation paid to our <br>Section 16 officers where the payments were predicated upon the achievement of financial results that were <br>subsequently found to be based on fraud or intentional misconduct and that lead to a financial restatement. <br>|

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **77** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Impact of Taxation and Accounting Considerations**

**Deductibility of Executive Compensation**

Section 162(m) of the Code limits federal income tax deductions for compensation paid to certain executive officers,

including our NEOs, in excess of $1 million per executive officer per year. While our Compensation Committee is mindful

of the benefits to us in keeping to Section 162(m) limits and considers all elements of our cost when providing

such compensation, our Compensation Committee believes that our shareholder interests are best served by retaining

its discretion and flexibility in awarding compensation, even though some compensation awards may result in

non-deductible compensation expense. Therefore, the Compensation Committee has approved cash and equity

compensation awards for our executive officers that are not deductible in 2025 or in future taxable years.

**Taxation of "Parachute" Payments**

Sections 280G and 4999 of the Code provide that executive officers and members of our Board who hold significant

equity interests and certain other service providers may be subject to significant additional taxes if they receive payments

or benefits in connection with a change in control of the Company that exceeds certain prescribed limits, and that we (or

our successor) may forfeit a deduction on the amounts subject to this additional tax. We did not provide any NEOs with a

"gross-up" or other reimbursement payment for any tax liability that he or she may owe as a result of the application of

Sections 280G or 4999 of the Code during 2025, and we have not agreed, and are not otherwise obligated, to provide any

executive officer with such a "gross-up" or other reimbursement payment.

**Accounting for Stock-Based Compensation**

The Compensation Committee considers accounting implications in designing compensation plans and arrangements for

our executive officers, other employees and members of the Board. Chief among these is ASC Topic 718, the standard

which governs the accounting treatment of stock-based compensation awards.

---

| | |
|:---|:---|
| **78** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**NEO Employment Agreements** 

We entered into an employment agreement with each NEO to encourage them to become an executive officer of the

Company. Each NEO employment agreement sets forth initial terms and conditions of employment, including, among

other things, base salary, target annual bonus opportunity, standard employee benefit plan participation, a

recommendation for an initial grant of equity awards, opportunities for post-employment compensation and vesting

acceleration terms. Our employment offers to NEOs are subject to the NEO's execution of the Company's standard

proprietary information and invention assignment agreement. A summary of the material terms and conditions of our

employment agreements with our NEOs is provided below.

Our NEO employment agreements also incorporate terms of our Executive Severance Policy (the "Severance Policy"),

which was adopted by the Company to standardize severance payments and benefits for our executive leadership team.

The Severance Policy provides for specific payments and benefits to be paid to our Company's executive leadership team

upon a "Qualifying Termination" (as defined in the Severance Policy), which is incurred if the NEO's employment is

terminated (i) by us for any reason other than Cause, death or Disability or (ii) by the NEO for Good Reason (with

"Cause," "Good Reason" and "Disability," each as defined in the Severance Policy). The Severance Policy also provides

for certain payments upon an applicable executive's death or Disability. Effective January 1, 2026, the Severance Policy

was amended (the "Amended Severance Policy") to update certain severance payments and benefits that our CEO may

become eligible to receive upon specified terminations of employment. For copies of the Severance Policy in effect as of

December 31, 2025, and the Amended Severance Policy, effective January 1, 2026, please see Exhibits 10.9 and 10.10,

respectively, of the Company's Form 10-K filed on January 29, 2026.

**Employment Agreements**

**Mr. McDermott**

In October 2019, we entered into an employment agreement with Mr. McDermott to serve as our President and

Chief Executive Officer. In hiring Mr. McDermott, the Board of Directors approved an employment agreement with an initial

term of five years with automatic renewals for additional terms of one year. Mr. McDermott's employment agreement

provides for an annual base salary subject to review by the Compensation Committee at least annually and a target

annual cash bonus opportunity based on his performance relative to one or more performance objectives established

each year by the Compensation Committee.

On December 23, 2025, the Company and Mr. McDermott entered into an amendment to his employment agreement

effective January 1, 2026. Pursuant to his amended employment agreement, Mr. McDermott will remain in service to the

Company through at least December 31, 2030, during which time he will serve as our Chief Executive Officer, co-Chief

Executive Officer, Executive Chairman or Non-Executive Chairman, at the discretion of our Board and with the mutual

understanding of Mr. McDermott and the Board. The amendment further provides that in Mr. McDermott's role as Chief

Executive Officer or co-Chief Executive Officer, his total compensation will be commensurate with our performance

compared to our compensation peer group and, should he move into the role of Executive Chairman, his compensation

will be commensurate with the level of responsibilities he is performing in the role. Mr. McDermott's employment

agreement, as amended, has been filed or incorporated by reference as an exhibit to the Company's 2025 Annual Report

on Form 10-K.

**Mr. Zavery**

In September 2024, we entered into an employment agreement with Mr. Zavery to serve as our President, Chief Product

Officer and Chief Operating Officer. Mr. Zavery began his employment with us on October 28, 2024 (the "Start Date").

Mr. Zavery's employment agreement provides for an initial annual base salary and a target annual cash bonus opportunity

based upon achievement of both Company and individual performance objectives as established by the Compensation

Committee. Additionally, Mr. Zavery's employment agreement provided him a cash sign-on bonus of $3 million, payable in

two installments, to replace compensation he forfeited upon leaving his previous employer, which has vested. The first

installment of $1 million vested in 2024, while the second installment of $2 million vested on the first payroll date after the

six-month anniversary of Mr. Zavery's Start Date. If Mr. Zavery's employment was terminated by the Company for Cause

or if he voluntarily resigned without Good Reason (each as defined in his employment agreement) prior to the first

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **79** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

anniversary of the Start Date, Mr. Zavery's sign-on bonus would have been subject to clawback or repayment.

Mr. Zavery's employment agreement also provided for a new-hire equity award with a total value of $29 million to replace

the outstanding equity awards he forfeited upon leaving his previous employer (the "Zavery New Hire Awards"). Effective

March 15, 2025, Mr. Zavery entered into an amendment to his employment agreement, which clarified that his severance

would generally be determined in accordance with the Severance Policy, with certain additional protections for his sign-on

bonus and the Zavery New Hire Awards.

**Mr. Fipps**

On April 22, 2025, we entered into an employment agreement with Mr. Fipps to serve as our President of Global Customer

Operations. Mr. Fipps's employment agreement provides for an initial annual base salary and a target annual cash bonus

opportunity based upon achievement of both Company and individual performance objectives as established by the

Compensation Committee. Additionally, Mr. Fipps's employment agreement provided him a quarterly performance-based

fiscal year 2025 cash incentive award, payable in three installments of $400,000, to either be earned or forfeited based on

attainment of global NNACV targets for each applicable fiscal quarter in 2025. Mr. Fipps's employment agreement also

provided that Mr. Fipps was eligible to be granted a promotion equity award with a total value of $6 million, as discussed in

the section above titled "*—Long-Term Incentive Plan - Promotion of Paul Fipps*." In the event of a termination of

Mr. Fipps's employment, Mr. Fipps is eligible to receive the benefits and payments, if any, provided under the Severance

Policy, subject to the terms and conditions therein.

**Mr. Smith**

In November 2024, we entered into an employment agreement with Mr. Smith for his permanent relocation to the

United States. This agreement updated the terms and conditions of his employment, superseding and replacing his prior

employment agreement with us. Mr. Smith's employment agreement provided for an initial annual base salary and a target

annual cash bonus opportunity based upon achievement of both Company and individual performance objectives as

established by the Compensation Committee. Mr. Smith departed the Company effective August 20, 2025 and did not

receive any severance in connection with his departure.

**Other NEOs**

We have employment agreements with each of our other actively employed NEOs. These agreements, with the exception

of the agreement with Mr. Fipps that will be filed with our Form 10-Q for the quarter ended March 31, 2026, have been

filed or incorporated by reference as exhibits to the Company's 2025 Annual Report on Form 10-K.

The actual amounts that would be paid or distributed to an eligible NEO upon the occurrence of a triggering event in the

future may be different from those presented below. For example, notwithstanding the Severance Policy, we, or an

acquirer, may mutually agree with any NEO to provide payments and benefits on terms that vary from those currently

contemplated. In addition to the amounts presented below, an NEO would also be able to exercise any previously vested

stock options that such individual held. For more information about the NEOs' outstanding equity awards as of

December 31, 2025, please see the section titled "*[Executive Compensation Tables](#i2cede626c4a34a3cbe86b47b9f7b5d33_199)—2025 Outstanding Equity Awards at* 

*Fiscal Year End*" below. The NEOs are also eligible to receive any benefits accrued under our broad-based benefit plans,

in accordance with the terms of those plans.

For purposes of the following discussion, unless otherwise specified, the following terms are defined in the applicable

NEO's employment agreement: "Actual Bonus," "Cause," "Change in Control," "Good Reason," and "Target Bonus."<sup>(1)</sup>

Receipt of the severance benefits summarized below is conditioned on the applicable NEO's execution and non-

revocation of a release of claims in favor of the Company.

---

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|:---|:---|
| **80** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Treatment Upon Termination of Employment**

**Mr. McDermott**

**Termination of Employment Not in Connection with a Change in Control**

**In 2025 under Severance Policy:** If Mr. McDermott incurred a Qualifying Termination not in connection with a Change in

Control in 2025, then Mr. McDermott would have been eligible to receive a lump sum payment equal to 12 months of his

then-current base salary; his Actual Bonus for the then-current fiscal year; a lump sum payment equal to 12 months of

COBRA premiums for him and his dependents; 15 months' acceleration of any-then unvested RSUs that would have

vested had Mr. McDermott remained employed by the Company through such period following his Qualifying Termination,

and acceleration of any then-unvested PRSUs on a pro-rated basis based on the number of months during the

performance period in which Mr. McDermott provided services as CEO to us prior to incurring a Qualifying Termination,

in addition to acceleration of any then unvested PRSUs that would have vested during the 15-month period following his

Qualifying Termination based on actual achievement of performance objectives.

**On or after January 1, 2026 under the Amended Severance Policy:** If Mr. McDermott incurs a Qualifying Termination

not in connection with a Change in Control, then Mr. McDermott will be eligible to receive a lump sum payment equal to

12 months of his then-current base salary; his Actual Bonus for the then-current fiscal year; a lump sum payment equal to

12 months of COBRA premiums for him and his dependents; 18 months' acceleration of any-then unvested RSUs that

would have vested had Mr. McDermott remained employed by the Company through such period following his Qualifying

Termination, and acceleration of any then-unvested PRSUs on a pro-rated basis based on the number of months during

the performance period in which Mr. McDermott provided services as CEO to us prior to incurring a Qualifying

Termination, in addition to acceleration of any then unvested PRSUs that would have vested during the 18-month period

following his Qualifying Termination based on actual achievement of performance objectives.

**Termination of Employment in Connection with a Change in Control** 

**In 2025 under Severance Policy:** If Mr. McDermott incurs a Qualifying Termination within the period beginning three

months prior to and ending 12 months following a Change in Control, then Mr. McDermott will be eligible to receive a lump

sum payment equal to 24 months of his then-current base salary plus 200% of his Target Bonus for the then-current fiscal

year; a lump sum payment equal to 24 months of COBRA premiums for him and his dependents; and acceleration in full

of (i) any then-unvested RSUs and (ii) any then-unvested PRSUs based on actual achievement of performance

objectives. The Amended Severance Policy that became effective January 1, 2026 did not change severance benefits for

a Qualifying Termination during the Change in Control protection period.

<sup>(1)</sup> In the context of the Severance Policy, all capitalized terms used herein are defined as in the Severance Policy and should be

interpreted accordingly.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **81** |

---

**COMPENSATION DISCUSSION AND ANALYSIS**

**Ms. Mastantuono, Mr. Zavery, Mr. Fipps, Ms. Canney and Mr. Smith**

Prior to 2025, certain NEOs had severance terms documented in their employment agreements, but such severance

terms are no longer in effect because they were replaced by the Severance Policy beginning January 1, 2025, except as

otherwise noted herein. Pursuant to Severance Policy, severance upon a termination of employment by us without Cause

or by the NEO for Good Reason included the below benefits:<sup>(1)</sup>

---

| | | |
|:---|:---|:---|
| | **Termination – By the Company without Cause/**<br>**by NEO for Good Reason other than in** <br>**connection with a Change in Control**<br>| **Termination – By the Company without Cause/**<br>**by NEO for Good Reason in connection with a** <br>**Change in Control**<br>|
| **Salary** | Lump sum equal to their then-current annual <br>base salary<br>| Lump sum equal to 1.5 times their then-<br>current annual base salary<br>|
| **Bonus** | Lump sum equal to Actual Bonus, payable <br>when such Actual Bonus would have <br>been paid<br>| Lump sum equal to 1.5 times their Target <br>Bonus for the then-current fiscal year, <br>payable when such bonus would have <br>otherwise been paid<br>|
| **COBRA/Health Coverage** | Lump sum equal to the cost of COBRA <br>medical, vision and dental benefits coverage <br>for a period of 12 months for the NEO and the <br>NEO's dependents<br>| Lump sum equal to the cost of COBRA <br>medical, vision and dental benefits coverage <br>for a period of 18 months for the NEO and the <br>NEO's dependents<br>|
| **Equity Acceleration** | Pro-rata vesting of PRSUs at the end of the <br>applicable performance period based on <br>actual performance, with proration based on <br>time served during the performance period<br>For Mr. Zavery, acceleration of 100% of the <br>number of then-unvested shares subject to <br>the new-hire equity awards, with the <br>performance-based equity portion <br>accelerated at the target level if the <br>performance period is ongoing at termination<br>| Acceleration of 100% of the number of then-<br>unvested shares subject to RSUs and <br>PRSUs, based on actual performance<br>|

---

<sup>(1)</sup> Mr. Smith departed the Company in August 2025.

**Treatment of 2021 PSO Awards Upon Change in Control**

Upon a Change in Control, then-unvested options to purchase shares of common stock granted pursuant to the 2021

PSO Awards will not automatically fully accelerate. Rather, in connection with a change in control, the subscription

revenues thresholds will be disregarded, and achievement of the stock price thresholds will be measured using the per

share common stock price (plus the per share of common stock value of any other consideration) received by the

shareholders in the change in control.

**Death and Disability Benefits**

**Death Benefits**

**For Mr. Smith**

In the event Mr. Smith died prior to his departure from the Company in August 2025, Mr. Smith's beneficiary would have

been eligible to receive certain death benefits under our Equity Award Policy and other policies generally applicable to

our employees.

---

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---

**COMPENSATION DISCUSSION AND ANALYSIS**

**In 2025 under Severance Policy**

Under the terms of the Severance Policy that was in effect for 2025, the beneficiaries of our NEOs, with the exception of

Mr. Smith, who incur a termination of employment for death are entitled to:

• a lump-sum payment equal to his or her then-annual base salary for a period of six months from the date of death;

• a lump-sum payment equal to 100% of his or her then-annual bonus target, prorated for the date of death, less any

payouts already earned and received in that bonus period;

• a lump-sum payment equal to 100% of the greater of either his or her then-annual (i) target, or (ii) actual commission

earnings, prorated for date of death, less any commission payouts already earned and received;

• health insurance premiums for the NEO's eligible dependents under our group health insurance plans as provided

under COBRA (or similar programs for employees based outside of the United States) for 12 months following the date

of the NEO's death;

• accelerated vesting of 100% of unvested time-based RSUs; and

• immediate vesting of then-unvested PRSUs, assuming target performance, but pro-rated to reflect the NEO's length of

service during the applicable performance period.

**On or After January 1, 2026 under the Amended Severance Policy**

The beneficiaries of our NEOs, with the exception of Mr. Smith, who incur a termination of employment for death are

eligible to receive the same payments and benefits as under the Severance Policy that were in effect as of January 1,

2025, except that for Mr. McDermott, no pro-ration will apply to PRSUs.

**Disability Benefits**

**Mr. Smith** 

There are no disability benefits for our NEOs outside of our broad-based benefit plan except for Mr. Smith. In the event

Mr. Smith's employment had terminated due to disability prior to his departure, Mr. Smith would have been eligible to

receive a pro-rated bonus payment for the year in which termination occurred, any earned but unpaid prior year bonus,

continued vesting in full of his outstanding and unvested RSUs, and pro rata vesting of his outstanding and unvested

PRSUs, subject to actual performance, at the time that such PRSUs were scheduled to become vested.

**In 2025 under Severance Policy**

With the exception of Mr. Smith, our NEOs who incur a termination of employment for Disability are eligible to receive:

• accelerated vesting of 100% of unvested time-based RSUs, which will be settled in installments in accordance with the

vesting schedule set forth in the applicable award agreement; and

• continued vesting of PRSUs based on actual performance, but pro-rated to reflect the NEO's length of service during

the applicable performance period.

**On or After January 1, 2026 under the Amended Severance Policy**

Our NEOs (except Mr. Smith) who incur a termination of employment for Disability are eligible to receive same payments

and benefits as under the Severance Policy that was in effect as of January 1, 2025, except that for Mr. McDermott, no

pro-ration will apply to PRSUs.

**Retirement**

**On or After January 1, 2026 under the Amended Severance Policy**

If Mr. McDermott retires, he is eligible to receive the following treatment of any outstanding RSUs or PRSUs that were

granted to him as part of our annual program after he has reached the age of 65 (provided that he has remained in

employment for at least one year following the date of grant of such award and does not take a full-time operating role for

another company):

• pro-rata vesting of then-unvested time-based RSUs, settled in installments following termination of Mr. McDermott's

employment upon retirement in accordance with the vesting schedule as set forth in the applicable award

agreement; and

• continued vesting of then-unvested PRSUs based upon actual performance.

None of our other NEOs are entitled to any payments or benefits in connection with a termination of employment upon

retirement under the Severance Policy.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **83** |

---

![04 NOW_PXY_2026_Banner_ReportLeadership.jpg](now-20260406_g134.jpg)

**Report of the Leadership** 

**Development and** 

**Compensation Committee**

The Leadership Development and Compensation Committee has reviewed and discussed with management the

Compensation Discussion and Analysis provided above. Based on its review and discussions, the Leadership

Development and Compensation Committee recommended to the Board of Directors that the Compensation Discussion

and Analysis be included in this Proxy Statement and incorporated by reference into our Annual Report on Form 10-K for

the year ended December 31, 2025.

**Submitted by the Leadership Development and Compensation Committee:**

**Susan L. Bostrom (Chair)**

**Paul E. Chamberlain**

**Anita M. Sands** 

*The information contained in this report of the Leadership Development and Compensation Committee is not considered* 

*to be "soliciting material" and shall not be deemed "filed" or incorporated by reference in any filing by ServiceNow under* 

*the Exchange Act or the Securities Act unless and only to the extent ServiceNow specifically incorporates it by reference.*

---

| | |
|:---|:---|
| **84** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Executive Compensation Tables**

**2025 Summary Compensation Table**

The following table presents summary information regarding the total compensation awarded to, earned by, or paid to

each of the NEOs for services rendered in all capacities for 2025, 2024 and 2023.

---

| | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|
| **Name and Principal** <br>**Position**<br>| **Year** | **Salary**<sup>(1)</sup> <br>**($)**<br>| **Bonus** <br>**($)** | **Stock** <br>**Awards**<sup>(2)</sup> <br>**($)**<br>| **Non-Equity** <br>**Incentive Plan** <br>**Compensation**<sup>(3)</sup> <br>**($)**<br>| **All Other** <br>**Compensation**<sup>(4)</sup> <br>**($)**<br>| **Total** <br>**($)**<br>|
| **William R. McDermott,**<br>*Chairman and* <br>*Chief Executive Officer* | 2025 | 1516667 |  | 43481651 | 3522375 | 3030264 | 51550957 |
| **William R. McDermott,**<br>*Chairman and* <br>*Chief Executive Officer* | 2024 | 1350000 |  | 31460267 | 2681100 | 2066751 | 37558118 |
| **William R. McDermott,**<br>*Chairman and* <br>*Chief Executive Officer* | 2023 | 1325000 |  | 32777514 | 3152642 | 351088 | 37606244 |
| **Gina Mastantuono,**<br>*President and* <br>*Chief Financial Officer* | 2025 | 891667 |  | 16306558 | 1126046 | 148442 | 18472713 |
| **Gina Mastantuono,**<br>*President and* <br>*Chief Financial Officer* | 2024 | 841667 |  | 14157728 | 1012331 | 233291 | 16245017 |
| **Gina Mastantuono,**<br>*President and* <br>*Chief Financial Officer* | 2023 | 791667 |  | 12564740 | 941590 | 107976 | 14405973 |
| **Amit Zavery,**<br>*President, Chief Product* <br>*Officer, and Chief* <br>*Operating Officer* | 2025 | 900000 | 2000000<br><sup>(5)</sup> | 21679933 | 1136250 | 45273 | 25761456 |
| **Amit Zavery,**<br>*President, Chief Product* <br>*Officer, and Chief* <br>*Operating Officer* | 2024 | 163846 | 1000000 | 30894591 | 198397 |  | 32256834 |
| **Paul Fipps,**<br>*President, Global* <br>*Customer Operations* | 2025 | 1072228 |  | 14687373 | 1100083 | 24234 | 16883918 |
| **Paul Fipps,**<br>*President, Global* <br>*Customer Operations* |  |  |  |  |  |  |  |
| **Jacqueline C. Canney,**<br>*Chief People and AI* <br>*Enablement Officer* | 2025 | 741667 |  | 10328892 | 749337 | 63876 | 11883772 |
| **Jacqueline C. Canney,**<br>*Chief People and AI* <br>*Enablement Officer* | 2024 | 691667 |  | 9438487 | 686961 | 36029 | 10853144 |
| **Jacqueline C. Canney,**<br>*Chief People and AI* <br>*Enablement Officer* | 2023 | 633333 |  | 7648497 | 753631 | 25815 | 9061276 |
| **Paul Smith,**<br>*Former President of* <br>*Global Customer and* <br>*Field Operations* | 2025 | 573991 |  | 19024571 |  | 499440 | 20098002 |
| **Paul Smith,**<br>*Former President of* <br>*Global Customer and* <br>*Field Operations* | 2024 | 755726 |  | 17146708 | 894795 | 1366986 | 20164215 |
| **Paul Smith,**<br>*Former President of* <br>*Global Customer and* <br>*Field Operations* | 2023 | 666118 |  | 15296173 | 792643 | 1163706 | 17918640 |

---

<sup>(1)</sup> The amounts reported in the Salary column reflect actual salary earned during fiscal 2025, pro-rated to account for base salary changes

occurring during the year. NEO annual base salary changes for 2025 were effective March 1, 2025, except for Mr. Fipps, whose annual base

salary was adjusted upon his promotion, effective April 23, 2025. Mr. Fipps's 2025 salary also reflects $322,229 in sales commissions earned

prior to his promotion.

<sup>(2)</sup> The amounts reported in the Stock Awards column in 2025 are computed in accordance with accounting guidelines and, therefore, reflect the

accounting cost for the awards. As a result, the amounts presented differ from the target compensation awards approved by the Compensation

Committee. We use the fair value of our common stock on the date of grant to calculate the value of RSUs. For PRSUs with service-,

performance-, and market-based vesting conditions, we assume the probable outcome of the performance conditions at the grant date, as

required by ASC Topic 718. These conditions and assumptions are disclosed in Notes 2 and 15 in our consolidated financial statements in our

Annual Report on Form 10-K for the year ended December 31, 2025. The impact of these factors resulted in the grant date fair value reported

in the Stock Awards column differing from the target compensation awards approved by the Compensation Committee. For example, the

Compensation Committee approved Mr. McDermott's target equity award at $40 million, while the grant date fair value of his awards is

$43,481,651 when computed in accordance with ASC Topic 718. For information regarding the target equity grants approved by the

Compensation Committee for the other NEOs, see section titled "*Compensation Discussion and Analysis—Long-Term Incentive Plan—2025* 

*Target LTI Awards.*"

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **85** |

---

**EXECUTIVE COMPENSATION TABLES**

Assuming the PRSUs were valued based on the maximum outcome of the applicable performance condition, the total grant date fair

value for the PRSU awards reported for 2025 would have been as follows:

---

| | |
|:---|:---|
| **Named Executive Officer** | **Maximum ($)** |
| **Mr. McDermott** | 45059070 |
| **Ms. Mastantuono** | 16897650 |
| **Mr. Zavery** | 22529535 |
| **Mr. Fipps** | 15009604 |
| **Ms. Canney** | 10703175 |
| **Mr. Smith** | 19714590 |

---

<sup>(3)</sup> The amounts reported in the Non-Equity Incentive Plan Compensation column for 2025 represent annual cash incentives paid to the NEOs as

described under *"Compensation Discussion and Analysis—Executive Compensation Program—Annual Cash Incentive"* above.

For Mr. Fipps, $400,000 of his Non-Equity Incentive Plan Compensation reported represents a quarterly cash incentive he earned pursuant to

his employment agreement. For more detail, please see *"Compensation Discussion and Analysis—NEO Employment Agreements—*

*Employment Agreements—Mr. Fipps."*

<sup>(4)</sup> For 2025, All Other Compensation reported for each NEO includes the following:

For Mr. McDermott, $2,736,796 for the cost of home security, including the monitoring and maintenance of security systems as recommended

by the independent security firm; $80,342 for personal use of chartered air; $14,024 for a tax gross-up associated with the personal use of a

Company-provided vehicle; $11,016 for a tax gross-up associated with an annual Company-sponsored event (the "Company Event"); a

matching contribution of $10,500 in the Company's 401(k) plan; and costs that did not exceed the greater of $25,000 or 10% (the "reporting

threshold") relative to Mr. McDermott's total perquisites and personal benefits for 2025, including the cost of food, lodging and spousal

attendance at the Company Event (together, the "Company Event Costs"), use of company security personnel for other than business

purposes, executive healthcare premium and costs, long-term disability insurance premium, use of company cars and drivers for other than

business purposes and financial planning services. Incremental costs of personal use of chartered air are determined based on operating cost

per flight hour for the aircraft type used, including fuel charges, departure fees and landing fees, and incremental costs of the company car and

driver and security personnel for other than business purposes are determined based on the cost of the driver, security personnel and related

operating expenses.

For Ms. Mastantuono, $48,060 for the cost of home security, including the maintenance of security systems and $38,383 for the cost of security

personnel for other than business purposes, both as recommended by the independent security firm; a matching contribution of $10,500 in the

Company's 401(k) plan; $11,016 for a tax gross-up associated with the Company Event; and costs that did not exceed the reporting threshold

relative to Ms. Mastantuono's total perquisites and personal benefits, including other Company Event Costs, executive healthcare premiums

and financial planning services.

For Mr. Zavery, $11,016 for a tax gross-up associated with the Company Event; a matching contribution of $10,500 in the Company's 401(k)

plan; and costs that did not exceed the reporting threshold relative to Mr. Zavery's total perquisites and personal benefits, including other

Company Event Costs and executive healthcare premiums.

For Mr. Fipps, $3,867 for a tax gross-up associated with the Company Event; a matching contribution of $10,500 in the Company's 401(k) plan;

and costs that did not exceed the reporting threshold relative to Mr. Fipps's total perquisites and personal benefits, including other Company

Event Costs and executive healthcare premiums.

For Ms. Canney, $13,568 for a tax gross-up associated with the Company Event; a matching contribution of $10,500 in the Company's 401(k)

plan; and costs that did not exceed the reporting threshold relative to Ms. Canney's total perquisites and personal benefits, including other

Company Event Costs, executive healthcare premiums and financial planning services.

For Mr. Smith, $449,098 for relocation assistance; $15,959 in tax equalization payments related to his temporary reassignment to the U.S. at

the Company's request and consistent with the Company's policy for employees working on international assignments; a matching contribution

of $10,500 in the Company's 401(k) plan; and costs that did not exceed the threshold of Mr. Smith's total perquisites and personal benefits,

including executive healthcare premiums and financial planning services. Mr. Smith forfeited all unvested equity awards previously granted to

him and did not receive any additional compensation in connection with his departure in August 2025.

For more detail on executive perquisites, please see "*Compensation Discussion and Analysis—Executive Perquisites and Other Benefits.*"

<sup>(5)</sup> This amount represents the second installment of the sign-on bonus paid to Mr. Zavery pursuant to his employment agreement, which was paid

in 2025. For more detail, please see *"Compensation Discussion and Analysis—NEO Employment Agreements—Employment Agreements—*

*Mr. Zavery."*

---

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---

**EXECUTIVE COMPENSATION TABLES**

**2025 Grants of Plan Based Awards**

The following table presents information concerning each grant of a cash or equity award made during 2025 to our NEOs

and supplements the information about these awards in the *"—[2025 Summary Compensation Table](#i2cede626c4a34a3cbe86b47b9f7b5d33_193)."*

---

| | | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  |  |  | **Estimated Future Payouts**<br>**Under Non-Equity Incentive**<br>**Plan Awards ($)**<sup>(1)</sup> | **Estimated Future Payouts**<br>**Under Non-Equity Incentive**<br>**Plan Awards ($)**<sup>(1)</sup> | **Estimated Future Payouts**<br>**Under Non-Equity Incentive**<br>**Plan Awards ($)**<sup>(1)</sup> | **Estimated Future**<br>**Payouts Under Equity**<br>**Incentive Plan Awards**<sup>(2)</sup> | **Estimated Future**<br>**Payouts Under Equity**<br>**Incentive Plan Awards**<sup>(2)</sup> | **Estimated Future**<br>**Payouts Under Equity**<br>**Incentive Plan Awards**<sup>(2)</sup> | **All Other**<br>**Stock Awards:**<br>**Number of**<br>**Shares of Stock**<br>**or Units (#)**<sup>(3)</sup> | **Grant Date**<br>**Fair Value of**<br>**Stock and**<br>**Option Awards**<br>**($)**<sup>(4)</sup> |
| **Name** | **Grant** <br>**Date**<br>| **Approval**<br>**Date**<br>| **Threshold**<br>**($)**<br>| **Target**<br>**($)**<br>| **Maximum**<br>**($)**<br>| **Threshold**<br>**(#)**<br>| **Target**<br>**(#)**<br>| **Maximum**<br>**(#)**<br>| **All Other**<br>**Stock Awards:**<br>**Number of**<br>**Shares of Stock**<br>**or Units (#)**<sup>(3)</sup> | **Grant Date**<br>**Fair Value of**<br>**Stock and**<br>**Option Awards**<br>**($)**<sup>(4)</sup> |
| **Mr. McDermott** | 2/18/2025 | 2/11/2025 |  |  |  | 56465 | 112930 | 225860 |  | 28462595 |
| **Mr. McDermott** | 2/18/2025 | 2/11/2025 |  |  |  |  |  |  | 75285 | 15019056 |
| **Mr. McDermott** |  | 2/10/2025 | 1220625 | 3487500 | 6975000 |  |  |  |  |  |
| **Ms. Mastantuono** | 2/18/2025 | 2/10/2025 |  |  |  | 21175 | 42350 | 84700 |  | 10673788 |
| **Ms. Mastantuono** | 2/18/2025 | 2/10/2025 |  |  |  |  |  |  | 28235 | 5632770 |
| **Ms. Mastantuono** |  | 2/10/2025 | 390214 | 1114897 | 2229794 |  |  |  |  |  |
| **Mr. Zavery** | 2/18/2025 | 2/10/2025 |  |  |  | 28233 | 56465 | 112930 |  | 14169906 |
| **Mr. Zavery** | 2/18/2025 | 2/10/2025 |  |  |  |  |  |  | 37645 | 7510027 |
| **Mr. Zavery** |  | 2/10/2025 | 393750 | 1125000 | 2250000 |  |  |  |  |  |
| **Mr. Fipps** | 2/18/2025 | 2/10/2025 |  |  |  | 8470 | 16940 | 33880 |  | 4360668 |
| **Mr. Fipps** | 5/15/2025 | 4/18/2025 |  |  |  | 9963 | 19925 | 39850 |  | 5322924 |
| **Mr. Fipps** | 2/18/2025 | 2/10/2025 |  |  |  |  |  |  | 11295 | 2253307 |
| **Mr. Fipps** | 5/15/2025 | 4/18/2025 |  |  |  |  |  |  | 13285 | 2750473 |
| **Mr. Fipps** |  | 4/18/2025 | 242603 | 693151 | 1386302 |  |  |  |  |  |
| **Mr. Fipps** |  | 4/18/2025 |  | 1200000<br><sup>(5)</sup> |  |  |  |  |  |  |
| **Ms. Canney** | 2/18/2025 | 2/10/2025 |  |  |  | 13413 | 26825 | 53650 |  | 6760906 |
| **Ms. Canney** | 2/18/2025 | 2/10/2025 |  |  |  |  |  |  | 17885 | 3567986 |
| **Ms. Canney** |  | 2/10/2025 | 259671 | 741918 | 1483836 |  |  |  |  |  |
| **Mr. Smith** | 2/18/2025 | 2/10/2025 |  |  |  | 24705 | 49410 | 98820 |  | 12453173 |
| **Mr. Smith** | 2/18/2025 | 2/10/2025 |  |  |  |  |  |  | 32940 | 6571398 |
| **Mr. Smith** |  | 2/10/2025 | 393750 | 1125000 | 2250000 |  |  |  |  |  |

---

<sup>(1)</sup> Represents the amounts that the NEOs were eligible to receive under our 2025 annual cash incentive plan upon the achievement of

performance targets established by the Compensation Committee. For more information, please see section titled *"Compensation Discussion* 

*and Analysis—Executive Compensation Program—Annual Cash Incentive."* The actual amounts earned by and paid to the NEOs for 2025 are

set forth in the *"—2025 [Summary Compensation Table](#i2cede626c4a34a3cbe86b47b9f7b5d33_193)"* in the column titled "Non-Equity Incentive Plan Compensation."

<sup>(2)</sup> Represents the number of shares of common stock subject to PRSUs granted to the NEOs during 2025. The columns show the number of

shares that could vest at threshold, target and maximum levels of performance. Except for Mr. Zavery and Mr. Fipps, all of the PRSUs will be

assessed over a three-year performance period ending December 31, 2027. The number of PRSUs earned will be determined based on non-

GAAP subscription revenues performance for fiscal 2027. Following the determination of non-GAAP subscription revenues achievement, the

rTSR modifier is applied to determine the final number of PRSUs earned. The earned PRSUs cliff vest on February 15, 2028, subject to

continued employment or service with us on the vesting date.

For Mr. Zavery, one-half of the PRSUs will be assessed over a three-year performance period ending December 31, 2026, and the remaining

PRSUs will be assessed over a three-year performance period ending December 31, 2027. For the first performance period, the number of

PRSUs earned will be determined based on non-GAAP subscription revenues performance for fiscal 2026, and for the second performance

period, the number of PRSUs earned will be determined based on non-GAAP subscription revenues performance for fiscal 2027. Following the

determination of actual non-GAAP subscription revenues achievement for each period, the rTSR modifier is applied to determine the final

number of PRSUs earned for that period. The earned PRSUs associated with the first performance period cliff vest on February 7, 2027, and

the earned PRSUs associated with the second performance period cliff vest on February 15, 2028, subject to continued employment or service

with us on each vesting date.

For Mr. Fipps, one-third of the PRSUs was assessed over a three-year performance period ended December 31, 2025, one-third will be

assessed over a three-year performance period ending December 31, 2026, and the remaining one-third will be assessed over a three-year

performance period ending December 31, 2027. For the first performance period, the number of PRSUs earned was determined on February 7,

2026, based on non-GAAP subscription revenues performance for fiscal 2025; for the second performance period, the number of PRSUs

earned will be determined based on non-GAAP subscription revenues performance for fiscal 2026; and for the third performance period, the

number of PRSUs earned will be determined based on non-GAAP subscription revenues performance for fiscal 2027. Following the

determination of actual non-GAAP subscription revenues achievement for each period, the rTSR modifier is applied to determine the final

number of PRSUs earned for that period. The earned PRSUs associated with each performance period cliff vest on February 15th following the

end of the applicable performance period, subject to continued employment or service with us on each vesting date.

For more detail, please see section titled *"Compensation Discussion and Analysis—Executive Compensation Program—Long-Term* 

*Incentive Plan."* 

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **87** |

---

**EXECUTIVE COMPENSATION TABLES**

<sup>(3)</sup> Represents the number of shares of common stock subject to RSUs granted to NEOs during 2025. Such RSUs vest in equal quarterly

installments over three years, subject to continued employment or service with us on each vesting date, with the first 8.33% of the shares

having vested on May 15, 2025.

<sup>(4)</sup> The amounts reported in this column represent the grant date fair value of the RSUs and PRSUs granted to the NEOs, as computed in

accordance with ASC Topic 718. The fair value of our common stock on the date of grant is used to calculate the fair value of RSUs and

PRSUs, with only service- and/or performance-based vesting conditions, and a Monte Carlo simulation is used to calculate the fair value of

PRSU grants with service-, performance- and market-based vesting conditions as disclosed in Notes 2 and 15 to our consolidated financial

statements in our Annual Report on Form 10-K for the year ended December 31, 2025. The amounts reported in this column exclude the

impact of estimated forfeitures related to service-based and performance-based vesting conditions, reflect the accounting cost for these equity

awards, and do not correspond to the actual economic value that may be received by the NEOs from the awards.

<sup>(5)</sup> Mr. Fipps was eligible for an additional Non-Equity Incentive Plan Award in 2025 pursuant to his employment agreement. For more detail,

please see *"Compensation Discussion and Analysis—NEO Employment Agreements—Employment Agreements—Mr. Fipps."*

**2025 Option Exercises and Stock** 

**Vested Table**

The following table presents, for each of the NEOs, the shares of our common stock that were acquired upon the exercise

of stock options and vesting of RSU and PRSU awards and the related value realized during 2025.

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Name** | **Option Awards** | **Option Awards** | **Stock Awards** | **Stock Awards** |
| **Name** | **Number of Shares** <br>**Acquired on** <br>**Exercise (#)**<br>| **Value Realized on** <br>**Exercise ($)**<sup>(1)</sup><br>| **Number of Shares** <br>**Acquired on Vesting** <br>**(#)**<br>| **Value Realized on** <br>**Vesting ($)**<sup>(2)</sup><br>|
| **Mr. McDermott** |  |  | 252485 | 47430400 |
| **Ms. Mastantuono** |  |  | 98610 | 18518828 |
| **Mr. Zavery** |  |  | 90530 | 16845862 |
| **Mr. Fipps** |  |  | 37775 | 7143953 |
| **Ms. Canney** |  |  | 71175 | 13363046 |
| **Mr. Smith** | 156620 | 8044003 | 101905 | 19263958 |

---

<sup>(1)</sup> The value realized on exercise is calculated as the difference between the closing price of the shares of our common stock underlying the

options when exercised and the applicable exercise price of those options.

<sup>(2)</sup> The value realized on vesting is calculated as the number of shares of common stock issued upon vesting of RSUs and PRSUs multiplied by

the closing price of our common stock on the vesting date.

---

| | |
|:---|:---|
| **88** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**EXECUTIVE COMPENSATION TABLES**

**2025 Outstanding Equity Awards at Fiscal** 

**Year End**

The following table presents, for each of the NEOs information regarding outstanding stock options and other equity

awards held as of December 31, 2025.

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Option Awards** | **Option Awards** | **Option Awards** | **Option Awards** | **Stock Awards** | **Stock Awards** | **Stock Awards** | **Stock Awards** |
| **Name**<sup>(1)</sup> | **Number of** <br>**Securities** <br>**Underlying** <br>**Unexercised** <br>**Options**<br>**(#)** <br>**Exercisable**  | **Number of**<br>**Securities** <br>**Underlying** <br>**Unexercised** <br>**Options**<br>**(#)**<br>**Unexercisable** <br>| **Option**<br> **Exercise** <br>**Price**<br>**($)**<br>| **Option**<br> **Expiration** <br>**Date**<br>| **Number of** <br>**Shares or** <br>**Units of** <br>**Stock That** <br>**Have Not** <br>**Vested**<br>**(#)** | **Market** <br>**Value of** <br>**Shares or** <br>**Units of** <br>**Stock That** <br>**Have Not** <br>**Vested**<br>**($)**<sup>(2)</sup><br>| **Equity** <br>**Incentive Plan** <br>**Awards:** <br>**Number of** <br>**Unearned** <br>**Shares, Units or** <br>**Other Rights** <br>**That Have Not** <br>**Yet Vested** <br>**(#)** | **Equity** <br>**Incentive** <br>**Plan Awards:** <br>**Market or** <br>**Payout** <br>**Value of** <br>**Unearned** <br>**Shares, Units** <br>**or** <br>**Other Rights** <br>**That** <br>**Have Not** <br>**Vested** <br>**($)**<sup>(2)</sup><br>|
| **Mr. McDermott** | 642585<br><sup>(3)</sup> |  | 53.26 | 11/18/2029 |  |  |  |  |
|  | 1387680<br><sup>(4)</sup> | 1387705 | 139.55 | 10/29/2031 |  |  |  |  |
|  |  |  |  |  | 3005<br><sup>(5)</sup> | 460336 |  |  |
|  |  |  |  |  | 20800<br><sup>(6)</sup> | 3186352 |  |  |
|  |  |  |  |  | 35075<br><sup>(7)</sup> | 5373139 |  |  |
|  |  |  |  |  | 56465<br><sup>(8)</sup> | 8649873 |  |  |
|  |  |  |  |  | 115860<br><sup>(9)</sup> | 17748593 |  |  |
|  |  |  |  |  | 40014<br><sup>(10)</sup> | 6129745 | 77935<br><sup>(10)</sup> | 11938863 |
|  |  |  |  |  |  |  | 112930<br><sup>(11)</sup> | 17299747 |
| **Ms. Mastantuono** | 156620<br><sup>(12)</sup> | 156645 | 131.19 | 12/13/2031 |  |  |  |  |
|  |  |  |  |  | 1140<br><sup>(5)</sup> | 174637 |  |  |
|  |  |  |  |  | 7975<br><sup>(6)</sup> | 1221690 |  |  |
|  |  |  |  |  | 15785<br><sup>(7)</sup> | 2418104 |  |  |
|  |  |  |  |  | 21180<br><sup>(8)</sup> | 3244564 |  |  |
|  |  |  |  |  | 44407<br><sup>(9)</sup> | 6802708 |  |  |
|  |  |  |  |  | 18005<br><sup>(10)</sup> | 2758186 | 35075<br><sup>(10)</sup> | 5373139 |
|  |  |  |  |  |  |  | 42350<br><sup>(11)</sup> | 6487597 |
| **Mr. Zavery** |  |  |  |  | 39960<br><sup>(13)</sup> | 6121472 |  |  |
|  |  |  |  |  | 28235<br><sup>(8)</sup> | 4325320 |  |  |
|  |  |  |  |  | 31089<br><sup>(14)</sup> | 4762524 |  |  |
|  |  |  |  |  |  |  | 56465<br><sup>(15)</sup> | 8649873 |
| **Mr. Fipps** |  |  |  |  | 205<br><sup>(5)</sup> | 31404 |  |  |
|  |  |  |  |  | 1705<br><sup>(6)</sup> | 261189 |  |  |
|  |  |  |  |  | 2095<br><sup>(16)</sup> | 320933 |  |  |
|  |  |  |  |  | 2930<br><sup>(17)</sup> | 448847 |  |  |
|  |  |  |  |  | 795<br><sup>(18)</sup> | 121786 |  |  |
|  |  |  |  |  | 8475<br><sup>(8)</sup> | 1298285 |  |  |
|  |  |  |  |  | 11075<br><sup>(19)</sup> | 1696579 |  |  |
|  |  |  |  |  | 9468<br><sup>(9)</sup> | 1450403 |  |  |
|  |  |  |  |  | 11350<br><sup>(20)</sup> | 1738707 |  |  |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **89** |

---

**EXECUTIVE COMPENSATION TABLES**

---

| | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Option Awards** | **Option Awards** | **Option Awards** | **Option Awards** | **Stock Awards** | **Stock Awards** | **Stock Awards** | **Stock Awards** |
| **Name**<sup>(1)</sup> | **Number of** <br>**Securities** <br>**Underlying** <br>**Unexercised** <br>**Options**<br>**(#)** <br>**Exercisable**  | **Number of**<br>**Securities** <br>**Underlying** <br>**Unexercised** <br>**Options**<br>**(#)**<br>**Unexercisable** <br>| **Option**<br> **Exercise** <br>**Price**<br>**($)**<br>| **Option**<br> **Expiration** <br>**Date**<br>| **Number of** <br>**Shares or** <br>**Units of** <br>**Stock That** <br>**Have Not** <br>**Vested**<br>**(#)** | **Market** <br>**Value of** <br>**Shares or** <br>**Units of** <br>**Stock That** <br>**Have Not** <br>**Vested**<br>**($)**<sup>(2)</sup><br>| **Equity** <br>**Incentive Plan** <br>**Awards:** <br>**Number of** <br>**Unearned** <br>**Shares, Units or** <br>**Other Rights** <br>**That Have Not** <br>**Yet Vested** <br>**(#)** | **Equity** <br>**Incentive** <br>**Plan Awards:** <br>**Market or** <br>**Payout** <br>**Value of** <br>**Unearned** <br>**Shares, Units** <br>**or** <br>**Other Rights** <br>**That** <br>**Have Not** <br>**Vested** <br>**($)**<sup>(2)</sup><br>|
|  |  |  |  |  | 2515<br><sup>(21)</sup> | 385273 |  |  |
|  |  |  |  |  | 5799<br><sup>(22)</sup> | 888349 | 11295<br><sup>(22)</sup> | 1730281 |
|  |  |  |  |  | 6821<br><sup>(23)</sup> | 1044909 | 13285<br><sup>(23)</sup> | 2035129 |
| **Ms. Canney** | 78300<br><sup>(12)</sup> | 78335 | 131.19 | 12/13/2031 |  |  |  |  |
|  |  |  |  |  | 685<br><sup>(5)</sup> | 104935 |  |  |
|  |  |  |  |  | 4855<br><sup>(6)</sup> | 743737 |  |  |
|  |  |  |  |  | 10525<br><sup>(7)</sup> | 1612325 |  |  |
|  |  |  |  |  | 13415<br><sup>(8)</sup> | 2055044 |  |  |
|  |  |  |  |  | 27038<br><sup>(9)</sup> | 4141951 |  |  |
|  |  |  |  |  | 12001<br><sup>(10)</sup> | 1838433 | 23385<br><sup>(10)</sup> | 3582348 |
|  |  |  |  |  |  |  | 26825<br><sup>(11)</sup> | 4109322 |

---

<sup>(1)</sup> Mr. Smith has no awards reported in this table because all of his outstanding equity awards ceased to vest and were cancelled at the time of

his separation in August 2025.

<sup>(2)</sup> The market value of shares is based on the latest closing price of our common stock as of December 31, 2025, of $153.19.

<sup>(3)</sup> This stock option award was granted on November 18, 2019, and is fully vested.

<sup>(4)</sup> This stock option award was granted on October 29, 2021, and vests equally in eight tranches only if both subscription revenues and stock

price performance metrics are met, subject to continued service as our CEO or executive chairman on the applicable vesting dates. The

performance period in which the performance targets may be met is from October 29, 2021 to and including September 30, 2026. For

additional detail, see section titled *"Compensation Discussion and Analysis—Executive Compensation Program—2021 PSO Award Status."*

<sup>(5)</sup> This RSU award was granted on February 15, 2022, and vests in equal amounts on a quarterly basis over four years, with the first vest

occurring May 12, 2022, and future vestings subject to continued employment or service with us on each vesting date.

<sup>(6)</sup> This RSU award was granted on February 15, 2023, and vests in equal amounts on a quarterly basis over four years, with the first vest

occurring May 17, 2023, and future vestings subject to continued employment or service with us on each vesting date.

<sup>(7)</sup> This RSU award was granted on February 15, 2024, and vests over three years, with 3.33% having vested quarterly in the first year and

11.25% vesting quarterly over each of the second and third years, with future vestings subject to continued service with us on each such

vesting date.

<sup>(8)</sup> This RSU award was granted on February 18, 2025, and vests in equal amounts on a quarterly basis over three years, with the first vest

occurring May 15, 2025, and future vestings subject to continued employment or service with us on each vesting date.

<sup>(9)</sup> This PRSU award was granted on February 15, 2023, and represents the number of shares subject to the final vesting on February 17, 2026

as discussed in the section titled *"Compensation Discussion and Analysis—Long-Term Incentive Plan—2023 PRSU rTSR* 

*Performance Results."*

<sup>(10)</sup> This PRSU award was granted on February 15, 2024, one-third of which vested on February 7, 2026, and the remaining two-thirds will be

assessed over a three-year performance period ending December 31, 2026. The number of PRSUs earned for the remaining two-thirds of

which will be determined based on non-GAAP subscription revenues performance for fiscal 2026. Following the determination of non-GAAP

subscription revenues achievement, the rTSR modifier will be applied to determine the final number of PRSUs earned. The earned PRSUs cliff

vest on February 7, 2027, subject to continued employment or service with us on the vesting date. For additional detail, please see section

titled *"Compensation Discussion and Analysis—Executive Compensation Program—Long-Term Incentive Plan—2024 PRSU First Tranche* 

*Performance Results."*

<sup>(11)</sup> This PRSU award was granted on February 18, 2025, and represents the target number of PRSUs. The PRSUs will be assessed over a three-

year performance period ending December 31, 2027. The number of PRSUs earned will be determined based on non-GAAP subscription

revenues performance for fiscal 2027. Following the determination of non-GAAP subscription revenues achievement, the rTSR modifier will be

applied to determine the final number of PRSUs earned. The earned PRSUs cliff vest on February 15, 2028, subject to continued employment

or service with us on the vesting date. For additional detail, please see section titled "*Compensation Discussion and Analysis—Executive* 

*Compensation Program—Long-Term Incentive Plan*."

---

| | |
|:---|:---|
| **90** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**EXECUTIVE COMPENSATION TABLES**

<sup>(12)</sup> This stock option award was granted on December 13, 2021 and vests equally in eight tranches only if both subscription revenues and stock

price performance metrics applicable to each tranche are met, subject to continued employment with us on the applicable vesting dates. The

performance period in which the performance targets may be met is from October 29, 2021 to and including September 30, 2026. For

additional detail, see section titled *"Compensation Discussion and Analysis—Executive Compensation Program—2021 PSO Award Status."*

<sup>(13)</sup> This RSU award was granted on November 15, 2024 and vests over two years, with 16.75% vesting quarterly in 2025 and 8.25% vesting

quarterly in 2026, subject to continued service with us on each such vesting date.

<sup>(14)</sup> This PRSU award was granted on November 15, 2024, all of which vested on February 7, 2026 in accordance with the terms of the First

Tranche 2024 PRSUs. For additional detail on how the number of PRSUs earned is determined, please see section titled *"Compensation* 

*Discussion and Analysis—Executive Compensation Program—Long-Term Incentive Plan—2024 PRSU First Tranche Performance Results."*

<sup>(15)</sup> This PRSU award was granted on February 18, 2025, and represents the target number of PRSUs. One-half of the PRSUs will be assessed

over a three-year performance period ending December 31, 2026, and the remaining PRSUs will be assessed over a three-year performance

period ending December 31, 2027. For the first performance period, the number of PRSUs earned will be determined based on non-GAAP

subscription revenues performance for fiscal 2026, and for the second performance period, the number of PRSUs earned will be determined

based on non-GAAP subscription revenues performance for fiscal 2027. Following the determination of actual non-GAAP subscription

revenues achievement for each period, the rTSR modifier will be applied to determine the final number of PRSUs earned for that period. The

PRSUs associated with the first performance period cliff vest on February 7, 2027, and the PRSUs associated with the second performance

period cliff vest on February 15, 2028, subject to continued employment or service with us on each vesting date. For more detail, please see

section titled "*Compensation Discussion and Analysis—Executive Compensation Program—Long-Term Incentive Plan—PRSU Structure for* 

*Amit Zavery*."

<sup>(16)</sup> This RSU award was granted on June 15, 2023, and vests in equal quarterly installments over four years, subject to continued employment or

service with us on each vesting date, with the first 6.25% of the shares having vested on November 17, 2023.

<sup>(17)</sup> This RSU award was granted on February 15, 2024, and vests in equal quarterly installments over four years, subject to continued employment

or service with us on each vesting date, with the first 6.25% of the shares having vested on May 7, 2024.

<sup>(18)</sup> This RSU award was granted on August 15, 2024, and vests in equal quarterly installments over four years, subject to continued employment

or service with us on each vesting date, with the first 6.25% of the shares having vested on November 7, 2024.

<sup>(19)</sup> This RSU award was granted on May 15, 2025, and vests in equal quarterly installments over three years, subject to continued employment or

service with us on each vesting date, with the first 8.33% of the shares having vested on August 15, 2025.

<sup>(20)</sup> This PRSU award was granted on February 15, 2024, and represents the number of shares subject to time-based vesting, which was

determined based on performance against the applicable NNACV and free cash flow margin targets set by the Compensation Committee in

February 2025. The vesting schedule is as follows: 30% of the shares vested on February 7, 2025, 15% of the shares vested on each of

August 7, 2025 and February 7, 2026, and 20% of the shares will vest on each of August 7, 2026, and February 7, 2027, subject to continued

employment or service with us on each vesting date.

<sup>(21)</sup> This PRSU award was granted on August 15, 2024, and represents the number of shares subject to time-based vesting, which was determined

based on performance against the applicable NNACV and free cash flow margin targets set by the Compensation Committee in February 2025.

The vesting schedule is as follows: 30% of the shares vested on February 7, 2025, 15% of the shares vested on each of August 7, 2025 and

February 7, 2026, and 20% of the shares will vest on each of August 7, 2026, and February 7, 2027, subject to continued employment or

service with us on each vesting date.

<sup>(22)</sup> This PRSU award was granted on February 18, 2025. One-third of the PRSUs was assessed over a three-year performance period ending

December 31, 2025, one-third will be assessed over a three-year performance period ending December 31, 2026, and the remaining one-third

will be assessed over a three-year performance period ending December 31, 2027. For the first performance period, the number of PRSUs

earned was determined in February 2026 based on non-GAAP subscription revenues performance for fiscal 2025 and vested on February 15,

2026; for the second performance period, the number of PRSUs earned will be determined based on non-GAAP subscription revenues

performance for fiscal 2026; and for the third performance period, the number of PRSUs earned will be determined based on non-GAAP

subscription revenues performance for fiscal 2027. Following the determination of actual non-GAAP subscription revenues achievement for

each period, the rTSR modifier will be applied to determine the final number of PRSUs earned for that period. The earned PRSUs associated

with each performance period cliff vest on February 15th following the end of the applicable performance period, subject to continued

employment or service with us on each vesting date.

<sup>(23)</sup> This PRSU award was granted on May 15, 2025. One-third of the PRSUs was assessed over a three-year performance period ending

December 31, 2025, one-third will be assessed over a three-year performance period ending December 31, 2026, and the remaining one-third

will be assessed over a three-year performance period ending December 31, 2027. For the first performance period, the number of PRSUs

earned was determined in February 2026 based on non-GAAP subscription revenues performance for fiscal 2025 and vested on February 15,

2026; for the second performance period, the number of PRSUs earned will be determined based on non-GAAP subscription revenues

performance for fiscal 2026; and for the third performance period, the number of PRSUs earned will be determined based on non-GAAP

subscription revenues performance for fiscal 2027. Following the determination of actual non-GAAP subscription revenues achievement for

each period, the rTSR modifier will be applied to determine the final number of PRSUs earned for that period. The earned PRSUs associated

with each performance period cliff vest on February 15th following the end of the applicable performance period, subject to continued

employment or service with us on each vesting date.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **91** |

---

**EXECUTIVE COMPENSATION TABLES**

**Potential Payments Upon Termination or** 

**Change in Control**

The following table sets forth the estimated payments that would be received by the NEOs if a hypothetical change in

control of the Company, termination without cause or resignation for good reason or termination without cause or

resignation for good reason in connection with a change in control of the Company were to have occurred on

December 31, 2025. Mr. Smith became ineligible for such benefits as his separation from the Company occurred prior to

December 31, 2025.

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
|  | **Change in**<br>**Control** <br>**Alone**<br>| **Upon Termination without Cause or** <br>**Resignation for Good Reason -** <br>**No Change in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason -** <br>**No Change in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason -** <br>**No Change in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason -** <br>**No Change in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason - Change**<br>**in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason - Change**<br>**in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason - Change**<br>**in Control** | **Upon Termination without Cause or** <br>**Resignation for Good Reason - Change**<br>**in Control** |
| **Name** | **Value of** <br>**Accelerated** <br>**Vesting**<br>**($)**<sup>(1)</sup><br>| **Cash** <br>**Severance**<br>**($)**<br>| **Continuation** <br>**of Medical** <br>**Benefits**<br>**($)**<br>| **Value of** <br>**Accelerated** <br>**Vesting**<br>**($)**<sup>(2)</sup><br>| **Total**<br>**($)**<br>| **Cash** <br>**Severance**<br>**($)**<br>| **Continuation** <br>**of Medical** <br>**Benefits**<br>**($)**<br>| **Value of** <br>**Accelerated** <br>**Vesting**<br>**($)**<sup>(2)</sup><br>| **Total**<br>**($)**<br>|
| **Mr. McDermott** | —  | 5072375 | 39398 | 46373370 | 51485143 | 10075000 | 78795 | 61750890 | 71904685 |
| **Ms. Mastantuono** |  | 2026046 | 48659 | 11831017 | 13905722 | 3022346 | 72989 | 25005970 | 28101305 |
| **Mr. Zavery** |  | 2036250 | 44011 | 5828267 | 7908528 | 3037500 | 66017 | 23733726 | 26837243 |
| **Mr. Fipps** |  | 1500083 | 30746 | 6614131 | 8144960 | 2250125 | 46119 | 12675707 | 14971951 |
| **Ms. Canney** |  | 1499337 | 48783 | 7619211 | 9167331 | 2237877 | 73174 | 16068865 | 18379916 |

---

<sup>(1)</sup> Assumes that awards are substituted, continued or assumed in connection with the change in control. Pursuant to our equity incentive plans,

an outstanding award held by a service provider will accelerate in full if it is not continued, assumed or substituted with an equivalent award in

connection with a change in control. Assumes that the per share common stock price (plus the per share value of any other consideration)

received by the shareholders in the change in control is less than the stock price thresholds that have not yet been achieved for the 2021 PSO

Awards. For a complete discussion of Mr. McDermott's post-employment compensation and on how the 2021 PSO Awards are treated upon a

change in control, see "*Compensation Discussion and Analysis—NEO Employment Agreements—Treatment Upon Termination of* 

*Employment*" above for additional information.

<sup>(2)</sup> The value of accelerated vesting is calculated based on the latest closing price of our common stock on the NYSE as of December 31, 2025,

which was $153.19, less, if applicable, the exercise price of each outstanding stock option. To calculate the value of accelerated vesting for

PRSUs for which achievement had not yet been determined for the performance metrics and/or the rTSR component, achievement is

calculated based on 100% of target for what has not yet been determined. The amount of PRSUs that was assumed to have been accelerated

was pro-rated based on the percentage of the performance period that elapsed before the triggering event.

---

| | |
|:---|:---|
| **92** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**EXECUTIVE COMPENSATION TABLES**

**Potential Payments Upon Death**

The following table estimates potential payments for our NEOs if the NEO had been terminated due to death on

December 31, 2025. For a complete discussion on how awards are treated upon death, see *"Compensation Discussion* 

*and Analysis—NEO Employment Agreements—Death and Disability Benefits"* above for additional information. Mr. Smith

became ineligible for such benefits as his separation from the Company occurred prior to December 31, 2025.

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Upon Involuntary Termination by Reason of Death** | **Upon Involuntary Termination by Reason of Death** | **Upon Involuntary Termination by Reason of Death** | **Upon Involuntary Termination by Reason of Death** |
| **Name** | **Cash** <br>**Severance**<br>**($)**<br>| **Continuation of** <br>**Medical Benefits**<br>**($)**<br>| **Value of Accelerated** <br>**Vesting**<br>**($)**<sup>(1)</sup><br>| **Total**<br>**($)**<br>|
| **Mr. McDermott** | 4262500 | 39398 | 46238257 | 50540155 |
| **Ms. Mastantuono** | 1564897 | 48659 | 18890012 | 20503568 |
| **Mr. Zavery** | 1575000 | 44011 | 16275059 | 17894070 |
| **Mr. Fipps** | 1100083 | 30746 | 10793155 | 11923984 |
| **Ms. Canney** | 1116918 | 48783 | 12135252 | 13300953 |

---

<sup>(1)</sup> The value of accelerated vesting is calculated based on the latest closing price of our common stock on the NYSE as of December 31, 2025,

which was $153.19. For a complete discussion on how awards are treated upon death, see *"Compensation Discussion and Analysis—NEO* 

*Employment Agreements—Death and Disability Benefits"* above for additional information.

**Potential Payments Upon Disability**

The following table estimates potential payments for our NEOs if the NEO had been terminated due to disability on

December 31, 2025. For a complete discussion on how awards are treated upon disability, see *"Compensation* 

*Discussion and Analysis—NEO Employment Agreements—Death and Disability Benefits*" above for additional

information. Mr. Smith became ineligible for such benefits as his separation from the Company occurred prior to

December 31, 2025.

---

| | |
|:---|:---|
| **Name** | **Upon Involuntary Termination by Reason of Disability** |
| **Name** | **Value of Continued Vesting ($)**<sup>(1)</sup> |
| **Mr. McDermott** | 46238257 |
| **Ms. Mastantuono** | 18890012 |
| **Mr. Zavery** | 16275059 |
| **Mr. Fipps** | 10793155 |
| **Ms. Canney** | 12135252 |

---

<sup>(1)</sup> The value of accelerated vesting is calculated based on the latest closing price of our common stock on the NYSE as of December 31, 2025,

which was $153.19. For a complete discussion on how awards are treated upon disability, see "*Compensation Discussion and Analysis—NEO* 

*Employment Agreements—Death and Disability Benefits"* above for additional information.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **93** |

---

![04 NOW_PXY_2026_Banner_Equity Compensation.jpg](now-20260406_g135.jpg)

**Equity Compensation** 

**Plan Information**

The following table gives information about our common stock that may be issued upon the exercise or settlement of stock

options, RSU and PRSU awards, and rights under all of our existing equity compensation plans as of December 31, 2025:

---

| | | | |
|:---|:---|:---|:---|
| **Plan Category** | **Number of**<br>**Securities to be**<br>**Issued Upon**<br>**Exercise of**<br>**Outstanding**<br>**Options,**<br>**Warrants**<br>**and Rights**<br>**(Column A)** | **Weighted-**<br>**Average**<br>**Exercise Price**<br>**of Outstanding**<br>**Options,**<br>**Warrants**<br>**and Rights**<br>**(Column B)**<br>**($)**<sup>(1)</sup><br>| **Number of**<br>**Securities**<br>**Remaining**<br>**Available for**<br>**Future Issuance**<br>**Under Equity**<br>**Compensation**<br>**Plans (Excluding**<br>**Securities**<br>**Reflected in**<br>**Column A)**<br>**(Column C)** |
| Equity compensation plans approved by security holders | 28566127<br><sup>(2)</sup> | 124.28 | 94776602<br><sup>(3)</sup> |
| Equity compensation plans not approved by security holders | 512010<br><sup>(4)</sup> |  |  |
| Total <sup>(5)</sup> | 29078137 | 124.28 | 94776602 |

---

<sup>(1)</sup> The weighted-average exercise price relates solely to outstanding stock options because RSU and PRSU awards do not have an

exercise price.

<sup>(2)</sup> Represents (i) 672,585 shares of common stock subject to stock options outstanding and 200 shares of common stock subject to RSU awards

outstanding under our 2012 Equity Incentive Plan and (ii) 3,715,190 shares of common stock subject to stock options outstanding and

24,178,152 shares of common stock subject to RSU and PRSU awards outstanding under our 2021 Equity Incentive Plan. The number of

shares subject to PRSU awards outstanding in the table above reflects shares eligible to vest based on actual achievement for PRSU awards

where performance achievement had been determined as of December 31, 2025. For PRSUs where performance metrics and/or the rTSR

component achievement had not yet been determined as of December 31, 2025, the number of shares is calculated assuming 100% of target

achievement. Similarly, the number of shares subject to performance-based stock options outstanding in the table above reflects shares that

would be eligible to vest at 100% of target, assuming all performance metrics were met. This number excludes purchase rights accruing under

our Amended and Restated 2012 Employee Stock Purchase Plan.

<sup>(3)</sup> Represents (i) 55,883,532 shares remaining available for future issuance under our 2021 Equity Incentive Plan and (ii) 38,893,070 shares

remaining available for future issuance under our Amended and Restated 2012 Employee Stock Purchase Plan, including shares subject to

purchase during the current purchase period.

<sup>(4)</sup> Represents shares of common stock subject to RSU awards outstanding under our 2022 New-Hire Equity Incentive Plan, which has expired as

to future awards and provided for the grant of RSUs to eligible employees in accordance with NYSE Listing Rule 303A.08.

<sup>(5)</sup> 440,925 shares of common stock subject to options outstanding with a weighted average exercise price of $20.22 and 1,496,860 shares of

common stock subject to RSU and PRSU awards outstanding under equity incentive plans assumed in acquisitions are not included in this

table. We did not assume the reserves of the plans from which these awards were issued. No future awards may be granted under such plans.

---

| | |
|:---|:---|
| **94** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04 NOW_PXY_2026_Banner_CEO Pay Ratio.jpg](now-20260406_g136.jpg)

**Chief Executive Officer** 

**Pay Ratio**

Our CEO to median employee pay ratio for 2025 is 251:1. The total 2025 compensation of our CEO was $51,550,957.

The total 2025 compensation of our median employee was $205,259. In selecting the median employee under SEC rules,

reporting companies are permitted to use reasonable estimates, assumptions, and methodologies based on their own

facts and circumstances. As a result, the disclosure regarding the compensation of our median employee and our CEO to

median employee pay ratio may not be directly comparable to similar disclosure by other reporting companies.

**Methodology Used to Identify** 

**Median Employee**

We identified the employee with annual total compensation at the median of the compensation of all of our employees (the

"median employee") by considering our employee population as of October 31, 2025 (the "employee population

determination date"). We considered all individuals, excluding our CEO, who were employed by us (including our

consolidated subsidiaries) on the employee population determination date, whether employed in the U.S. or outside of the

U.S., or on a full-time, part-time, seasonal or temporary basis, including employees on a leave of absence. Contractors

and other non-employees were not included in our employee population.

Compensation for purposes of identifying the median employee included the following: (i) target annual base salaries in

effect as of October 31, 2025; (ii) actual cash bonus compensation earned between January 1, 2025 and

December 31, 2025; (iii) actual commissions earned between January 1, 2025 and December 31, 2025; and (iv) the target

value of equity awards granted between January 1, 2025 and October 31, 2025, which reflects all new hire and "refresh"

equity awards granted in 2025 to our employees who were employed as of the employee population determination date.

For employees paid other than in U.S. dollars, we converted their compensation into U.S. dollars using foreign exchange

rates in effect as of December 31, 2025, as provided in our system of record for compensation information. We did not

make any cost-of-living adjustments for employees outside of the U.S. We believe our methodology represents a

consistently applied compensation measure because it strikes a balance in terms of administrative burden while

consistently treating all of the primary compensation components for our worldwide workforce and capturing a full year of

each of those primary compensation components.

Using this approach, we determined the median employee of our employee population. After identifying the median

employee based on the methodology above, we calculated the annual total compensation for such median employee

using the same methodology we used to calculate the amount reported for our NEOs in the "Total" column of

the "*Executive Compensation Tables*—*[2025 Summary Compensation Table](#i2cede626c4a34a3cbe86b47b9f7b5d33_193).*"

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **95** |

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Pay Versus Performance**

The following pay versus performance table shows the "compensation actually paid" to our CEO and other NEOs, our total

shareholder return ("TSR") and that of our peers, our net income and the most important "financial performance measure"

used by us to link executive pay with Company performance.

This table and the accompanying disclosure are prescribed by SEC rules. Those rules require amounts included in the

"compensation actually paid" columns of the table to be calculated according to a particular formula intended to

demonstrate the relationship between executive compensation actually paid to a company's NEOs and the Company's

performance. The formula reflects the change in fair value of equity awards from one year to another (or to the vesting

date, if earlier). They do not reflect, however, the precise amounts actually earned by or paid to our executives during the

years shown in the table.

Given that the substantial majority of our total executive compensation consists of equity awards, changes in the fair value

of unearned and unvested equity awards, as well as large forfeitures, will have a significant effect on the amounts shown

in the "compensation actually paid" columns of the table. By illustration, for a year in which our stock price increases

significantly on a year-over-year basis, as occurred in 2023, the amounts shown in the "compensation actually paid"

columns are primarily a reflection of the associated increase in the fair value of our CEO's and executives' unearned and

unvested equity compensation. Similarly, for a year in which our stock price declines, the amounts reported in the

"compensation actually paid" columns are negative, even though our CEO and other NEOs were not paid a negative

amount during that year. In addition, forfeited awards reduce the amounts shown in the "compensation actually paid"

column and, in years when our stock price declines, offset what would otherwise be larger negative amounts, as was the

case this year due to Mr. Smith's forfeiture of his outstanding equity awards in connection with his departure.

For additional information concerning our pay-for-performance philosophy and how our executive compensation program

is designed accordingly, please see "*[Compensation Discussion and Analysis](#i2cede626c4a34a3cbe86b47b9f7b5d33_94)*."

**Pay Versus Performance**

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| **Year**<sup>(1)</sup> | **Summary**<br>**Compensation**<br>**Table Total**<br>**for CEO**<sup>(2)</sup> | **Compensation**<br>**Actually Paid**<br>**to CEO**<sup>(2)</sup> | **Average**<br>**Summary**<br>**Compensation**<br>**Table Total for**<br>**Other NEOs**<sup>(2)</sup> | **Average**<br>**Compensation**<br>**Actually Paid to**<br>**Other NEOs**<sup>(2)</sup> | **Value of Initial Fixed** <br>**$100 Investment Based On:** | **Value of Initial Fixed** <br>**$100 Investment Based On:** | **Value of Initial Fixed** <br>**$100 Investment Based On:** | **Net**<br>**Income**<br>**(millions)**<sup>(6)</sup> | **Non-GAAP**<br>**Subscription**<br>**Revenues**<br>**(millions)**<sup>(7)</sup> |
| **Year**<sup>(1)</sup> | **Summary**<br>**Compensation**<br>**Table Total**<br>**for CEO**<sup>(2)</sup> | **Compensation**<br>**Actually Paid**<br>**to CEO**<sup>(2)</sup> | **Average**<br>**Summary**<br>**Compensation**<br>**Table Total for**<br>**Other NEOs**<sup>(2)</sup> | **Average**<br>**Compensation**<br>**Actually Paid to**<br>**Other NEOs**<sup>(2)</sup> | **NOW Total** <br>**Shareholder** <br>**Return**<sup>(3)</sup> | **Peer**<br>**Group Total**<br>**Shareholder**<br>**Return**<sup>(4)</sup> | **Add'l**<br>**Measure:**<br>**2025 Peer**<br>**Group Total**<br>**Shareholder**<br>**Return**<sup>(5)</sup> | **Net**<br>**Income**<br>**(millions)**<sup>(6)</sup> | **Non-GAAP**<br>**Subscription**<br>**Revenues**<br>**(millions)**<sup>(7)</sup> |
| 2025 | $51550957 | $(83286935) | $18619972 | $(6404117) | $139 | $227 | $134 | $1748 | $12847 |
| 2024 | $37558118 | $201991660 | $20552646 | $20144060 | $193 | $202 | $129 | $1425 | $10674 |
| 2023 | $37606244 | $184779698 | $15903489 | $45349258 | $128 | $171 | $106 | $1731 | $8634 |
| 2022 | $38502528 | $(76345721) | $13629762 | $(6507023) | $71 | $109 | $71 | $325 | $7056 |
| 2021 | $165802037 | $136180680 | $27586570 | $29995940 | $118 | $150 | $110 | $230 | $5627 |

---

<sup>(1)</sup> Mr. McDermott served as CEO for each of the years shown in the table above. The other NEOs for those years were as follows:

• 2025: Ms. Mastantuono, Mr. Zavery, Mr. Fipps, Ms. Canney and Mr. Smith

• 2024: Ms. Mastantuono, Mr. Zavery, Mr. Smith, Ms. Canney and Chirantan Desai

• 2023: Ms. Mastantuono, Mr. Smith, Ms. Canney and Mr. Desai

• 2022: Ms. Mastantuono, Mr. Smith, Lara Caimi and Mr. Desai

• 2021: Ms. Mastantuono, Ms. Canney, Russell S. Elmer and Mr. Desai

---

| | |
|:---|:---|
| **96** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PAY VERSUS PERFORMANCE**

<sup>(2)</sup> The 2025 Summary Compensation Table ("SCT") totals reported for the CEO and the average of the other NEOs were subject to the following

adjustments as required by Regulation S-K Item 402(v)(2)(iii) to calculate "compensation actually paid":

---

| | | |
|:---|:---|:---|
|  | **CEO ($)** | **Average for Other NEOs ($)** |
| **SCT Total** | 51550957 | 18619972 |
| **Adjustments** |  |  |
| Deduction for the amounts reported under the "Stock Awards" columns of the SCT<sup>(a)</sup> | (43481651) | (16405465) |
| Item 402(v) Equity Award Adjustments<sup>(b)</sup> | (91356241) | (8618624) |
| **"Compensation Actually Paid"** | (83286935) | (6404117) |

---

<sup>(a)</sup>Reflects the aggregate grant date fair value of equity-based awards granted each year as reported in the "Stock Awards" column of the SCT

for the covered year, calculated in accordance with ASC Topic 718. Because we do not sponsor or maintain any defined benefit pension

plans, no deductions related to pension value were made. No option awards were granted to the CEO or other NEOs in 2025.

<sup>(b)</sup>Item 402(v) equity award adjustments reflect the aggregate of the following (as applicable): (i) the year-end fair value of any equity awards

granted in the covered year that are outstanding and unvested as of the end of the year; (ii) the change as of the end of the covered year

(from the end of the prior year) in fair value of any awards granted in prior years that are outstanding and unvested as of the end of the

covered year; (iii) for awards granted and vested within the same covered year, their fair value as of the vesting date; (iv) for awards granted

in prior years that vest in the covered year, the change as of the vesting date (from the end of the prior fiscal year) in fair value; and (v) the

subtraction of the prior year-end fair value of any awards granted in a prior fiscal year that failed to meet applicable vesting conditions as of

the end of the year. Equity values are calculated in accordance with ASC Topic 718. Valuation assumptions used to calculate fair values did

not materially differ from those disclosed at the time of grant except for the stock price, percentage of volatility, risk free rate and the term

used to calculate the valuations. The amounts deducted or added in calculating the equity award adjustments for the CEO and other NEOs

are as follows:

---

| | | |
|:---|:---|:---|
|  | **CEO ($)** | **Average for Other NEOs ($)** |
| Year End Fair Value of Equity Awards Granted in the Year that Were Outstanding and Unvested as of Year End | 28189587 | 8081050 |
| Year over Year Change in Fair Value of Outstanding and Unvested Equity Awards Granted in a Prior Year | (116654554) | (7040565) |
| Fair Value as of Vesting Date of Equity Awards Granted and Vested in the Year | 3453792 | 1156703 |
| Fair Value Change between Vesting Date and Prior Year End Value of Awards Granted in a Prior Year that Vested in <br>the Year<br>| (6345066) | (1798966) |
| Average Fair Value as of the Prior Fiscal Year End of Equity Awards Granted in Prior Fiscal Years that Failed to Meet <br>Vesting Conditions in the Fiscal Year\*<br>|  | (9016846) |
| Equity Award Adjustments | (91356241) | (8618624) |

---

\*Except for Mr. Smith, who forfeited outstanding equity awards in connection with his departure, no other NEOs failed to meet vesting conditions in 2025.

<sup>(3)</sup> Represents the TSR of a $100 investment in the Company's shares as of December 31, 2020, valued again on each of December 31, 2021,

2022, 2023, 2024 and 2025.

<sup>(4)</sup> Represents the TSR of the S&P Systems Software index based on a $100 investment as of December 31, 2020, valued again on each of

December 31, 2021, 2022, 2023, 2024 and 2025.

<sup>(5)</sup> As an additional measure, we are providing our 2025 Peer Group (as defined below) TSR, weighted according to the respective companies'

stock market capitalization at the beginning of each period for which a return is indicated. As further described in the section titled

"*Compensation Discussion & Analysis—Compensation Policies and Practices—Peer Companies*," the 2025 Peer Group includes the following

companies: Adobe Inc., Airbnb, Inc., Atlassian Corporation, Block, Inc., eBay Inc., Electronic Arts Inc., Intuit Inc., Netflix, Inc., Oracle

Corporation, Palo Alto Networks, Inc., PayPal Holdings, Inc., salesforce.com, inc., Snowflake Inc., Uber Technologies, Inc., Visa Inc. and

Workday, Inc. (the "2025 Peer Group"). The values represent the TSR of the 2025 Peer Group based on a $100 investment as of December

31, 2020, valued again on each of December 31, 2021, 2022, 2023, 2024 and 2025. We have provided this 2025 Peer Group TSR as an

additional measure to supplement this pay versus performance disclosure and to provide further context to the Compensation Committee's

pay decisions.

<sup>(6)</sup> Net income as reported in the Company's audited financial statements.

<sup>(7)</sup> The Company has identified non-GAAP subscription revenues as the most important financial performance measure used to link compensation

actually paid to the CEO and other NEOs for 2025 to the Company's performance as this measure is used to determine executive

compensation. "Financial performance measure" for these purposes is defined by SEC rules to mean a measure determined and presented in

accordance with GAAP or any measures derived wholly or in part from such measures or the Company's stock price or total shareholder return.

Non-GAAP subscription revenues is calculated as full-year GAAP subscription revenues that exclude the impact of foreign exchange by

applying the average foreign exchange rates in effect during December of the prior fiscal year.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **97** |

---

**PAY VERSUS PERFORMANCE**

**Company Financial Performance Measures**

As described further in the CD&A, the Company's executive compensation program reflects a pay-for-performance

philosophy. The metrics the Company uses for the annual cash incentive program and LTIP are strongly linked to our

financial and operational performance and align executive compensation with short-term and long-term shareholder value

creation. The most important performance measures used by the Company to link executive compensation actually paid

to the Company's NEOs for the most recently completed fiscal year to the Company's performance are:

• non-GAAP subscription revenues;

• non-GAAP operating margin;

• NNACV; and

• rTSR.

Because the Company generally seeks to incentivize long-term, multi-year performance, its executive compensation

program is not designed to specifically align "compensation actually paid," as defined by SEC rules, with the Company's

performance measures identified for a particular year.

NNACV, which represents bookings from new customers and additional bookings from existing customers, does not

qualify as a "financial performance measure" under applicable SEC rules. As explained in the CD&A, NNACV serves as a

key metric in our executive compensation programs as it can be a reliable indicator of revenue and customer relationships

for many years into the future. A detailed description of NNACV and the other performance measures used to make

compensation decisions is included in "*Compensation Discussion and Analysis—Executive Compensation Program—*

*Annual Cash Incentive.*"

---

| | |
|:---|:---|
| **98** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PAY VERSUS PERFORMANCE**

**Analysis of the Information Presented in the Pay Versus** 

**Performance Table**

In this section, we provide a graphic analysis showing a comparison of the compensation actually paid to executives and

other metrics, including total shareholder return, net income and subscription revenues. The "compensation actually paid"

is calculated in accordance with the methodology described above.

**Compensation Actually Paid and 5-Year TSR of the Company, the S&P** 

**Systems Software Index and, Supplementally, the 2025 Peer Group**

---

| |
|:---|
| The compensation actually paid to Mr. McDermott and the average compensation actually paid to the other NEOs <br>generally align with the Company's TSR over the last five years. The graph below compares the compensation actually <br>paid against the total shareholder return of the Company, the S&P Systems Software Index and our 2025 Peer Group in <br>the period from December 31, 2020 through December 31, 2025. |
| The compensation actually <br>paid and the Company's <br>TSR over the last five years <br>is closely aligned because, <br>as discussed above, a <br>significant portion of the <br>compensation actually paid <br>to Mr. McDermott and the <br>other NEOs is comprised <br>largely of equity awards. <br>Thus, the value of these <br>awards and, therefore, a <br>large portion of the <br>compensation actually paid <br>to our NEOs is inherently <br>correlated to the Company's <br>stock price.<br>|
| The Company's TSR over the five-year period presented in the table was 39% and the S&P Systems Software Index <br>TSR was 127%. The Company's TSR generally tracked the S&P Systems Software Index throughout the period, with the <br>exception of 2025, when the Company's TSR declined notwithstanding the Company's strong financial and operational <br>performance, and while the S&P Systems Software Index appreciated. Compensation actually paid also decreased <br>during 2025. Further, as explained in the CD&A, the Compensation Committee considers the pay practices among peer <br>companies in its deliberations on compensation matters, including to ensure the Company's pay practices remain <br>competitive. The Company's outperformance of the 2025 Peer Group in terms of TSR over the last five years provides <br>support for the Compensation Committee's pay decisions. |

---

![10995116277817](now-20260406_g137.gif)

**$118**

---

| | | | | | | | | | |
|:---|:---|:---|:---|:---|:---|:---|:---|:---|:---|
| ![03_NOW_PvP_InfiniteBlue.gif](now-20260406_g138.gif)<br>| CEO CAP ($M) | ![03_NOW_PvP_Gray.gif](now-20260406_g139.gif)<br>| Average Other NEO CAP ($M) | ![03_NOW_PXY_PVP_wasabi.gif](now-20260406_g140.gif)<br>| NOW TSR | ![03_NOW_PvP_BrightBlue.gif](now-20260406_g141.gif)<br>| 2025 Proxy Peers | ![03_NOW_PvP_MildWasabi.gif](now-20260406_g142.gif)<br>| S&P Systems Software TSR |

---

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **99** |

---

**PAY VERSUS PERFORMANCE**

**Compensation Actually Paid and Net Income**

The compensation actually <br>paid to Mr. McDermott and <br>the average compensation <br>actually paid to the other <br>NEOs is not always aligned <br>with the Company's net <br>income, as shown in the <br>graph to the right, primarily <br>due to the large percentage <br>of our NEOs' total annual <br>compensation comprised of <br>equity awards and, thus, the <br>much greater sensitivity of <br>compensation actually paid <br>to our stock price.<br>

![10995116277790](now-20260406_g143.gif)

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| ![03_NOW_PvP_InfiniteBlue.gif](now-20260406_g138.gif)<br>| CEO CAP ($M) | ![03_NOW_PvP_Gray.gif](now-20260406_g139.gif)<br>| Average Other NEO CAP ($M) | ![03_NOW_PXY_PVP_wasabi.gif](now-20260406_g140.gif)<br>| Net Income ($M) |

---

**Compensation Actually Paid and Non-GAAP Subscription Revenues**

---

| |
|:---|
| The compensation actually <br>paid to Mr. McDermott, the <br>average compensation <br>actually paid to the other <br>NEOs and the Company's <br>non-GAAP subscription <br>revenues over the last five <br>years is presented to the <br>right. While the <br>Compensation Committee <br>evaluates performance <br>relative to several financial <br>and non-financial <br>performance measures for <br>purposes of determining <br>incentive-based pay, the <br>Company believes non-GAAP <br>|
| subscription revenues is the most important financial performance measure for 2025 used to link compensation actually <br>paid to Company performance because it measures our success in attracting and retaining customers and provides an <br>indication of the long-term health of the Company. For this reason, the Company utilizes non-GAAP subscription <br>revenues when setting performance goals as part of the long-term incentive plan. While subscription revenues have <br>grown significantly over the last five years, compensation actually paid has fluctuated more in line with changes in our <br>stock price given that a significant portion of the compensation actually paid to Mr. McDermott and the other NEOs is <br>comprised largely of equity grants. |

---

![10995116277983](now-20260406_g144.gif)

---

| | | | | | |
|:---|:---|:---|:---|:---|:---|
| ![03_NOW_PvP_InfiniteBlue.gif](now-20260406_g138.gif)<br>| CEO CAP ($M) | ![03_NOW_PvP_Gray.gif](now-20260406_g139.gif)<br>| Average Other NEO CAP ($M) | ![03_NOW_PXY_PVP_wasabi.gif](now-20260406_g140.gif)<br>| Non-GAAP Subscription Revenues ($M) |

---

---

| | |
|:---|:---|
| **100** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04 NOW_PXY_2026_Banner_Security Ownership.jpg](now-20260406_g145.jpg)

**Security Ownership of** 

**Certain Beneficial Owners** 

**and Management**

The following table sets forth certain information with respect to the beneficial ownership of our common stock as of

February 28, 2026, except to the extent indicated otherwise in the footnotes, by:

• each person, or group of affiliated persons, known by us to be the beneficial owner of more than 5% of our

common stock;

• each of our directors and director nominees;

• each of our named executive officers; and

• all of our current executive officers and directors as a group.

Except as otherwise noted, to our knowledge, each individual exercises sole voting power or investment power over the

shares of common stock shown. The number of shares of common stock shown in the following table is determined under

SEC rules and is not necessarily indicative of beneficial ownership for any other purpose. Such beneficial ownership

includes any shares of common stock as to which the individual has sole or shared voting power or investment power and

any shares of common stock the individual has the right to acquire within 60 days of February 28, 2026, including upon

the exercise of any option or vesting of any RSU or PRSU award. There were 1,036,155,572 shares of common stock

outstanding as of February 28, 2026.

Unless otherwise indicated, the address of each of the individuals and entities named below is c/o ServiceNow, Inc.,

2225 Lawson Lane, Santa Clara, California 95054.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **101** |

---

**SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT**

---

| | | |
|:---|:---|:---|
|  | **Shares Beneficially Owned** | **Shares Beneficially Owned** |
| **Name of Beneficial Owner** | **Number** | **Percent** |
| **Greater than 5% Shareholders:** |  |  |
| BlackRock, Inc.<sup>(1)</sup> | 91252660 | 8.8% |
| The Vanguard Group, Inc.<sup>(2)</sup> | 90591730 | 8.7% |
| **Directors and Named Executive Officers:** |  |  |
| William R. McDermott<sup>(3)</sup> | 2212904 | \* |
| Gina Mastantuono<sup>(4)</sup> | 253321 | \* |
| Amit Zavery | 67324 | \* |
| Paul Fipps | 8061 | \* |
| Paul Smith<sup>(5)</sup> | 26120 | \* |
| Jacqueline Canney<sup>(6)</sup> | 116758 | \* |
| Susan L. Bostrom | 16830 | \* |
| Teresa Briggs | 7750 | \* |
| Jonathan C. Chadwick | 16025 | \* |
| Paul E. Chamberlain | 44835 | \* |
| Lawrence J. Jackson, Jr. | 20 | \* |
| Frederic B. Luddy<sup>(7)</sup> | 768565 | \* |
| Joseph "Larry" Quinlan<sup>(8)</sup> | 6610 | \* |
| Anita M. Sands | 44940 | \* |
| Eric S. Yuan |  | \* |
| **All current executive officers, directors and nominees as a group (15 persons)**<sup>(9)</sup> | 3566103 | \* |

---

\*Represents beneficial ownership of less than 1% of our outstanding shares of common stock.

<sup>(1)</sup> Consists of shares of common stock beneficially owned as of December 31, 2024, according to a Schedule 13G/A filed by BlackRock, Inc., on

February 5, 2025, reporting (i) sole voting power with respect to 81,320,540 shares of our common stock and (ii) sole dispositive power with

respect to all 91,252,660 shares of our common stock. The address for BlackRock, Inc. is 50 Hudson Yards, New York, NY 10001.

<sup>(2)</sup> Consists of shares of common stock beneficially owned as of December 31, 2023, according to a Schedule 13G/A filed by The Vanguard

Group, Inc., on February 13, 2024, reporting (i) sole dispositive power with respect to 86,189,560 shares of common stock, (ii) shared

dispositive power with respect to 4,402,170 shares of common stock, and (iii) shared voting power with respect to 1,364,240 shares of

common stock. According to the most recent 13G/A filed by The Vanguard Group with the SEC on March 27, 2026, the Vanguard Group

subsequently reported that due to an internal realignment it no longer has, or is deemed to have, beneficial ownership over Company securities

beneficially owned by various Vanguard subsidiaries and/or business divisions. The address for The Vanguard Group, Inc. is 100 Vanguard

Blvd., Malvern, PA 19355.

<sup>(3)</sup> Consists of (i) 2,030,265 shares of common stock subject to stock options held by Mr. McDermott that are exercisable within 60 days of

February 28, 2026, (ii) 24,405 shares of common stock held by a trust, of which Mr. McDermott is a trustee, and (iii) 158,234 shares of

common stock.

<sup>(4)</sup> Consists of (i) 156,620 shares of common stock subject to stock options held by Ms. Mastantuono that are exercisable within 60 days of

February 28, 2026, and (ii) 96,701 shares of common stock.

<sup>(5)</sup> Mr. Smith separated from the Company in August 2025. His beneficial ownership amount is based solely on his most recent Form 4 filed

February 21, 2025, prior to his separation from the Company.

<sup>(6)</sup> Consists of (i) 78,300 shares of common stock subject to stock options held by Ms. Canney that are exercisable within 60 days of

February 28, 2026, and (ii) 38,458 shares of common stock.

<sup>(7)</sup> Consists of (i) 153,000 shares of common stock held by an LLC, of which Mr. Luddy may be deemed to have voting and investment power, and

(ii) 615,565 shares of common stock held by a trust, of which Mr. Luddy is a trustee.

<sup>(8)</sup> Consists of 6,610 shares of common stock held by a trust, of which Mr. Quinlan is trustee.

<sup>(9)</sup> Consists of (i) 2,265,185 shares of common stock subject to stock options that are exercisable within 60 days of February 28, 2026 and (ii)

1,300,918 shares of common stock.

---

| | |
|:---|:---|
| **102** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04 NOW_PXY_2026_Banner_Proposal 3.jpg](now-20260406_g146.jpg)

**Proposal 3**

**Advisory Vote on the** 

**Frequency of Future** 

**Advisory Votes on** 

**Executive Compensation**

---

| | |
|:---|:---|
| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>| **The Board recommends a vote of "ONE YEAR" for** <br>**this proposal.**<br>|

---

**Statement of the Board of Directors**<br>

We allow our shareholders to vote on an advisory basis every six years on how frequently we should hold a "say on pay"

advisory vote on executive compensation. Shareholders may indicate whether they prefer a say on pay vote every one,

two or three years or may abstain from voting on the say on pay frequency matter. We are holding the say on pay

frequency vote this year and expect to hold it again in 2032.

The vote on this matter is of an advisory nature and therefore non-binding. The provisions of our Bylaws regarding the

vote required to approve a proposal are not applicable to this matter, but the option that receives the highest number of

votes will be considered by our Compensation Committee and Board in determining how frequently the advisory vote on

executive compensation occurs in the future.

Our Board recommends that shareholders vote "ONE YEAR" on this matter—to continue to hold say on pay votes on

executive compensation annually. When shareholders last voted in 2020 on the frequency of say on pay votes,

approximately 98% of votes cast by shareholders supported an annual frequency consistent with the Board's

recommendation then and now. An annual "say on pay" vote positions us to regularly solicit timely, direct input from our

shareholders on our executive compensation program.

**Vote Required**<br>

Shareholders can choose whether future advisory votes on executive compensation should be conducted every "ONE

YEAR," "TWO YEARS" or "THREE YEARS" or may "ABSTAIN" from voting. The frequency receiving the highest number

of votes will be considered the non-binding advisory vote of our shareholders. Under the rules of the NYSE, brokerage

firms, banks and other nominees do not have discretionary authority to vote shares with respect to this proposal.

The Board recommends a vote to hold future advisory votes on executive compensation every "ONE YEAR."

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **103** |

---

![04 NOW_PXY_2026_Banner_Proposal 4.jpg](now-20260406_g147.jpg)

**Proposal 4**

**Ratify the Independent** 

**Registered Public Accounting** 

**Firm for 2026**

---

| | |
|:---|:---|
| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>| **The Board recommends a vote "FOR" this proposal.** |

---

Our Audit Committee has selected PricewaterhouseCoopers LLP ("PwC") as our independent registered public accounting

firm (the "Independent Auditor") to perform the audit of our consolidated financial statements for the year ending

December 31, 2026. PwC has served in this capacity since 2011.

Although not required, our Audit Committee has decided to submit its selection of PwC for ratification by our shareholders

as a matter of good corporate governance. If the appointment is not ratified by our shareholders, our Audit Committee will

review its future selection of PwC as our Independent Auditor. The Audit Committee is solely responsible for selecting and

terminating our Independent Auditor, however, and may do so at any time at its discretion.

Representatives of PwC are expected to be present at the Annual Meeting, will have an opportunity to make a statement,

if they so desire, and will be available to respond to appropriate questions.

**Principal Accountant Fees and Services**

We regularly review the services and fees of our Independent Auditor. These services and fees are also reviewed with our

Audit Committee at least annually. In accordance with standard policy, PwC periodically rotates the individuals responsible

for the Company's audit.

In addition to performing the audit of our consolidated financial statements, PwC provided various other services during

2025 and 2024, which the Audit Committee determined did not impair PwC's independence. Aggregate fees for

professional services rendered by PwC for 2025 and 2024 were the following (in thousands):

---

| | | |
|:---|:---|:---|
|  | **Year ended December 31,** | **Year ended December 31,** |
|  | **2025** | **2024** |
| Audit fees<sup>(1)</sup> | $8648 | $9406 |
| Audit-related fees<sup>(2)</sup>  | 650 | 250 |
| Tax fees<sup>(3)</sup> | 1370 | 1729 |
| All other fees<sup>(4)</sup> | 10 | 1 |
| Total fees  | $10678 | $11386 |

---

<sup>(1)</sup> Audit fees were for professional services rendered in connection with the audit of our annual financial statements and review of our quarterly

financial statements. This category also includes fees for services in connection with statutory and regulatory filings or engagements.

<sup>(2)</sup> Audit-related fees primarily related to service organization control audits under Statement on Standards for Attestation Engagements No. 18

and due diligence services.

<sup>(3)</sup> Tax fees were for tax compliance and transfer pricing services.

<sup>(4)</sup> All other fees were primarily for subscriptions to PwC's web-based research program.

---

| | |
|:---|:---|
| **104** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROPOSAL 4: RATIFY THE INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR 2026** 

**Policy on Approval of Audit and Non-Audit Services**

Our Audit Committee's policy is to pre-approve all audit and permissible non-audit services provided by the Independent

Auditor. Pre-approval is detailed as to the particular service or category of services and is generally subject to a specific

budget. The Independent Auditor and management are required to periodically report to the Audit Committee regarding

the extent of services provided by the Independent Auditor in accordance with this pre-approval and the fees for the

services performed to date.

All of the services relating to the fees described in the table above were pre-approved by our Audit Committee.

**Vote Required**<br>

The approval of this proposal requires the affirmative vote of a majority of the outstanding shares of common stock

present or represented by proxy and entitled to vote on the proposal that are voted "FOR" or "AGAINST" this proposal.

Abstentions will have no effect on the outcome of the vote. We do not expect any broker non-votes, as brokers generally

have discretion to vote uninstructed shares on this proposal.

The Board recommends a vote "FOR" this proposal.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **105** |

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Report of the Audit Committee**

The Audit Committee operates under a written charter adopted by our Board of Directors, which provides that its functions

include the oversight of the quality of our financial reports and other financial information provided to shareholders. In

carrying out these functions, the Audit Committee reviews critical accounting policies and estimates and the application of

U.S. GAAP, reviews our compliance with legal and regulatory requirements, reviews with management and our

Independent Auditor, PwC, the adequacy of our internal financial controls, and has responsibility for the appointment,

compensation and oversight of our Independent Auditor. The Audit Committee's responsibility for overseeing our

Independent Auditor includes reviewing our Independent Auditor's independence, reviewing and approving the planned

scope of the annual audit, and reviewing and pre-approving any audit and non-audit services that may be performed by

our Independent Auditor. A more detailed description of the functions and responsibilities of the Audit Committee can be

found in ServiceNow's Audit Committee Charter, published on the corporate governance section of ServiceNow's website

at investors.servicenow.com.

The Audit Committee oversees our financial reporting process on behalf of our Board of Directors. Management is

responsible for our internal controls, financial reporting process, selection of accounting principles, determination of

estimates and compliance with laws, regulations and ethical business conduct. Our Independent Auditor is responsible for

expressing an opinion as to the conformity of our consolidated financial statements with generally accepted

accounting principles.

The Audit Committee has reviewed and discussed with ServiceNow's management and our Independent Auditor the

audited consolidated financial statements of ServiceNow for the year ended December 31, 2025. The Audit Committee

has also discussed with our Independent Auditor the matters required to be discussed by the applicable requirements of

the Public Company Accounting Oversight Board ("PCAOB") and the SEC.

The Audit Committee has received and reviewed the written disclosures and the letter from our Independent Auditor

required by applicable requirements of the PCAOB regarding our Independent Auditor's communications with the Audit

Committee concerning independence. The Audit Committee also has discussed with our Independent Auditor its

independence from ServiceNow.

Based on the review and discussions referred to above, the Audit Committee recommended to the Board of Directors that

the audited consolidated financial statements be included in our Annual Report on Form 10-K for the year ended

December 31, 2025 for filing with the SEC.

**Submitted by the Audit Committee:**

**Teresa Briggs, Chair**

**Jonathan C. Chadwick**

**Paul E. Chamberlain**

**Joseph "Larry" Quinlan**

*The information contained in this report of the Audit Committee is not considered to be "soliciting material" and shall not* 

*be deemed "filed" or incorporated by reference in any filing by ServiceNow under the Exchange Act or the Securities Act* 

*unless and only to the extent ServiceNow specifically incorporates it by reference.* 

---

| | |
|:---|:---|
| **106** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![04 NOW_PXY_2026_Banner_Proposal 5.jpg](now-20260406_g148.jpg)

**Proposal 5**

**Approval of Amended and** 

**Restated 2021 Equity** 

**Incentive Plan**

---

| | |
|:---|:---|
| ![02_PRO013945_Check.jpg](now-20260406_g62.jpg)<br>| **The Board recommends a vote "FOR" this proposal.** |

---

We are asking our shareholders to approve an amendment and restatement of the 2021 Equity Incentive Plan (the

"Restated 2021 Plan"), because otherwise we may have insufficient shares available to continue to make equity grants to

our employees and directors through the next 12 months under the 2021 Equity Incentive Plan, as most recently amended

and restated December 17, 2025 (the "2021 Plan"). We are requesting approval to add an additional 38,000,000 shares to

the Restated 2021 Plan.

If the Restated 2021 Plan is not approved by our shareholders, the current 2021 Plan will remain as-is. If the Restated

2021 Plan is approved by our shareholders, the Restated 2021 Plan will become effective on the date of our

Annual Meeting.

**Summary of the Proposal**<br>

Our Board has determined that it is in the best interests of the Company and our shareholders to seek approval of the

Restated 2021 Plan to increase the number of shares that may be issued by 38,000,000 shares. We believe this is

necessary and appropriate for the following reasons:

• Equity compensation is a key element of our overall compensation program. While we believe we are judicious in our

use of equity, our equity program is broad-based by design. We have provided the opportunity for 80% (i.e., more than

23,000 team members) of our employees to receive equity grants, with approximately 95% of the shares granted in

2025 made to employees who are not executive officers. As shareholders of the Company, our employees are entirely

aligned with the Company's broader shareholder base to drive the long-term growth of the Company.

• In 2025, our workforce grew to more than 29,000 employees, an 11% increase from 2024 and an approximately 45%

increase since shareholders last approved additional shares under the 2021 Plan in 2023. In response to an

increasingly competitive talent market and the specialized skills our business requires, an increase in shares under our

2021 Plan is necessary to continue using equity compensation as a broad-based compensation tool for our

growing workforce.

• Our Board believes that the Restated 2021 Plan will enable us to continue to attract, retain and motivate talented

individuals who will help achieve our growth and strategic objectives and deliver on our goal of building ServiceNow into

the defining AI enterprise software company of the 21<sup>st</sup> century and benefit all of our shareholders as a result.

• Our ability to attract and retain the talent we need to compete in our industry would be seriously hindered if the

Restated 2021 Plan is not approved by our shareholders, which could affect our long-term success. Thus, if the

Restated 2021 Plan is not approved, we would again seek approval from our shareholders for a share increase under

the 2021 Plan or for a new equity incentive plan at a special meeting prior to our 2027 annual shareholders meeting,

which would increase costs and would be a distraction from our management team's execution of our business goals.

In addition, until additional shares under an equity incentive plan are approved, we may be required to consider other

compensation alternatives, such as increasing cash compensation.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **107** |

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

**Equity Compensation is a Critical Element of Our** 

**Compensation Policy**

We believe that our future success and our ability to remain competitive depend on our continuing efforts to attract, retain

and motivate highly qualified personnel. We operate in a hypercompetitive market for talent in our industry. A cornerstone

of our method for attracting and retaining top caliber talent has been our equity-based compensation programs, including

the grant of time-based RSUs, PRSUs, options and PSOs. Providing employees with the opportunity to participate in

stock ownership, and in turn, our long-term future performance, helps align the objectives of our shareholders and our

employees, and is important in attracting, motivating and retaining the highly skilled talent essential to our success.

Currently, we use new hire RSUs broadly as a key tool in attracting top talent for a wide range of roles. We have granted

RSUs as well as PRSUs and PSOs subject to time- and performance-based vesting, to certain employees, including our

executives, on a targeted basis to incentivize retention and performance objectives. We also grant RSUs to our non-

employee directors.

**We Carefully Consider and Forecast Our Need for Shares**

Our Compensation Committee thoughtfully manages our equity incentive programs to manage long-term shareholder

dilution, burn rate, stock-based compensation expense and stock-based compensation expense as a percentage of

revenue while maintaining our ability to attract, reward and retain key talent in a hypercompetitive market. In evaluating

the proposed Restated 2021 Plan, our Board considered a number of factors, including shareholder feedback, the costs

of the Restated 2021 Plan and an analysis of certain dilution metrics.

***Potential Dilution*.** We are committed to effectively managing our employee equity compensation programs in light of

potential shareholder dilution. For this reason, we considered both our "burn rate" and our "overhang" in evaluating the

impact of the Restated 2021 Plan on our shareholders. We define "burn rate" as the number of time-based equity awards

granted during the year plus performance-based equity awards granted during the year, as adjusted for over or under

achievement for such awards granted in the prior year and vested in the applicable fiscal year, divided by the weighted

average total number of shares of common stock outstanding. The burn rate measures the potential dilutive effect of our

outstanding equity grants. We define "overhang" as the stock options outstanding but not exercised and outstanding full

value awards (which include RSUs and similar awards), plus shares available to be granted as equity awards, divided by

the total number of shares of common stock outstanding. The overhang measures the potential dilutive effect of

outstanding equity awards plus shares available for grant under our equity compensation plans.

The burn rate and overhang figures included below are based on equity awards granted and available for grant under the

2021 Plan but exclude potential dilution resulting from shares issued pursuant to our employee stock purchase plan. As

we continue to mature our compensation practices, we strive to achieve a burn rate and overhang at approximately the

average rates of our peer group and within the limits recommended by certain independent shareholder advisory groups.

During the past three fiscal years, we granted equity awards under the 2021 Plan as summarized in the chart below. Our

three-year average burn rate was approximately 1.63% for 2023 through 2025 (see chart below for a calculation of our

three-year burn rate).

---

| | |
|:---|:---|
| **108** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

**Three-Year Average Burn Rate Calculation**

---

| | | | | |
|:---|:---|:---|:---|:---|
|  | **Weighted-Average** <br>**Common Shares** <br>**Outstanding**<sup>(1)</sup><br>| **RSUs Granted**<sup>(2)</sup> | **Stock Options Granted**<sup>(3)</sup> | **Burn Rate**<sup>(4)</sup> |
| 2025 | 1036740469 | 14486667 | 426225 | 1.40% |
| 2024 | 1029168935 | 15154425 |  | 1.47% |
| 2023 | 1020684650 | 20668160 |  | 2.03% |

---

<sup>(1)</sup> Weighted-average common shares outstanding have been adjusted to reflect the Stock Split.

<sup>(2)</sup> Includes time-based RSUs and PRSUs. The number of PRSUs granted reflects the shares that could be eligible to vest at 100% of target for

PRSUs and includes adjustments for over or under achievement for PRSUs granted in the prior year and vested in the applicable fiscal year.

The information in this footnote has been adjusted for the Stock Split.

<sup>(3)</sup> Stock options granted in fiscal year 2025 relate solely to stock options assumed in connection with business combinations. No stock options

were granted during the years ended December 31, 2025, 2024 or 2023. The information in this footnote has been adjusted for the Stock Split.

<sup>(4)</sup> Burn rate is calculated by adding the numbers reported in RSUs Granted and Stock Options Granted columns for the applicable year, divided

by the weighted average total number of shares of common stock outstanding.

**Equity Awards Outstanding**

As of February 28, 2026:

• there were 1,036,155,572 total shares of our common stock outstanding;

• 16,093,157 shares available for grant under the 2021 Plan;

• there were no shares available for grant under any other plans; and

• there were equity awards outstanding under the 2021 Plan, New Hire Plan and 2012 Equity Incentive Plan (as

summarized in the table below).

In the aggregate, excluding shares available under our employee stock purchase plan, there were approximately

48,456,751 awards outstanding (including awards assumed in acquisitions) and 16,093,157 shares available for future

awards under our equity incentive plans, representing approximately 6.23% of our common stock outstanding as of

February 28, 2026. We refer to this percentage as our "overhang."

Please see the table below for a breakdown of the outstanding equity awards and the number of shares remaining

available for grant under our equity incentive plans as of February 28, 2026, excluding shares available under our

employee stock purchase plan. The closing market price of our common stock was $108.01 on February 27, 2026 (the

last trading day of the month of February).

---

| | | | | |
|:---|:---|:---|:---|:---|
| **Outstanding appreciation** <br>**awards (options) under all plans** <br>**(including PSOs at target)**<br>| **Weighted- average** <br>**exercise price** <br>**of options**<br>| **Weighted-average** <br>**remaining term** <br>**of options**<br>| **Full value awards** <br>**outstanding under all** <br>**plans (including PRSUs** <br>**at target)**<sup>(1)</sup><br>| **Number of shares** <br>**available for grant** <br>**under the 2021 Plan**<br>|
| 4810651 | 115.13 | 5.69 | 42211267 | 16093157 |

---

<sup>(1)</sup> Excludes 1,434,833 full value awards assumed in business acquisitions.

Accordingly, our Board believes that the request for 38,000,000 shares for the Restated 2021 Plan is reasonable and

prudent. This number of shares should allow us to continue to grant awards to our employees, consultants, officers and

directors, which have been successful in attracting high-performing personnel and generating shareholder value, and to

be able to respond to growth, market competition and potential stock price fluctuations.

***Expected Utilization*.** 60,181,895 shares are authorized under the 2021 Plan after taking into account the Stock Split. As

of February 28, 2026, only 16,093,157 shares remained available for future awards under the 2021 Plan, an amount the

Board believes to be insufficient to meet our needs later this year. Approval of the Restated 2021 Plan would result in

38,000,000 additional shares being made available for future awards under the Restated 2021 Plan, such that the

cumulative aggregate share authorization under the Restated 2021 Plan will increase to 98,181,895 shares, of which

54,093,157 shares will be available for future awards.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **109** |

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

We anticipate making future requests for additional increases in the share reserve periodically so that we can continue to

engage with our shareholders and allow them to routinely evaluate the Restated 2021 Plan's continued effectiveness. The

timing of such future requests will depend on, among other things, changes in stock price, business conditions, our

compensation programs, merger and acquisition activity and/or our strategy.

**Good Governance and Compensation Practices**

The Restated 2021 Plan contains a number of provisions we believe are consistent with the interests of our shareholders

and good corporate governance and compensation practices, including:

• No rollover of shares from the 2012 Equity Incentive Plan or any other equity plan;

• No "liberal" share recycling;

• No "liberal" change in control definition;

• No dividends on unvested awards;

• No evergreen provision;

• No option repricing without shareholder approval;

• No excise tax gross ups;

• No automatic single trigger acceleration on a change in control;

• Minimum exercise price;

• Limits on non-employee director cash and equity compensation; and

• The ability to clawback awards under our clawback policies and/or any recoupment requirements imposed under

applicable law or listing standards.

**Purpose of the Proposed Amendments to the 2021 Plan**

***Share Increase.*** As discussed above, we are requesting approval of an increase of 38,000,000 shares for the Restated

2021 Plan to cover anticipated equity awards, such as those for new hires, refresh awards, potential special retention

needs, merger and acquisition activities and non-employee director grants.

If approved by our shareholders, the Restated 2021 Plan will be effective on the date of shareholder approval. We intend

to register the additional shares authorized under the Restated 2021 Plan under the Securities Act. If our shareholders do

not approve the amendment to the 2021 Plan, the shares available for grant and issuance under the 2021 Plan will not

be increased.

**Summary of the Restated 2021 Equity Incentive Plan**

The following is a summary of the principal features of the Restated 2021 Plan. This summary, however, does not purport

to be a complete description of all of the provisions of the Restated 2021 Plan. It is qualified in its entirety by reference to

the full text of the Restated 2021 Plan, a copy of which is attached hereto as <u>Appendix A</u>.

**Background; Purpose**

The 2021 Plan was originally adopted by our Board in April 2021 and approved by our shareholders in June 2021 as the

successor to the 2012 Equity Incentive Plan. The 2021 Plan was subsequently amended and restated with shareholder

approval in June 2023 and amended and restated again in December 2025 solely to give effect to the Stock Split. The

proposed Restated 2021 Plan was approved by our Board and our Compensation Committee in February 2026, and,

subject to shareholder approval, will become effective on the date of our Annual Meeting. The Restated 2021 Plan will

terminate 10 years after April 16, 2021, the date the 2021 Plan was originally approved by our Board. The purpose of the

Restated 2021 Plan is to provide incentives to attract, retain and motivate eligible persons whose present and potential

contributions are important to our success.

---

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|:---|:---|
| **110** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

**Eligibility**

Employees, officers, directors and consultants of the Company or any parent, subsidiary or affiliate of the Company are

eligible to receive awards. As of February 28, 2026, our six executive officers, approximately 29,500 other employees,

eight non-employee directors and all consultants were eligible to participate in the Restated 2021 Plan. The Company's

current practice is generally not to grant equity awards to consultants except in certain limited cases. In fiscal 2026, no

consultants received equity awards under the 2021 Plan.

**Administration** 

The Restated 2021 Plan is administered by the Compensation Committee, all of the members of which are non-employee

directors under applicable federal securities laws and outside directors as defined under applicable federal tax laws. The

Compensation Committee acts as the plan administrator and has the authority to construe and interpret the plan, grant

awards, determine the terms and conditions of awards and make all other determinations necessary or advisable for the

administration of the plan (subject to the limitations set forth in the Restated 2021 Plan). However, our Board establishes

the terms for the awards granted to non-employee directors as discussed above under "*[Director Compensation.](#i2cede626c4a34a3cbe86b47b9f7b5d33_67)*"

**Share Reserve**

As of February 28, 2026, there were 16,093,157 shares available for future awards under the 2021 Plan. If shareholders

approve the Restated 2021 Plan, the share reserve will increase by 38,000,000 shares of our common stock, and the

cumulative aggregate share authorization under the Restated 2021 Plan will increase to 98,181,895 shares, of which

54,093,157 shares will be available for future awards.

Shares under awards that are forfeited, repurchased at the original issue price, expired, lapsed or otherwise terminated

without such shares being issued or which are surrendered pursuant to an exchange program, will again become

available for issuance under the Restated 2021 Plan.

Shares tendered or withheld to pay either the exercise price of an award or the withholding taxes due upon the exercise or

settlement of an award shall reduce the number of shares available for issuance under the Restated 2021 Plan and shall

not be returned to the shares authorized for grant under the Restated 2021 Plan. To the extent an award under the

Restated 2021 Plan is paid out in cash rather than shares, such cash payment will result in reducing the number of shares

available for issuance under the Restated 2021 Plan.

Shares that otherwise become available for grant and issuance shall not include shares subject to awards that initially

became available because of the Company's substitution or assumption of awards granted by another company in

connection with an acquisition of such company, or otherwise, as permitted under the Restated 2021 Plan.

**Equitable Adjustments**

As is typical in equity plans, in the event of a change in our common stock via a stock dividend, extraordinary dividend or

distribution (other than a regular cash dividend), recapitalization, stock split, consolidation, reclassification, spin-off, or

similar change in the capital structure of the Company without consideration, proportionate adjustments will be made to

the number and class of shares reserved for issuance and future awards under the Restated 2021 Plan (including the

maximum number and class of ISOs (as defined below)), the applicable exercise prices of and number and class of

shares subject to outstanding awards, subject to any required action by the Board or the shareholders of the Company.

**Equity Awards**

The Restated 2021 Plan will permit us to grant the following types of awards:

***Stock Options*.** The Restated 2021 Plan provides for the grant of Incentive Stock Options ("ISOs") and Non-qualified

Stock Options ("NQSOs"). ISOs may be granted only to our employees or employees of our parent, subsidiaries and

affiliates. NQSOs may be granted to eligible employees, consultants and directors or any of our parent, subsidiaries or

affiliates. The Restated 2021 Plan permits the issuance of no more than 150,000,000 shares pursuant to the grant of ISOs

under the Restated 2021 Plan. The Compensation Committee determines the terms of each option award, provided that

ISOs are subject to statutory limitations. The Compensation Committee also determines the exercise price for a stock

option, provided that the exercise price of an option may not be less than the fair market value of our common stock on

the date of grant (with certain additional requirements for certain ISOs).

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **111** |

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

Options granted under the Restated 2021 Plan vest at the rate and/or subject to performance requirements specified by

the Compensation Committee and such vesting schedule is set forth in the stock option agreement to which such stock

option grant relates. The Compensation Committee determines the term of stock options granted under the Restated 2021

Plan, up to a term of 10 years (with certain additional requirements for certain ISOs).

After the option holder ceases to provide services to us, he or she is able to exercise his or her vested option for the

period of time stated in the stock option agreement to which such option relates. Generally, the vested option will remain

exercisable for three months after an optionee's cessation of service, except in the case of termination due to death,

disability or termination for cause. An option may not be exercised later than its expiration date.

***Restricted Stock Units*.** RSUs represent the right to receive shares of our common stock at a specified date in the future,

subject to forfeiture of such right due to termination of employment or failure to achieve specified performance goals (in

the case of PRSUs). If the RSUs have not been forfeited, then on the date specified in the award agreement we will

deliver to the holder of the RSUs shares of our common stock, cash or a combination of our common stock and cash as

specified in the applicable award agreement.

***Restricted Stock Awards*.** A restricted stock award is an offer by us to sell shares of our common stock subject to

restrictions that the Compensation Committee may impose. These restrictions may be based on completion of a specified

period of service with us or upon the achievement of performance goals during a performance period. The Compensation

Committee determines the price of a restricted stock award. Unless otherwise set forth in the award agreement, vesting

will cease on the date the participant no longer provides services to us, and at that time unvested shares will be forfeited

to us or subject to repurchase by us.

***Stock Bonus Awards*.** A stock bonus is an award of shares of our common stock for past or future services to us. Stock

bonuses can be granted as additional compensation for performance and, therefore, are not issued in exchange for cash.

The Compensation Committee determines the number of shares to be issued as a stock bonus and any restrictions on

those shares. These restrictions may be based on completion of a specified period of service with us or upon the

achievement of performance goals during a performance period. Unless otherwise set forth in the award agreement,

vesting ceases on the date the participant no longer provides services to us, and at that time unvested shares will be

forfeited to us or are subject to repurchase by us.

***Stock Appreciation Rights*.** Stock appreciation rights provide for a payment, or payments, in cash or shares of our

common stock to the holder based upon the difference between the fair market value of our common stock on the date of

exercise and the stated exercise price of the stock appreciation right. Stock appreciation rights may vest based on time or

achievement of performance goals.

***Performance Awards*.** A performance award is an award of a cash bonus or a bonus denominated in shares or units that

is subject to certain performance factors as determined by the Compensation Committee. The award of performance

shares may be settled in cash or by issuance of those shares (which may consist of restricted stock). These awards are

subject to forfeiture because of termination of employment or failure to achieve the performance conditions.

**Performance Factors**

The Compensation Committee may establish performance goals from the performance criteria set forth in the Restated

2021 Plan, which include, but are not limited to, factors such as subscription revenues; net new annual contract value

revenue; operating margin; total shareholder return or relative total shareholder return; the Company's stock price; growth

in shareholder value relative to a pre-determined index; cash flow (including free cash flow or operating cash flows) or

cash flow margins; individual confidential business objectives; attainment of objective operating goals and metrics; and

any other metric that is capable of measurement as determined by the Compensation Committee. The Compensation

Committee may provide for one or more equitable adjustments to the performance criteria to preserve the Compensation

Committee's original intent regarding such criteria at the time of the initial award grant, such as, but not limited to,

adjustments in recognition of unusual or non-recurring items such as acquisition related activities or changes in applicable

accounting rules.

---

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|:---|:---|
| **112** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

**Shareholder Approval Required for Repricing, Exchange** 

**and Buyout**

The Compensation Committee may not, without the approval of our shareholders, (i) reprice any Options or SARs, (ii)

lower the exercise price per share of any award after it is granted or (iii) cancel any award when the exercise price per

share exceeds the fair market value of one share in exchange for cash or another award.

**Insider Trading; Clawback Policy**

Each participant who receives an award will comply with any policy adopted by the Company from time to time covering

transactions in the Company's securities by employees, officers and/or directors of the Company such as our insider

trading policy and clawback policy. Additionally, all awards will be subject to clawback or recoupment pursuant to any

compensation clawback or recoupment policy adopted by the Board or required by law during the term of the participant's

employment or other service with the Company, and in addition to any other remedies available under such policy and

applicable law, the Company may require the cancellation of outstanding awards and the recoupment of any gains

realized with respect to awards.

**Restrictions on Dividends and Dividend Equivalents**

A participant will have no right to payment of stock dividends or stock distributions with respect to unvested shares, and

any such dividends or stock distributions will be accrued and paid only at such time, if any, as such unvested shares

become vested shares and are no longer subject to restrictions and risk of forfeiture.

**Change in Control**

If we undergo a Corporate Transaction (as defined in the Restated 2021 Plan), the Restated 2021 Plan provides that

outstanding awards may be assumed, converted, replaced or substituted by the successor or acquiring entity, or by a

parent or subsidiary of the successor or acquiring entity, for substantially equivalent awards (including, but not limited to,

an award to acquire the same consideration paid to the shareholders of the Company pursuant to the Corporate

Transaction), in each case after taking into account appropriate adjustments to the exercise price and the number and

nature of shares subject to such awards as may be necessary or desirable under applicable law and the Code. In the

event such successor or acquiring corporation (if any) refuses to assume, convert, replace or substitute awards pursuant

to a Corporate Transaction, then such awards shall have their vesting accelerate as to all shares subject to such award

(and any applicable right of repurchase fully lapse) immediately prior to the Corporate Transaction, with the acceleration of

performance awards based on actual performance through the date of the Corporate Transaction (unless provided

otherwise in the applicable award agreement or as determined by the Board or a committee thereof), and then such

awards will terminate.

Awards need not be treated similarly in a Corporate Transaction and treatment may vary from award to award and/or from

participant to participant.

In the event of a Corporate Transaction, the vesting of all awards granted to our non-employee directors will accelerate

and such awards will become exercisable (as applicable) in full upon the consummation of such event at such times and

on such conditions as the Compensation Committee determines.

**Foreign Award Recipients**

In order to comply with the laws in other countries in which the Company and its subsidiaries and affiliates operate or have

employees or other individuals eligible for awards, the Compensation Committee will have the power and authority to

modify the terms and conditions of any award granted to individuals outside the United States to comply with applicable

foreign laws, establish subplans and modify exercise procedures and other terms and procedures, and take any action

that the Compensation Committee determines to be necessary or advisable to comply with any local governmental

regulatory exemptions or approvals.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **113** |

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

**Transferability of Awards**

Unless the Compensation Committee provides otherwise, the Restated 2021 Plan does not allow for the transfer of

awards, other than by will or the laws of descent and distribution, and generally only the recipient of an award may

exercise it during his or her lifetime.

**Grants to Non-Employee Directors**

Non-employee directors are eligible to receive any type of award offered under the Restated 2021 Plan except ISOs. No

non-employee director may receive awards under the Restated 2021 Plan that, when combined with cash compensation

received for service as a non-employee director, exceeds $750,000 in value in any calendar year. Awards under the

Restated 2021 Plan may be granted to non-employee directors, may be automatically made pursuant to a policy adopted

by the Board, or made from time to time as determined in the discretion of the Board.

**Amendment and Termination** 

The Board is permitted to amend or terminate the Restated 2021 Plan at any time, subject to shareholder approval where

required. In addition, no amendment that is detrimental to a participant in the Restated 2021 Plan may be made to an

outstanding award without the consent of the affected participant unless such termination or amendment is necessary to

comply with applicable law, regulation or rule. Provided the Restated 2021 Plan is approved by our shareholders at the

Annual Meeting, and unless terminated earlier in accordance with its terms, the Restated 2021 Plan will terminate 10

years from April 16, 2021, the date the 2021 Plan was originally adopted by the Board.

**Federal Income Tax Consequences**

The following is a general summary under current law of certain U.S. federal income tax consequences to participants

who are citizens or individual residents of the United States relating to the types of equity awards that may be granted

under the Restated 2021 Plan. This summary deals with the general tax principles and is provided only for general

information. Certain kinds of taxes, such as foreign taxes, state and local income taxes, payroll taxes and the alternative

minimum tax, are not discussed.

***Nonqualified Stock Options, Stock Appreciation Rights*.** A recipient of an NSO or stock appreciation right will not

recognize taxable income upon the grant of those awards. However, the participant will recognize ordinary income upon

exercise in an amount equal to the difference between the fair market value of the shares and the exercise price on the

date of exercise. Any gain or loss recognized on a subsequent disposition of the shares of common stock generally will be

short-term or long-term capital gain or loss, depending on the length of time the recipient holds the shares.

***Incentive Stock Options*.** Neither the grant nor the exercise of an incentive stock option will generally result in any

taxable income to the recipient, except that the alternative minimum tax may apply at the time of exercise. The recipient

will recognize a capital gain or loss on a later sale or other disposition of such shares provided he or she does not dispose

of such shares within two years from the date the option was granted or within one year after the shares were acquired by

the recipient. If the shares are not held for the holding period described above, the recipient will recognize ordinary income

equal to the lesser of (i) the difference between the fair market value of the shares on the date of exercise and the

exercise price or (ii) the difference between the sales price and the exercise price. Any gain or loss recognized on a

subsequent disposition of the shares of common stock generally will be short-term or long-term capital gain or loss,

depending on the length of time the recipient holds the shares.

***Restricted Stock Units*.** A holder of RSUs does not recognize taxable income when the RSUs are granted. The recipient

of the award generally will recognize ordinary income in each year in which the units vest in an amount equal to the fair

market value of the shares of common stock received. Any gain or loss recognized on a subsequent disposition of the

shares of common stock generally will be short-term or long-term capital gain or loss, depending on the length of time the

recipient holds the shares.

***Other Awards*.** The grant of Restricted Stock Awards, Stock Bonus Awards and Performance Shares generally will not be

a taxable event. Generally, the recipient will recognize ordinary income equal to the excess of the fair market value over

the price paid, if any, in the first taxable year in which his or her interest in the shares underlying the award becomes

either (i) freely transferable or (ii) no longer subject to substantial risk of forfeiture (unless, with respect to an award of

restricted stock, the recipient elects to accelerate recognition as of the date of grant).

---

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|:---|:---|
| **114** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

In each of the foregoing cases, we will generally have a corresponding deduction at the time the participant recognizes

ordinary income, subject to Section 162(m) of the Code and the relevant income tax regulations. Section 162(m) places a

limit of $1 million on the amount of compensation that we may deduct as a business expense in any year with respect to

certain of our most highly paid executive officers. We may from time to time pay compensation to our executives that may

not be deductible if the Compensation Committee believes that doing so is in the best interests of our shareholders.

***ERISA Information*.** The Restated 2021 Plan is not subject to the provisions of the Employee Retirement Income Security

Act of 1974, as amended.

**New Plan Benefits**

Our named executive officers and members of our Board have an interest in this proposal by virtue of them being eligible

to receive equity awards under the Restated 2021 Plan.

No awards have been made under the Restated 2021 Plan, and no awards have been granted that are contingent on the

approval of the Restated 2021 Plan. Awards under the Restated 2021 Plan will be made at the discretion of the

Compensation Committee or the Board. Therefore, the benefits and amounts that will be received or allocated under the

Restated 2021 Plan in the future are not determinable at this time.

Currently, our non-employee directors are entitled to receive cash and equity compensation for their service as directors

as described above under "*[Director Compensation.](#i2cede626c4a34a3cbe86b47b9f7b5d33_67)*"

**Historical Plan Benefits Table**

From the inception of the 2021 Plan through February 28, 2026, our named executive officers, current executive officers

as a group, current non-employee directors as a group, and employees (excluding executive officers and directors) as a

group have been granted equity awards under the 2021 Plan, excluding shares underlying options or awards that were

granted under the 2021 Plan, but expired unexercised or were canceled, as follows:

---

| | |
|:---|:---|
| **Name and Position** | **Number of Options and**<br> **RSUs Granted**<sup>(1)</sup><br>|
| **William R. McDermott,** Chairman and Chief Executive Officer | 4248530 |
| **Gina Mastantuono,** President and Chief Financial Officer  | 893231 |
| **Jacqueline Canney,** Chief People and AI Enablement Officer | 620737 |
| **Paul Fipps, President,** Global Customer Operations | 317491 |
| **Amit Zavery, President,** Chief Product Officer and Chief Operating Officer | 461683 |
| **Paul Smith,** Former President of Global Customer and Field Operations | 763335 |
| All current executive officers as a group (6 persons) | 6693658 |
| All current non-employee directors as a group (8 persons) | 107275 |
| Each nominee for election as director (9 persons) | 4342245 |
| Each associate of any such directors, executive officers or nominees |  |
| Each other person who received or is to receive 5 percent of such options, warrants or rights |  |
| All current employees, including all current officers who are not executive officers, as a group | 71495183 |

---

<sup>(1)</sup> Includes granted time-based awards and earned performance-based awards.

Additional information about outstanding grants under the 2021 Plan can be found in the section entitled "*[Equity](#i2cede626c4a34a3cbe86b47b9f7b5d33_208)*

*[Compensation Plan Information](#i2cede626c4a34a3cbe86b47b9f7b5d33_208)*" above.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **115** |

---

**PROPOSAL 5: APPROVAL OF AMENDED AND RESTATED 2021 EQUITY INCENTIVE PLAN**

**Registration with the SEC**

Subject to shareholder approval of the Restated 2021 Plan, we intend to file with the SEC a registration statement on

Form S-8 covering the additional shares reserved for issuance under the Restated 2021 Plan.

**Vote Required**<br>

The approval of this proposal requires the affirmative vote of the holders of a majority of the outstanding shares of

common stock present or represented by proxy and entitled to vote on this proposal that are voted "FOR" or "AGAINST"

this proposal. Abstentions and broker non-votes will have no effect on the approval of this proposal.

The Board recommends a vote "FOR" the approval of the amended and restated 2021 Equity Incentive Plan

---

| | |
|:---|:---|
| **116** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

---

![](now-20260406_g149.gif)

**Proposal 6**

Shareholder Proposal Regarding

Shareholder Right to Act by

Written Consent

---

| | |
|:---|:---|
| ![02_NOW_tickmarks_TOC crossmark.jpg](now-20260406_g16.jpg)<br>| **The Board recommends a vote "AGAINST" this proposal.** |

---

ServiceNow has been advised that John Chevedden, at 2215 Nelson Ave., No. 205, Redondo Beach, CA 90278, intends

to submit the following proposal at the Annual Meeting. The "FOR" graphic below, which was submitted by Mr. Chevedden

as part of his proposal, is not a recommendation by the Board.

**Proposal 6 – Shareholder Right to Act by Written Consent**

![04_PRO012833_proposal_Proposal 7.jpg](now-20260406_g150.jpg)

Shareholders request that the board of directors take the necessary steps to permit written consent by the shareholders

entitled to cast the minimum number of votes that would be necessary to authorize an action at a meeting at which all

shareholders entitled to vote thereon were present and voting (without any unnecessary restriction based on length of

stock ownership or the method by which shareholders hold their shares). This includes shareholder ability to initiate any

appropriate topic for written consent.

ServiceNow (NOW) shareholders have a particular need for the right to act by written consent because it is considerably

more difficult than necessary for NOW shareholders to call for a special shareholder meeting.

Shareholders acting by written consent and calling for a special shareholder meeting are 2 means that shareholders of a

company can use to put forth a proposal on a timely basis without waiting for the annual shareholder meeting.

Delaware law considers it reasonable for 10% of shareholders to call for a special shareholder meeting — yet NOW made

the threshold 15% of shareholders based on all shares outstanding and then excluded all NOW shares that were not long-

term shares, which excludes the NOW shares most likely to call for a special shareholder meeting.

Acting by written consent is hardly ever used by shareholders but the main point of having a right to act by written consent

is that it gives shareholders greater standing to engage effectively with management when NOW underperforms.

The following challenging 2025 news reports on NOW make it more important to adopt this proposal without delay:

NOW stock fell by over 10% through much of 2025 and was down 12% to 16% year-to-date by November, significantly

underperforming the Nasdaq and the broader tech sector, which saw substantial gains.

In early 2025, NOW issued a 2025 subscription revenue forecast that fell short of analyst expectations, leading to a

significant stock drop. This was attributed to a slower-than-expected short-term sales bump from AI and unfavorable

foreign exchange (forex) impacts.

The projected subscription revenue growth rate for 2025 (around 19.5-20% on a non-GAAP constant currency basis) was

slower than the 23% growth rate seen in 2024, which concerned shareholders.

The stock's high valuation (trading at a premium P/E ratio) made investors nervous and contributed to the "risk-off"

attitude seen in late 2025, with concerns about potential multiple contractions.

NOW's performance was also impacted by general macroeconomic challenges and tariff-related uncertainties throughout

the year.

Increased competition from major players like Oracle and Salesforce, with Salesforce announcing a focus on the IT

service management area, poses a long-term risk.

NOW insiders were selling shares, sending a cautionary message.

Please vote yes:

**Shareholder Right to Act by Written Consent — Proposal 6**

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **117** |

---

**PROPOSAL 6: SHAREHOLDER PROPOSAL REGARDING SHAREHOLDER RIGHT TO ACT BY** 

**WRITTEN CONSENT**

**Statement of the Board of Directors**<br>

**The Board recommends a vote "AGAINST" this proposal.** 

The Board has considered the shareholder proposal and determined that its adoption is unnecessary and not in the best

interests of ServiceNow or our shareholders. As discussed further below, the Board believes that a written consent right is

unnecessary given the ability of our shareholders holding 15% or more of our outstanding shares for at least one year to

call special meetings of shareholders. This proposal, if adopted, could disenfranchise shareholders and may deprive them

of their rights, while enabling other short-term or special interest investors to approve proposals that are not in the best

interest of all shareholders. In addition, the Board believes that our overall corporate governance reflects current best

practices and provides shareholders with meaningful rights to communicate their views and ensure Board accountability

and responsiveness to shareholders.

***The Board believes that matters requiring shareholder approval should be presented to, and voted on, by***

***shareholders at a meeting where all shareholders can participate.*** Our governing documents require that actions

subject to a shareholder vote be considered at a meeting of shareholders. This requirement ensures that all shareholders

receive advance notice of the proposed action and have an opportunity to discuss it and consider all points of view. In

contrast, the proposal would allow one group of shareholders to approve and adopt critical actions relating to ServiceNow

without notice to other shareholders and without an opportunity for discussion at a shareholder meeting. Action by written

consent can occur with little or no advance notice to ServiceNow, other shareholders or the market. As a result, the Board

may not have a meaningful opportunity to consider the merits of the proposed action, to consider alternative courses of

action or to communicate its views to shareholders.

***The Board believes that the current right of holders of 15% of our shares for at least one year to request a special***

***meeting of shareholders is preferable to a written consent right.*** In 2021, our Board and shareholders approved an

amendment to our Restated Certificate of Incorporation to allow one or more shareholders of record holding at least 15%

of our outstanding shares of common stock for at least one year to call a special meeting of shareholders. The Board

believes that the current special meeting right strikes an appropriate balance by ensuring that shareholders have a

meaningful right to call a special meeting to act on extraordinary, pressing events, while also protecting ServiceNow and

its broader shareholder base against narrow and short-term interests. A special meeting right set at an appropriate

threshold is preferable to action by written consent because a meeting allows all shareholders to participate in, and

discuss the merits of, a proposed action, and allows the Board to make a thoughtful recommendation about the action. As

a result, a strong shareholder special meeting right, as ServiceNow currently has, is better suited to a culture of

transparency and good corporate governance. The Board believes that having a special meeting right at a 15% ownership

threshold strikes the right balance for ServiceNow and our shareholders, as it is a low enough threshold to provide a

meaningful right for shareholders to act between annual meetings, yet high enough to prevent a single shareholder (or

small group of shareholders) from acting without broad shareholder support.

***ServiceNow is committed to strong and effective corporate governance practices and has a demonstrated***

***commitment to shareholder engagement, which promotes accountability.*** The Board has evaluated this proposal in

the context of our corporate governance policies that reflect ServiceNow's commitment to best practices with respect to

accountability and responsiveness to our shareholders. The Board finds the written consent right to be unnecessary as

ServiceNow provides its shareholders with sufficient opportunities to express their views on ServiceNow's governance.

These opportunities include:

• <u>Annual election of directors</u>. ServiceNow directors are elected annually and shareholders can remove directors with or

without cause.

• <u>Majority voting standard</u>. ServiceNow has a majority voting standard for the election of directors in

uncontested elections.

• <u>"Proxy access" right to nominate directors</u>. ServiceNow shareholders have proxy access rights to nominate directors for

election to be included in the proxy statement.

• <u>Majority independent board</u>. Six out of nine directors nominated for election to the Board are independent.

• <u>Independent committees</u>. All ServiceNow Board committees are comprised entirely of independent directors.

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| **118** | ![06_PRO012833_logo_servicenow_servicenow.jpg](now-20260406_g5.jpg)<br>|

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**PROPOSAL 6: SHAREHOLDER PROPOSAL REGARDING SHAREHOLDER RIGHT TO ACT BY** 

**WRITTEN CONSENT**

• <u>No Supermajority Voting Provisions</u>: In response to shareholder feedback, at the 2025 annual shareholders meeting,

the Board and shareholders approved amendments to our Restated Certificate of Incorporation which eliminated any

supermajority voting provisions.

• <u>Annual "Say On Pay" Advisory Vote</u>. ServiceNow holds an annual advisory vote on executive compensation – and is

recommending that shareholders support a "one year" frequency for future such votes in Proposal 3 – to allow

shareholders the opportunity to express their views on executive compensation.

• <u>Active Shareholder Engagement Program</u>. ServiceNow actively engages with shareholders throughout the year,

including twice a year to solicit feedback on board and governance matters.

In light of our existing right of shareholders to call special meetings with a 15% ownership threshold, as well as the

Board's continuing commitment to effective corporate governance, the Board believes that the written consent right

proposal is unnecessary and not in the best interests of ServiceNow and its shareholders.

**Vote Required**<br>

The approval of this proposal requires the affirmative vote of a majority of the outstanding shares of common stock

present or represented by proxy and entitled to vote on the proposal that are voted "FOR" or "AGAINST" this proposal.

Abstentions and broker non-votes, if any, will have no effect on the outcome of the vote. The vote is an advisory vote, and

therefore not binding.

The Board recommends a vote "AGAINST" this proposal.

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **119** |

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![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Annual Meeting General Information**

We are soliciting the accompanying proxy on behalf of the board of directors of ServiceNow, Inc. for use at our Annual

Meeting on Thursday, May 21, 2026, at 10:00 a.m. Pacific Time to be conducted via live webcast at

www.virtualshareholdermeeting.com/NOW2026.

The information provided in the "question and answer" format below is for your convenience and is only a summary of the

information contained in this Proxy Statement. You should read this entire Proxy Statement carefully.

**What matters will be voted on at the Annual Meeting?**

The following items will be voted on at the Annual Meeting:

• The election of nine directors, each to serve until the next annual meeting and until his or her successor has been

elected and qualified or until his or her earlier death, resignation or removal;

• A non-binding advisory vote on a resolution to approve the compensation of our named executive officers

(commonly referred to as "say on pay");

• A non-binding advisory vote on the frequency of future advisory votes on executive compensation;

• The ratification of the appointment of PwC as our independent registered public accounting firm for the year ending

December 31, 2026;

• To approve our Amended and Restated 2021 Equity Incentive Plan to increase the number of shares reserved

for issuance;

• Shareholder proposal regarding shareholder right to act by written consent, if properly presented; and

• Any other business that may properly come before the Annual Meeting.

**What are the voting recommendations of our Board of Directors?**

Our Board recommends that you vote:

• "FOR" the election of each of William R. McDermott, Susan L. Bostrom, Teresa Briggs, Paul E. Chamberlain, Lawrence

J. Jackson, Jr., Frederic B. Luddy, Joseph "Larry" Quinlan, Anita M. Sands and Eric S. Yuan as directors, each to serve

until the next annual meeting and until his or her successor is elected and qualified or his or her earlier death,

resignation or removal;

• "FOR" the approval, on an advisory and non-binding basis, of the compensation of our named executive officers

(commonly referred to as "say on pay");

• "ONE YEAR" for the frequency of future advisory votes on executive compensation;

• "FOR" the ratification of the appointment of PwC as our independent registered public accounting firm for the year

ending December 31, 2026;

• "FOR" the approval of our Amended and Restated 2021 Equity Incentive Plan to increase the number of shares

reserved for issuance; and

• "AGAINST" the shareholder proposal regarding shareholder right to act by written consent.

If any other items of business or other matters are properly brought before the Annual Meeting and you have not given us

prior instruction on how to vote your shares, your proxy gives authority to the persons named on the proxy card to vote

those shares with respect to those other items of business or other matters. In these scenarios, the persons named on the

proxy card intend to vote the proxy in accordance with their best judgment. We are not currently aware of any other

matters that may properly be presented for action at the Annual Meeting.

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**ANNUAL MEETING GENERAL INFORMATION**

**Where can I access the proxy materials?**

Under rules adopted by the SEC, we are furnishing proxy materials to our shareholders on the Internet instead of mailing

printed copies of those materials to each shareholder. However, on or about April 6, 2026, we expect to mail to our

shareholders a Notice Regarding Availability of Proxy Materials (the "Notice of Internet Availability") containing instructions

on how to access our proxy materials, including this Proxy Statement and our 2025 Annual Report to shareholders.

The Notice of Internet Availability also provides instructions on how to vote over the Internet, by telephone and by mail and

includes instructions on how to receive a paper copy of the proxy materials by mail or an electronic copy of the proxy

materials by email.

This process is designed to reduce our environmental impact and lowers the costs of printing and distributing our proxy

materials without adversely impacting your timely access to this important information. If you would prefer to receive

printed proxy materials, please follow the instructions included in the Notice of Internet Availability.

**What is the record date?**

Only holders of record of our common stock at the close of business on March 23, 2026 (the "Record Date") will be

entitled to vote at the Annual Meeting. At the close of business on the Record Date, we had 1,036,156,701 shares of

common stock outstanding and entitled to vote. No shares of preferred stock were outstanding as of such date.

**What is a quorum?**

The holders of a majority of the voting power of the shares of stock entitled to vote at the Annual Meeting as of the close

of business on the Record Date must be present or represented by proxy at the Annual Meeting to constitute a quorum to

hold the meeting and conduct business. Both abstentions and broker non-votes (described below) are counted for the

purpose of determining a quorum. If a quorum is not obtained, the chairperson of the Annual Meeting or the holders of a

majority of the shares of common stock present, in person or by proxy, at the Annual Meeting may adjourn the Annual

Meeting to a later date.

**Who is entitled to vote?**

***Shareholder of Record.*** If, at the close of business on the Record Date, your shares were registered directly in your

name with our transfer agent, Computershare Trust Company, N.A., then you are considered the shareholder of record

with respect to those shares. As a shareholder of record, you may vote online at the Annual Meeting, by telephone, over

the Internet or by filling out and returning the proxy card.

***Beneficial Owner.*** If, at the close of business on the Record Date, your shares were held in an account with a brokerage

firm, bank or other nominee on your behalf, then you are considered to be the "beneficial owner" of shares. In the system

of record used for identifying shareholders, those shares will be reported as being held by the nominee (e.g., your

brokerage firm). We refer to those shares as being held in "street name." As a beneficial owner, you have the right to

direct your nominee on how to vote the shares held in your account by following the voting instructions that your nominee

provides. The nominee that holds your shares is considered the shareholder of record for purposes of voting at the

Annual Meeting. Because you are not the shareholder of record in that case, you may vote your shares online at the

Annual Meeting only by following the instructions from your brokerage firm, bank or other nominee.

**How many votes do I have?**

Each holder of shares of common stock is entitled to one vote for each share of common stock held as of the close of

business on the Record Date. You may vote all shares owned by you as of the Record Date, including (i) shares held

directly in your name as the shareholder of record and (ii) shares held for you as the beneficial owner in street name

through a brokerage firm, bank or other nominee.

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **121** |

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**ANNUAL MEETING GENERAL INFORMATION**

**Why are you holding a virtual meeting and how can I attend?**

We believe hosting our Annual Meeting virtually expands access and enables improved communication by allowing

shareholders to participate from any location. Digital transformation of experiences such as our Annual Meeting allow

shareholders to gather safely and conveniently, without the need for travel. We have designed our virtual format to

expand, rather than reduce, shareholder access, participation and communication. Shareholders will be able to attend our

Annual Meeting, vote and submit questions online from virtually any location around the world.

We do not place restrictions on the type or form of questions that you may ask; however, we ask that you be respectful,

and we reserve the right to edit profanity or other inappropriate language for publication. During the live Q&A portion of the

Annual Meeting, we will answer questions as they come in and address those asked in advance, as time permits. We

have committed to publishing and answering each question received on the Investor Relations section of our website,

which can be found at investors.servicenow.com, following the Annual Meeting. A replay of the Annual Meeting will be

publicly available 24 hours after the Annual Meeting at www.virtualshareholdermeeting.com/NOW2026. Our virtual Annual

Meeting website contains instructions for addressing technical and logistical issues related to accessing the virtual Annual

Meeting and accessing technical support to assist a shareholder who encounters any difficulties accessing the virtual

Annual Meeting.

To participate in our virtual Annual Meeting, including to vote and ask questions, visit

www.virtualshareholdermeeting.com/NOW2026 and enter your 16-digit control number included in the Notice of Internet

Availability, on your proxy card or in the instructions that accompanied your proxy materials.

**How do I vote?**

***Shareholders of Record.*** If you are a shareholder of record, you may vote in one of the following ways:

• **You may vote by telephone or over the Internet.** To vote by telephone or over the Internet, follow the instructions

provided in the Notice of Internet Availability or proxy card. If you vote by telephone or over the Internet, you do not

need to return a proxy card by mail.

• **You may vote by mail.** If you request or receive a proxy card, simply sign and date the proxy card and return it in the

envelope provided.

• **You may vote online at the Annual Meeting website.** If you plan to attend the Annual Meeting, you may vote online

at the virtual Annual Meeting by visiting www.virtualshareholdermeeting.com/NOW2026. Please have your 16-digit

control number to join the Annual Meeting.

Votes submitted by telephone, over the Internet or by mail must be received by 8:59 p.m., Pacific Time, on May 20, 2026.

Submitting your proxy (whether by telephone, over the Internet or by mail if you request or receive a proxy card) will not

affect your right to vote online at the Annual Meeting should you decide to attend.

***Beneficial Owners*.** If you are the beneficial owner of shares held of record by a brokerage firm, bank or other nominee

(as described above in the question "Who is entitled to vote?"), you will receive voting instructions from your nominee.

You must follow the voting instructions provided by your nominee to instruct your nominee how to vote your shares.

The availability of Internet and telephone voting options will depend on the voting process of your brokerage firm, bank or

other nominee. As discussed above, you may vote your shares online at the Annual Meeting only by following the

instructions from your brokerage firm, bank or other nominee.

**What are abstentions and broker non-votes, and what are their** 

**effects? How many votes are needed to approve each matter?**

***Abstentions.*** An abstention represents a shareholder's affirmative choice to decline to vote on a proposal. If a

shareholder indicates that it wishes to abstain from voting its shares, or if a brokerage firm, bank or other nominee holding

its customers' shares of record causes abstentions to be recorded for such shares, the shares still will be considered

present and entitled to vote at the Annual Meeting. As a result, abstentions will be counted for purposes of determining the

presence of a quorum.

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**ANNUAL MEETING GENERAL INFORMATION**

***Broker Non-Votes.*** A broker non-vote occurs when shares held by a brokerage firm, bank or other nominee holding

shares for a beneficial owner are not voted on a proposal because (i) the brokerage firm, bank or other nominee has not

received voting instructions from the shareholder who beneficially owns the shares and (ii) the brokerage firm or other

nominee lacks the authority to vote the shares in the brokerage firm's discretion. Under the rules of the NYSE, brokerage

firms, banks and other nominees do not have discretionary authority to vote shares with respect to

Proposal No. 1 (election of directors), Proposal No. 2 (compensation of named executive officers), Proposal No. 3

(frequency of future advisory votes on executive compensation), Proposal No. 5 (approval of the Amended and Restated

2021 Equity Incentive Plan), or Proposal No. 6 (shareholder proposal regarding shareholder right to act by written

consent) but do have discretionary authority to vote shares with respect to Proposal No. 4 (ratification of the appointment

of the independent registered public accounting firm). This means that, for example, if you hold your shares at a

brokerage firm and do not instruct your broker on how to vote your shares, the broker will not vote your shares on

Proposal Nos. 1, 2, 3, 5 and 6 but may vote your shares for Proposal No. 4. Broker non-votes will be counted for purposes

of calculating whether a quorum is present at the Annual Meeting and will make a quorum more readily attainable.

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| | | | | |
|:---|:---|:---|:---|:---|
| **Proposal** | **Votes Required for** <br>**Approval**<br>| **How May** <br>**You Vote?**<br>| **Will "Broker** <br>**Non-Votes" Impact** <br>**the Outcome?**<br>| **Will** <br>**"Abstentions"** <br>**Impact the** <br>**Outcome?**<sup>(1)</sup><br>|
| **PROPOSAL NO. 1** | Votes cast "For" such <br>nominee exceed the votes <br>cast "Against" such <br>nominee<sup>(2)</sup> | "For," "Against" or <br>"Abstain" with <br>respect to each <br>nominee | No | No |
|  | Votes cast "For" such <br>nominee exceed the votes <br>cast "Against" such <br>nominee<sup>(2)</sup> | "For," "Against" or <br>"Abstain" with <br>respect to each <br>nominee | No | No |
| Election of Directors | Votes cast "For" such <br>nominee exceed the votes <br>cast "Against" such <br>nominee<sup>(2)</sup> | "For," "Against" or <br>"Abstain" with <br>respect to each <br>nominee | No | No |
| **PROPOSAL NO. 2** | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
|  | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
| Advisory Vote to Approve the <br>Compensation of our Named <br>Executive Officers<sup>(3)</sup> | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
| **PROPOSAL NO. 3** | Frequency receiving <br>greatest number of votes <br>cast | "One Year,"<br>"Two Years," <br>"Three Years," or <br>"Abstain" | No | No |
|  | Frequency receiving <br>greatest number of votes <br>cast | "One Year,"<br>"Two Years," <br>"Three Years," or <br>"Abstain" | No | No |
| Advisory Vote on the Frequency <br>of Future Advisory Votes on <br>Executive Compensation<sup>(4)</sup> | Frequency receiving <br>greatest number of votes <br>cast | "One Year,"<br>"Two Years," <br>"Three Years," or <br>"Abstain" | No | No |
| **PROPOSAL NO. 4** | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | Not applicable as <br>brokers generally <br>have discretion to <br>vote uninstructed <br>shares on <br>this proposal | No |
|  | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | Not applicable as <br>brokers generally <br>have discretion to <br>vote uninstructed <br>shares on <br>this proposal | No |
| Ratification of the Appointment <br>of PricewaterhouseCoopers LLP | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | Not applicable as <br>brokers generally <br>have discretion to <br>vote uninstructed <br>shares on <br>this proposal | No |
| **PROPOSAL NO. 5** | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
|  | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
| Approval of Amended and <br>Restated 2021 Equity <br>Incentive Plan | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
| **PROPOSAL NO. 6** | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
|  | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |
| Shareholder Proposal <br>Regarding Shareholder Right to <br>Act by Written Consent | Majority of votes cast <br>"For" or "Against" | "For," "Against" or <br>"Abstain" | No | No |

---

<sup>(1)</sup> Abstentions do not impact the outcome of the vote but are counted for purposes of determining quorum.

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **123** |

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**ANNUAL MEETING GENERAL INFORMATION**

<sup>(2)</sup> Our Bylaws provide that in any uncontested election, a director nominee shall be elected to the Board if the votes cast for such nominee's

election exceed the votes cast against such nominee's election. Under our Corporate Governance Guidelines, if a current director fails to

receive the required vote for re-election, the director will tender his or her resignation and our Board will decide whether to accept

the resignation.

<sup>(3)</sup> This vote is not intended to address any specific item of compensation, but rather the overall compensation of our named executive officers and

the philosophy, policies and procedures described in this Proxy Statement. As an advisory vote, **this proposal is not binding**. However, our

Board and Compensation Committee will consider the outcome of the vote when making future compensation decisions for our named

executive officers.

<sup>(4)</sup> As an advisory vote, **this proposal is not binding**. However, our Board will consider the outcome of the vote on the frequency of future

advisory votes on executive compensation when determining how often to submit executive compensation to an advisory vote of stockholders.

**Who will pay for the expense of soliciting proxies?**

The expense of soliciting proxies will be paid by the Company. Following the original mailing of the soliciting materials, the

Company and its agents may solicit proxies by mail, electronic mail, telephone, by other similar means or in person. Our

directors, officers and other employees, without additional compensation, may solicit proxies personally or in writing, by

telephone, e-mail or otherwise. Following the original mailing of the proxy materials, the Company will request brokerage

firms, banks or other nominees to forward copies of the proxy materials to persons for whom they hold shares and to

request authority for the exercise of proxies. In such cases, the Company, upon the request of the record holders, will

reimburse such holders for their reasonable expenses. If you choose to access the proxy materials and/or vote over the

Internet, you are responsible for any Internet access charges you may incur. We do not currently plan to retain a proxy

solicitor to assist in the solicitation of proxies.

**Can I revoke my proxy or change my vote?**

***Shareholders of Record.*** If you are a shareholder of record, you may revoke your proxy or change your proxy

instructions at any time before your proxy is voted at the Annual Meeting by:

• delivering to the Corporate Secretary of the Company a written notice stating that the proxy is revoked;

• signing, dating and delivering a proxy bearing a later date;

• voting again by telephone or over the Internet; or

• virtually attending and voting online at the Annual Meeting (although attendance at the meeting will not, by itself,

revoke a proxy).

***Beneficial Owners.*** If you are a beneficial owner (as described above in the question "Who is entitled to vote?"), you

must contact the brokerage firm, bank or other nominee holding your shares and follow its instructions to change your

vote or revoke your proxy.

**Where can I find the voting results of the Annual Meeting?**

Voting results will be tabulated and certified by the inspector of elections appointed for the Annual Meeting.

The preliminary voting results will be announced at the Annual Meeting, and the final results will be reported in a Current

Report on Form 8-K filed with the SEC within four business days after the Annual Meeting. If the official results are not

available at that time, we will provide preliminary voting results in a Form 8-K and the final results in an amendment to that

report as soon as they become available.

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![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Additional Information**

**Shareholder Proposals to be Presented at** 

**Next Annual Meeting** 

The Company's Bylaws provide that, for shareholder nominations to our Board or other proposals to be considered at an

annual meeting, shareholders must give timely notice thereof in writing to the Corporate Secretary at ServiceNow, Inc.,

2225 Lawson Lane, Santa Clara, California 95054, Attn: Corporate Secretary.

To be timely for the 2027 Annual Meeting, a shareholder's notice must be delivered to or mailed and received by our

Corporate Secretary at the principal executive offices of the Company not earlier than 5:00 p.m. Pacific Time on

January 21, 2027, and not later than 5:00 p.m. Pacific Time on February 20, 2027. A shareholder's notice to the Corporate

Secretary must set forth, as to each matter the shareholder proposes to bring before the Annual Meeting, the information

required by our Bylaws. In addition to satisfying the provisions in our Bylaws relating to nominations of director candidates,

including the deadline for written notices, to comply with the SEC's universal proxy rule, shareholders who intend to solicit

proxies in support of director nominees other than the Company's nominees in compliance with Rule 14a-19 of the

Exchange Act must provide notice that sets forth the information required by Rule 14a-19 no later than March 22, 2027.

Shareholder proposals submitted pursuant to Exchange Act Rule 14a-8 and intended to be presented at ServiceNow's

2027 Annual Meeting must be received by the Company not later than December 7, 2026, in order to be considered for

inclusion in ServiceNow's proxy materials for that meeting.

In addition, our Bylaws contain "proxy access" provisions that permit a shareholder or group of shareholders to include

director candidates that they intend to nominate in our Annual Meeting Proxy Statement and on our proxy card, provided

that the shareholder ownership, notice and other requirements set forth in our Bylaws are satisfied. To be timely for our

2027 Annual Meeting, the required notice under the proxy access provisions of our Bylaws must be received by the

Corporate Secretary at the address set forth above not earlier than 5:00 p.m. Pacific Time on November 7, 2026, and not

later than 5:00 p.m. Pacific Time on December 7, 2026.

**Available Information**

We will mail to any shareholder, without charge, upon written request, a copy of our Annual Report on Form 10-K for the

year ended December 31, 2025, including the financial statements and list of exhibits, and any exhibit specifically

requested. Requests should be sent to:

**Investor Relations** 

**ServiceNow, Inc.**

**2225 Lawson Lane**

**Santa Clara, California 95054**

The Annual Report is also available on the Investor Relations website at investors.servicenow.com. Please help us reduce

administrative costs by taking advantage of this method of obtaining our Annual Report.

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **125** |

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**ADDITIONAL INFORMATION**

**"Householding" — Shareholders Sharing the** 

**Same Address** 

SEC rules permit companies and intermediaries (such as brokers) to implement a delivery procedure called

"householding." Under this procedure, multiple shareholders who reside at the same address receive a single copy of our

annual report and proxy materials, including the Notice of Internet Availability, unless an affected shareholder has provided

contrary instructions. This procedure reduces printing costs and postage fees.

This year, a number of ServiceNow shareholders will be "householding" our annual report and proxy materials, including

the Notice of Internet Availability. A single Notice of Internet Availability and, if applicable, a single set of annual report and

other proxy materials will be delivered to multiple shareholders sharing an address unless contrary instructions have been

received from the affected shareholders. Once you have received notice from your broker that it will be "householding"

communications to your address, "householding" will continue until you are notified otherwise or until you revoke

your consent.

Upon written or oral request, we will promptly deliver a separate copy of the Notice of Internet Availability and, if

applicable, annual report and other proxy materials to any shareholder at a shared address to which a single copy

of any of those documents was delivered. To receive a separate copy of the Notice of Internet Availability and,

if applicable, annual report and other proxy materials, you may write to Investor Relations at 2225 Lawson Lane,

Santa Clara, California 95054, Attn: Investor Relations or call (408) 501-8550. Shareholders who hold shares of our

common stock in street name may contact their brokerage firm, bank, broker or other nominee to request information

about householding.

Any shareholders who share the same address and currently receive multiple copies of the Notice of Internet Availability

or annual report and other proxy materials who wish to receive only one copy in the future can contact their bank, broker

or other nominee to request information about householding or the Company's Investor Relations department at the

address or telephone number listed above.

**Other Matters**

We are not currently aware of any other matters that may properly be presented for action at the Annual Meeting except

as specified in the notice of the Annual Meeting. As to any business that may arise and properly come before the Annual

Meeting, however, the proxy holders will vote the proxies on these matters in accordance with their best judgment.

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| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **A-1** |

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![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Appendix A**

**Amended and Restated 2021 Equity** 

**Incentive Plan**

**1.<u>PURPOSE</u>**. The purpose of this Plan is to provide incentives to attract, retain, and motivate eligible persons whose

present and potential contributions are important to the success of the Company, and any Parents, Subsidiaries, and

Affiliates that exist now or in the future, by offering them an opportunity to participate in the Company's future

performance through the grant of Awards. Capitalized terms not defined elsewhere in the text are defined in

Section 28.

**2.<u>SHARES SUBJECT TO THE PLAN</u>**.

2.1.<u>Number of Shares Available</u>. Subject to Sections 2.5 and 21 and any other applicable provisions hereof, the

total number of Shares reserved and available for grant and issuance pursuant to this Plan, as of the date of

adoption of the Plan by the Board, is 98,181,895 Shares.

2.2.<u>Lapsed, Returned Awards</u>. Shares subject to Awards, and Shares issued under the Plan under any Award, will

again be available for grant and issuance in connection with subsequent Awards under this Plan to the extent

such Shares: (a) are subject to issuance upon exercise of an Option or SAR granted under this Plan but which

cease to be subject to the Option or SAR for any reason other than exercise of the Option or SAR, (b) are

subject to Awards granted under this Plan that are forfeited or are repurchased by the Company at the original

issue price, (c) are subject to Awards granted under this Plan that otherwise terminate without such Shares

being issued or (d) are surrendered pursuant to an Exchange Program. To the extent an Award under the Plan

is paid out in cash rather than Shares, such cash payment will result in reducing the number of Shares

available for issuance under the Plan. In the event that Participant tenders or the Company withholds Shares to

pay either the Exercise Price of an Award or the withholding taxes due upon the exercise or settlement of an

Award, (i) the full number of Shares exercised (including such number of Shares used to pay the Exercise Price

or withholding taxes) shall reduce the Number of Shares available for issuance under the Plan and (ii) such

number of Shares used to pay the Exercise Price or withholding taxes shall not be added to the Shares

authorized for grant under the Plan. For the avoidance of doubt, Shares that otherwise become available for

grant and issuance because of the provisions of this Section 2.2 will not include Shares subject to Awards that

initially became available because of the substitution clause in Section 21.2 hereof.

2.3.<u>Minimum Share Reserve</u>. At all times the Company will reserve and keep available a sufficient number of

Shares as will be required to satisfy the requirements of all outstanding Awards granted under this Plan.

2.4.<u>ISO Limitation</u>. No more than 150,000,000 Shares will be issued pursuant to the exercise of ISOs granted

under the Plan.

2.5.<u>Adjustment of Shares</u>. If the number or class of outstanding Shares is changed by a stock dividend,

extraordinary dividend or distribution (whether in cash, shares, or other property, other than a regular cash

dividend), recapitalization, stock split, reverse stock split, subdivision, combination, consolidation,

reclassification, spin-off, or similar change in the capital structure of the Company, without consideration, then

(a) the number and class of Shares reserved for issuance and future grant under the Plan set forth in Section

2.1, (b) the Exercise Prices of and number and class of Shares subject to outstanding Options and SARs, (c)

the number and class of Shares subject to other outstanding Awards, and (d) the maximum number and class

of Shares that may be issued as ISOs set forth in Section 2.4, will be proportionately adjusted, subject to any

required action by the Board or the stockholders of the Company and in compliance with applicable securities

laws, provided that fractions of a Share will not be issued.

If, by reason of an adjustment pursuant to this Section 2.5, a Participant's Award Agreement or other agreement related to

any Award, or the Shares subject to such Award, covers additional or different shares of stock or securities, then such

additional or different shares, and the Award Agreement or such other agreement in respect thereof, will be subject to all

of the terms, conditions, and restrictions which were applicable to the Award or the Shares subject to such Award prior to

such adjustment.

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| **A-2** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

**3.<u>ELIGIBILITY</u>**. ISOs may be granted only to Employees. All other Awards may be granted to Employees, Consultants,

Directors, and Non-Employee Directors, provided that such Consultants, Directors, and Non-Employee Directors

render bona fide services not in connection with the offer and sale of securities in a capital-raising transaction.

**4.<u>ADMINISTRATION</u>**.

4.1.<u>Committee Composition; Authority</u>. This Plan will be administered by the Committee or by the Board acting as

the Committee. Subject to the general purposes, terms, and conditions of this Plan, and to the direction of the

Board, the Committee will have full power to implement and carry out this Plan, except, however, the Board will

establish the terms for the grant of an Award to Non-Employee Directors. The Committee will have the

authority to:

(1)construe and interpret this Plan, any Award Agreement, and any other agreement or document

executed pursuant to this Plan;

(2)prescribe, amend, and rescind rules and regulations relating to this Plan or any Award;

(3)select persons to receive Awards;

(4)determine the form and terms and conditions, not inconsistent with the terms of the Plan, of any Award

granted hereunder. Such terms and conditions include, but are not limited to, the Exercise Price, the

time or times when Awards may vest and be exercised (which may be based on performance criteria) or

settled, any vesting acceleration or waiver of forfeiture restrictions, the method to satisfy tax withholding

obligations or any other tax liability legally due, and any restriction or limitation regarding any Award or

the Shares relating thereto, based in each case on such factors as the Committee will determine;

(5)determine the number of Shares or other consideration subject to Awards;

(6)determine the Fair Market Value in good faith and interpret the applicable provisions of this Plan and the

definition of Fair Market Value in connection with circumstances that impact the Fair Market Value, if

necessary;

(7)determine whether Awards will be granted singly, in combination with, in tandem with, in replacement of,

or as alternatives to, other Awards under this Plan or any other incentive or compensation plan of the

Company or any Parent, Subsidiary, or Affiliate;

(8)grant waivers of Plan or Award conditions;

(9)determine the vesting, exercisability, and payment of Awards;

(10)correct any defect, supply any omission or reconcile any inconsistency in this Plan, any Award or any

Award Agreement;

(11)determine whether an Award has been vested and/or earned;

(12)determine the terms and conditions of any, and to institute any Exchange Program;

(13)reduce or modify any criteria with respect to Performance Factors;

(14)adjust Performance Factors to take into account changes in law and accounting or tax rules as the

Committee deems necessary or appropriate to reflect the impact of extraordinary or unusual items,

events, or circumstances to avoid windfalls or hardships;

(15)adopt terms and conditions, rules, and/or procedures (including the adoption of any subplan under this

Plan) relating to the operation and administration of the Plan to accommodate requirements of local law

and procedures outside of the United States or to qualify Awards for special tax treatment under laws of

jurisdictions other than the United States;

(16)exercise discretion with respect to Performance Awards;

(17)make all other determinations necessary or advisable for the administration of this Plan; and

(18)delegate any of the foregoing to a subcommittee or to one or more executive officers pursuant to a

specific delegation as permitted by applicable law, including but not limited to Section 157(c) of the

Delaware General Corporation Law.

4.2.<u>Committee Interpretation and Discretion</u>. Any determination made by the Committee with respect to any Award

will be made in its sole discretion at the time of grant of the Award or, unless in contravention of any express

term of the Plan or Award, at any later time, and such determination will be final and binding on the Company

and all persons having an interest in any Award under the Plan. Any dispute regarding the interpretation of the

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| **2026 PROXY STATEMENT** | **A-3** |

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**APPENDIX A**

Plan or any Award Agreement will be submitted by the Participant or Company to the Committee for review.

The resolution of such a dispute by the Committee will be final and binding on the Company and the

Participant. The Committee may delegate to one or more executive officers the authority to review and resolve

disputes with respect to Awards held by Participants who are not Insiders, and such resolution will be final and

binding on the Company and the Participant.

4.3.<u>Documentation</u>. The Award Agreement for a given Award, the Plan, and any other documents may be delivered

to, and accepted by, a Participant or any other person in any manner (including electronic distribution or

posting) that meets applicable legal requirements.

4.4.<u>Foreign Award Recipients</u>. Notwithstanding any provision of the Plan to the contrary, in order to comply with the

laws and practices in other countries in which the Company, its Subsidiaries, and Affiliates operate or have

Employees or other individuals eligible for Awards, the Committee, in its sole discretion, will have the power

and authority to: (a) determine which Subsidiaries and Affiliates will be covered by the Plan; (b) determine

which individuals outside the United States are eligible to participate in the Plan, which may include individuals

who provide services to the Company, Subsidiary or Affiliate under an agreement with a foreign nation or

agency; (c) modify the terms and conditions of any Award granted to individuals outside the United States or

foreign nationals to comply with applicable foreign laws, policies, customs, and practices; (d) establish

subplans and modify exercise procedures, vesting conditions, and other terms and procedures to the extent the

Committee determines such actions to be necessary or advisable (and such subplans and/or modifications will

be attached to this Plan as appendices, if necessary); and (e) take any action, before or after an Award is

made, that the Committee determines to be necessary or advisable to obtain approval or comply with any local

governmental regulatory exemptions or approvals, provided, however, that no action taken under this Section

4.4 will increase the Share limitations contained in Section 2.1 hereof. Notwithstanding the foregoing, the

Committee may not take any actions hereunder, and no Awards will be granted, that would violate the

Exchange Act or any other applicable United States securities law, the Code, or any other applicable United

States governing statute or law.

**5.<u>OPTIONS</u>**. An Option is the right but not the obligation to purchase a Share, subject to certain conditions, if applicable.

The Committee may grant Options to eligible Employees, Consultants, and Directors and will determine whether such

Options will be Incentive Stock Options within the meaning of the Code ("***ISOs***") or Nonqualified Stock Options

("***NQSOs***"), the number of Shares subject to the Option, the Exercise Price of the Option, the period during which the

Option may vest and be exercised, and all other terms and conditions of the Option, subject to the following terms of

this section.

5.1.<u>Option Grant</u>. Each Option granted under this Plan will identify the Option as an ISO or an NQSO. An Option

may be, but need not be, awarded upon satisfaction of such Performance Factors during any Performance

Period as are set out in advance in the Participant's individual Award Agreement. If the Option is being earned

upon the satisfaction of Performance Factors, then the Committee will: (a) determine the nature, length, and

starting date of any Performance Period for each Option; and (b) select from among the Performance Factors

to be used to measure the performance, if any. Performance Periods may overlap and Participants may

participate simultaneously with respect to Options that are subject to different performance goals and

other criteria.

5.2.<u>Date of Grant</u>. The date of grant of an Option will be the date on which the Committee makes the determination

to grant such Option, or a specified future date. The Award Agreement will be delivered to the Participant within

a reasonable time after the granting of the Option.

5.3.<u>Exercise Period</u>. Options may be vested and exercisable within the times or upon the conditions as set forth in

the Award Agreement governing such Option, provided, however, that no Option will be exercisable after the

expiration of ten (10) years from the date the Option is granted and provided further that no ISO granted to a

person who, at the time the ISO is granted, directly or by attribution owns more than ten percent (10%) of the

total combined voting power of all classes of stock of the Company or of any Parent or Subsidiary ("***Ten***

***Percent Stockholder***") will be exercisable after the expiration of five (5) years from the date the ISO is

granted. The Committee also may provide for Options to become exercisable at one time or from time to time,

periodically or otherwise, in such number of Shares or percentage of Shares as the Committee determines.

5.4.<u>Exercise Price</u>. The Exercise Price of an Option will be determined by the Committee when the Option is

granted, provided that: (a) the Exercise Price of an Option will be not less than one hundred percent (100%) of

the Fair Market Value of the Shares on the date of grant, and (b) the Exercise Price of any ISO granted to a Ten

Percent Stockholder will not be less than one hundred ten percent (110%) of the Fair Market Value of the

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| **A-4** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

Shares on the date of grant. Payment for the Shares purchased may be made in accordance with Section 11

and the Award Agreement and in accordance with any procedures established by the Company.

5.5.<u>Method of Exercise</u>. Any Option granted hereunder will be vested and exercisable according to the terms of the

Plan and at such times and under such conditions as determined by the Committee and set forth in the Award

Agreement. An Option may not be exercised for a fraction of a Share. An Option will be deemed exercised

when the Company receives: (a) notice of exercise (in such form as the Committee may specify from time to

time) from the person entitled to exercise the Option (and/or via electronic execution through the authorized

third-party administrator), and (b) full payment for the Shares with respect to which the Option is exercised

(together with applicable withholding taxes). Full payment may consist of any consideration and method of

payment authorized by the Committee and permitted by the Award Agreement and the Plan. Shares issued

upon exercise of an Option will be issued in the name of the Participant. Until the Shares are issued (as

evidenced by the appropriate entry on the books of the Company or of a duly authorized transfer agent of the

Company), no right to vote or receive dividends or any other rights as a stockholder will exist with respect to the

Shares, notwithstanding the exercise of the Option. The Company will issue (or cause to be issued) such

Shares promptly after the Option is exercised. No adjustment will be made for a dividend or other right for

which the record date is prior to the date the Shares are issued, except as provided in Section 2.5 of the Plan.

Exercising an Option in any manner will decrease the number of Shares thereafter available, both for purposes

of the Plan and for sale under the Option, by the number of Shares as to which the Option is exercised.

5.6.<u>Termination of Service</u>. If the Participant's Service terminates for any reason except for Cause or the

Participant's death or Disability, then the Participant may exercise such Participant's Options, only to the extent

that such Options would have been exercisable by the Participant on the date Participant's Service terminates,

no later than three (3) months after the date Participant's Service terminates (or such shorter or longer time

period not exceeding five (5) years as may be determined by the Committee, with any exercise beyond three

(3) months after the date Participant's employment terminates deemed to be the exercise of an NQSO), but in

any event no later than the expiration date of the Options.

(1)<u>Death</u>. If the Participant's Service terminates because of the Participant's death (or the Participant dies

within three (3) months after Participant's Service terminates other than for Cause or because of the

Participant's Disability), then the Participant's Options may be exercised, only to the extent that such

Options would have been exercisable by the Participant on the date Participant's Service terminates,

and must be exercised by the Participant's legal representative, or authorized assignee no later than

twelve (12) months after the date Participant's Service terminates (or such shorter time period not less

than six (6) months or longer time period not exceeding five (5) years as may be determined by the

Committee), but in any event no later than the expiration date of the Options.

(2)<u>Disability</u>. If the Participant's Service terminates because of the Participant's Disability, then the

Participant's Options may be exercised, only to the extent that such Options would have been

exercisable by the Participant on the date Participant's Service terminates, and must be exercised by

the Participant (or the Participant's legal representative or authorized assignee) no later than twelve (12)

months after the date Participant's Service terminates (or such shorter time period not less than six (6)

months or longer time period not exceeding five (5) years as may be determined by the Committee, with

any exercise beyond (a) three (3) months after the date Participant's employment terminates when the

termination of Service is for a Disability that is not a "permanent and total disability" as defined in

Section 22(e)(3) of the Code or (b) twelve (12) months after the date Participant's employment

terminates when the termination of Service is for a Disability that is a "permanent and total disability" as

defined in Section 22(e)(3) of the Code, deemed to be exercise of an NQSO), but in any event no later

than the expiration date of the Options.

(3)<u>Cause</u>. Unless otherwise determined by the Committee, if the Participant's Service terminates for

Cause or if the Committee has reasonably determined in good faith that such cessation of Services has

resulted in connection with an act or failure to act constituting Cause (or such Participant's Services

could have been terminated for Cause (without regard to the lapsing of any required notice or cure

periods in connection therewith) at the time such Participant terminated Service)), then Participant's

Options (whether or not vested) will expire on the date of termination of Participant's Service or at such

later time and on such conditions as are determined by the Committee, but in any event no later than

the expiration date of the Options. Unless otherwise provided in an employment agreement, Award

Agreement, or other applicable agreement, Cause will have the meaning set forth in the Plan.

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| **2026 PROXY STATEMENT** | **A-5** |

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**APPENDIX A**

5.7.<u>Limitations on Exercise</u>. The Committee may specify a minimum number of Shares that may be purchased on

any exercise of an Option, provided that such minimum number will not prevent any Participant from exercising

the Option for the full number of Shares for which it is then exercisable.

5.8.<u>Limitations on ISOs</u>. With respect to Awards granted as ISOs, to the extent that the aggregate Fair Market

Value of the Shares with respect to which such ISOs are exercisable for the first time by the Participant during

any calendar year (under all plans of the Company and any Parent or Subsidiary) exceeds one hundred

thousand dollars ($100,000), such Options will be treated as NQSOs. For purposes of this Section 5.8, ISOs

will be taken into account in the order in which they were granted. The Fair Market Value of the Shares will be

determined as of the time the Option with respect to such Shares is granted. In the event that the Code or the

regulations promulgated thereunder are amended after the Effective Date to provide for a different limit on the

Fair Market Value of Shares permitted to be subject to ISOs, such different limit will be automatically

incorporated herein and will apply to any Options granted after the effective date of such amendment.

5.9.<u>Modification, Extension or Renewal</u>. The Committee may modify, extend or renew outstanding Options and

authorize the grant of new Options in substitution therefor, provided that any such action may not, without the

written consent of a Participant, impair any of such Participant's rights under any Option previously granted.

Any outstanding ISO that is modified, extended, renewed or otherwise altered will be treated in accordance

with Section 424(h) of the Code. Subject to Section 18 of this Plan, by written notice to affected Participants,

the Committee may reduce the Exercise Price of outstanding Options without the consent of such Participants;

provided, however, that the Exercise Price may not be reduced below the Fair Market Value on the date the

action is taken to reduce the Exercise Price.

5.10.<u>No Disqualification</u>. Notwithstanding any other provision in this Plan, no term of this Plan relating to ISOs will be

interpreted, amended, or altered, nor will any discretion or authority granted under this Plan be exercised, so as

to disqualify this Plan under Section 422 of the Code or, without the consent of the Participant affected, to

disqualify any ISO under Section 422 of the Code.

**6.<u>RESTRICTED STOCK AWARDS</u>**. A Restricted Stock Award is an offer by the Company to sell to an eligible

Employee, Consultant, or Director Shares that are subject to restrictions ("***Restricted Stock***"). The Committee will

determine to whom an offer will be made, the number of Shares the Participant may purchase, the Purchase Price, the

restrictions under which the Shares will be subject, and all other terms and conditions of the Restricted Stock Award,

subject to the Plan.

6.1.<u>Restricted Stock Purchase Agreement</u>. All purchases under a Restricted Stock Award will be evidenced by an

Award Agreement. Except as may otherwise be provided in an Award Agreement, a Participant accepts a

Restricted Stock Award by signing and delivering to the Company an Award Agreement with full payment of the

Purchase Price, within thirty (30) days from the date the Award Agreement was delivered to the Participant. If

the Participant does not accept such Award within thirty (30) days, then the offer of such Restricted Stock

Award will terminate, unless the Committee determines otherwise.

6.2.<u>Purchase Price</u>. The Purchase Price for a Restricted Stock Award will be determined by the Committee and

may be less than Fair Market Value on the date the Restricted Stock Award is granted. Payment of the

Purchase Price must be made in accordance with Section 11 of the Plan, and the Award Agreement and in

accordance with any procedures established by the Company.

6.3.<u>Terms of Restricted Stock Awards</u>. Restricted Stock Awards will be subject to such restrictions as the

Committee may impose or are required by law. These restrictions may be based on completion of a specified

period of Service with the Company or upon completion of Performance Factors, if any, during any

Performance Period as set out in advance in the Participant's Award Agreement. Prior to the grant of a

Restricted Stock Award, the Committee will: (a) determine the nature, length, and starting date of any

Performance Period for the Restricted Stock Award; (b) select from among the Performance Factors to be used

to measure performance goals, if any; and (c) determine the number of Shares that may be awarded to the

Participant. Performance Periods may overlap and a Participant may participate simultaneously with respect to

Restricted Stock Awards that are subject to different Performance Periods and having different performance

goals and other criteria.

6.4.<u>Termination of Service</u>. Except as may be set forth in the Participant's Award Agreement, vesting ceases on

such date Participant's Service terminates (unless determined otherwise by the Committee).

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| **A-6** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

**7.<u>STOCK BONUS AWARDS</u>**. A Stock Bonus Award is an award to an eligible Employee, Consultant, or Director of

Shares for Services to be rendered or for past Services already rendered to the Company or any Parent, Subsidiary,

or Affiliate. All Stock Bonus Awards will be made pursuant to an Award Agreement. No payment from the Participant

will be required for Shares awarded pursuant to a Stock Bonus Award.

7.1.<u>Terms of Stock Bonus Awards</u>. The Committee will determine the number of Shares to be awarded to the

Participant under a Stock Bonus Award and any restrictions thereon. These restrictions may be based upon

completion of a specified period of Service with the Company or upon satisfaction of performance goals based

on Performance Factors during any Performance Period as set out in advance in the Participant's Stock Bonus

Agreement. Prior to the grant of any Stock Bonus Award the Committee will: (a) determine the nature, length,

and starting date of any Performance Period for the Stock Bonus Award; (b) select from among the

Performance Factors to be used to measure performance goals; and (c) determine the number of Shares that

may be awarded to the Participant. Performance Periods may overlap and a Participant may participate

simultaneously with respect to Stock Bonus Awards that are subject to different Performance Periods and

different performance goals and other criteria.

7.2.<u>Form of Payment to Participant</u>. Payment may be made in the form of cash, whole Shares, or a combination

thereof, based on the Fair Market Value of the Shares earned under a Stock Bonus Award on the date of

payment, as determined in the sole discretion of the Committee.

7.3.<u>Termination of Service</u>. Except as may be set forth in the Participant's Award Agreement, vesting ceases on

such date Participant's Service terminates (unless determined otherwise by the Committee).

**8.<u>STOCK APPRECIATION RIGHTS</u>**. A Stock Appreciation Right ("***SAR***") is an award to an eligible Employee,

Consultant, or Director that may be settled in cash or Shares (which may consist of Restricted Stock) having a value

equal to (a) the difference between the Fair Market Value on the date of exercise over the Exercise Price multiplied by

(b) the number of Shares with respect to which the SAR is being settled (subject to any maximum number of Shares

that may be issuable as specified in an Award Agreement). All SARs will be made pursuant to an Award Agreement.

8.1.<u>Terms of SARs</u>. The Committee will determine the terms of each SAR including, without limitation: (a) the

number of Shares subject to the SAR, (b) the Exercise Price and the time or times during which the SAR may

be settled, (c) the consideration to be distributed on settlement of the SAR, and (d) the effect of the

Participant's termination of Service on each SAR. The Exercise Price of the SAR will be determined by the

Committee when the SAR is granted and may not be less than Fair Market Value of the Shares on the date of

grant. A SAR may be awarded upon satisfaction of Performance Factors, if any, during any Performance Period

as are set out in advance in the Participant's individual Award Agreement. If the SAR is being earned upon the

satisfaction of Performance Factors, then the Committee will: (i) determine the nature, length, and starting date

of any Performance Period for each SAR; and (ii) select from among the Performance Factors to be used to

measure the performance, if any. Performance Periods may overlap and Participants may participate

simultaneously with respect to SARs that are subject to different Performance Factors and other criteria.

8.2.<u>Exercise Period and Expiration Date</u>. A SAR will be exercisable within the times or upon the occurrence of

events determined by the Committee and set forth in the Award Agreement governing such SAR. The SAR

Agreement will set forth the expiration date, provided that no SAR will be exercisable after the expiration of ten

(10) years from the date the SAR is granted. The Committee may also provide for SARs to become exercisable

at one time or from time to time, periodically or otherwise (including, without limitation, upon the attainment

during a Performance Period of performance goals based on Performance Factors), in such number of Shares

or percentage of the Shares subject to the SAR as the Committee determines. Except as may be set forth in

the Participant's Award Agreement, vesting ceases on the date Participant's Service terminates (unless

determined otherwise by the Committee). Notwithstanding the foregoing, the rules of Section 5.6 also will apply

to SARs.

8.3.<u>Form of Settlement</u>. Upon exercise of a SAR, a Participant will be entitled to receive payment from the

Company in an amount determined by multiplying (a) the difference between the Fair Market Value of a Share

on the date of exercise over the Exercise Price, by (b) the number of Shares with respect to which the SAR is

exercised. At the discretion of the Committee, the payment from the Company for the SAR exercise may be in

cash, in Shares of equivalent value, or in some combination thereof. The portion of a SAR being settled may be

paid currently or on a deferred basis with such interest, if any, as the Committee determines, <u>provided that</u> 

the terms of the SAR and any deferral satisfy the requirements of Section 409A of the Code to the

extent applicable.

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| **2026 PROXY STATEMENT** | **A-7** |

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**APPENDIX A**

8.4.<u>Termination of Service</u>. Except as may be set forth in the Participant's Award Agreement, vesting ceases on the

date Participant's Service terminates (unless determined otherwise by the Committee).

**9.<u>RESTRICTED STOCK UNITS</u>**. A Restricted Stock Unit ("***RSU***") is an award to an eligible Employee, Consultant, or

Director covering a number of Shares that may be settled by issuance of those Shares (which may consist of

Restricted Stock) or in cash. All RSUs will be made pursuant to an Award Agreement.

9.1.<u>Terms of RSUs</u>. The Committee will determine the terms of an RSU including, without limitation: (a) the number

of Shares subject to the RSU, (b) the time or times during which the RSU may be settled, (c) the consideration

to be distributed on settlement, and (d) the effect of the Participant's termination of Service on each RSU,

provided that no RSU will have a term longer than ten (10) years. An RSU may be awarded upon satisfaction of

such performance goals based on Performance Factors during any Performance Period as are set out in

advance in the Participant's Award Agreement. If the RSU is being earned upon satisfaction of Performance

Factors, then the Committee will: (i) determine the nature, length, and starting date of any Performance Period

for the RSU; (ii) select from among the Performance Factors to be used to measure the performance, if any;

and (iii) determine the number of Shares deemed subject to the RSU. Performance Periods may overlap and

Participants may participate simultaneously with respect to RSUs that are subject to different Performance

Periods and different performance goals and other criteria.

9.2.<u>Form and Timing of Settlement</u>. Payment of earned RSUs will be made as soon as practicable after the date(s)

determined by the Committee and set forth in the Award Agreement. The Committee, in its sole discretion, may

settle earned RSUs in cash, Shares, or a combination of both. The Committee may also permit a Participant to

defer payment under a RSU to a date or dates after the RSU is earned, <u>provided that</u> the terms of the RSU and

any deferral satisfy the requirements of Section 409A of the Code to the extent applicable.

9.3.<u>Termination of Service</u>. Except as may be set forth in the Participant's Award Agreement, vesting ceases on

such date Participant's Service terminates (unless determined otherwise by the Committee).

**10.<u>PERFORMANCE AWARDS</u>**.

10.1.<u>Types of Performance Awards</u>. A Performance Award is an award to an eligible Employee, Consultant, or

Director that is based upon the attainment of performance goals, as established by the Committee, and other

terms and conditions specified by the Committee, and may be settled in cash, Shares (which may consist of,

without limitation, Restricted Stock), other property, or any combination thereof. Grants of Performance Awards

will be made pursuant to an Award Agreement that cites Section 10 of the Plan.

(a)<u>Performance Shares</u>. The Committee may grant Awards of Performance Shares, designate the

Participants to whom Performance Shares are to be awarded, and determine the number of

Performance Shares and the terms and conditions of each such Award. Performance Shares will

consist of a unit valued by reference to a designated number of Shares, the value of which may be paid

to the Participant by delivery of Shares or, if set forth in the instrument evidencing the Award, of such

property as the Committee will determine, including, without limitation, cash, Shares, other property, or

any combination thereof, upon the attainment of performance goals, as established by the Committee,

and other terms and conditions specified by the Committee. The amount to be paid under an Award of

Performance Shares may be adjusted on the basis of such further consideration as the Committee will

determine in its sole discretion.

(b)<u>Performance Units</u>. The Committee may grant Awards of Performance Units, designate the Participants

to whom Performance Units are to be awarded, and determine the number of Performance Units and

the terms and conditions of each such Award. Performance Units will consist of a unit valued by

reference to a designated amount of property other than Shares, which value may be paid to the

Participant by delivery of such property as the Committee will determine, including, without limitation,

cash, Shares, other property, or any combination thereof, upon the attainment of performance goals, as

established by the Committee, and other terms and conditions specified by the Committee.

(c)<u>Cash-Settled Performance Awards</u>. The Committee may also grant cash-based Performance Awards to

Participants under the terms of this Plan. Such awards will be based on the attainment of performance

goals using the Performance Factors within this Plan that are established by the Committee for the

relevant performance period.

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| **A-8** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

10.2.<u>Terms of Performance Awards</u>. The Committee will determine, and each Award Agreement will set forth, the

terms of each Performance Award including, without limitation: (a) the amount of any cash bonus, (b) the

number of Shares deemed subject to an award of Performance Shares, (c) the Performance Factors and

Performance Period that will determine the time and extent to which each Performance Award will be settled,

(d) the consideration to be distributed on settlement, and (e) the effect of the Participant's termination of

Service on each Performance Award. In establishing Performance Factors and the Performance Period the

Committee will: (i) determine the nature, length, and starting date of any Performance Period; and (ii) select

from among the Performance Factors to be used; Each Performance Share will have an initial value equal to

the Fair Market Value of a Share on the date of grant. Prior to settlement the Committee will determine the

extent to which Performance Awards have been earned. Performance Periods may overlap and Participants

may participate simultaneously with respect to Performance Awards that are subject to different Performance

Periods and different performance goals and other criteria.

10.3.<u>Termination of Service</u>. Except as may be set forth in the Participant's Award Agreement, vesting ceases on the

date Participant's Service terminates (unless determined otherwise by the Committee).

**11.<u>PAYMENT FOR SHARE PURCHASES</u>**. Payment from a Participant for Shares purchased pursuant to this Plan may

be made in cash or by check or, where expressly approved for the Participant by the Committee and where permitted

by law (and to the extent not otherwise set forth in the applicable Award Agreement):

(a)by cancellation of indebtedness of the Company to the Participant;

(b)by surrender of shares of the Company held by the Participant that have a Fair Market Value on the

date of surrender equal to the aggregate exercise price of the Shares as to which said Award will be

exercised or settled;

(c)by waiver of compensation due or accrued to the Participant for services rendered or to be rendered to

the Company or a Parent or Subsidiary;

(d)by consideration received by the Company pursuant to a broker-assisted or other form of cashless

exercise program implemented by the Company in connection with the Plan;

(e)by any combination of the foregoing; or

(f)by any other method of payment as is permitted by applicable law.

The Committee may limit the availability of any method of payment, to the extent the Committee determines, in its

discretion, such limitation is necessary or advisable to comply with applicable law or facilitate the administration of the

Plan. Unless determined otherwise by the Committee, all payments under any of the methods indicated above shall be

made in United States dollars.

**12.<u>GRANTS TO NON-EMPLOYEE DIRECTORS</u>**.

12.1.<u>General</u>. Non-Employee Directors are eligible to receive any type of Award offered under this Plan except

ISOs. Awards pursuant to this Section 12 may be automatically made pursuant to policy adopted by the Board,

or made from time to time as determined in the discretion of the Board.

12.2.<u>Calendar Year Limitation</u>. No Non-Employee Director may receive Awards under the Plan that, when combined

with cash compensation received for service as a Non-Employee Director, exceed $750,000 in value (as

described below) in any calendar year. The value of Awards for purposes of complying with this maximum will

be determined as follows: (a) for Options and SARs, grant date fair value will be calculated using the Black-

Scholes valuation methodology or the Company's regular valuation methodology for determining the grant date

fair value of Options for reporting purposes, and (b) for all other Awards other than Options and SARs, grant

date fair value will be determined by either (i) calculating the product of the Fair Market Value per Share on the

date of grant and the aggregate number of Shares subject to the Award, or (ii) calculating the product using an

average of the Fair Market Value over a number of trading days and the aggregate number of Shares subject to

the Award as determined by the Committee. Awards granted to an individual while he or she was serving in the

capacity as an Employee or while he or she was a Consultant but not a Non-Employee Director will not count

for purposes of the limitations set forth in this Section 12.2.

12.3.<u>Eligibility</u>. Awards pursuant to this Section 12 will be granted only to Non-Employee Directors. A Non-Employee

Director who is elected or re-elected as a member of the Board will be eligible to receive an Award under

this Section 12.

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| **2026 PROXY STATEMENT** | **A-9** |

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**APPENDIX A**

12.4.<u>Vesting, Exercisability and Settlement</u>. Except as set forth in Section 21, Awards will vest, become exercisable,

and be settled as determined by the Board. With respect to Options and SARs, the exercise price granted to

Non-Employee Directors will not be less than the Fair Market Value of the Shares at the time that such Option

or SAR is granted.

12.5.<u>Election to Receive Awards in Lieu of Cash</u>. A Non-Employee Director may elect to receive his or her annual

retainer payments and/or meeting fees from the Company in the form of cash or Awards or a combination

thereof, if permitted, and as determined, by the Committee. Such Awards will be issued under the Plan. An

election under this Section 12.5 will be filed with the Company on the form prescribed by the Company.

**13.<u>WITHHOLDING TAXES</u>**.

13.1.<u>Withholding Generally</u>. Whenever Shares are to be issued in satisfaction of Awards granted under this Plan or

a tax event occurs, the Company may require the Participant to remit to the Company, or to the Parent,

Subsidiary, or Affiliate, as applicable, employing the Participant an amount sufficient to satisfy applicable U.S.

federal, state, local, and international income tax, social insurance, payroll tax, fringe benefits tax, payment on

account or other tax-related items (the "***Tax-Related Items***") legally due from the Participant prior to the

delivery of Shares pursuant to exercise or settlement of any Award. Whenever payments in satisfaction of

Awards granted under this Plan are to be made in cash, such payment will be net of an amount sufficient to

satisfy applicable withholding obligations for Tax-Related Items.

13.2.<u>Stock Withholding</u>. The Committee, or its delegate(s), as permitted by applicable law, in its sole discretion and

pursuant to such procedures as it may specify from time to time and to limitations of local law, may require or

permit a Participant to satisfy such Tax Related Items legally due from the Participant, in whole or in part by

(without limitation) (a) paying cash, (b) having the Company withhold otherwise deliverable cash or Shares

having a Fair Market Value equal to the Tax-Related Items to be withheld, (c) delivering to the Company

already-owned shares having a Fair Market Value equal to the Tax-Related Items to be withheld, or (d)

withholding from the proceeds of the sale of otherwise deliverable Shares acquired pursuant to an Award either

through a voluntary sale or through a mandatory sale arranged by the Company. The Company may withhold

or account for these Tax-Related Items by considering applicable statutory withholding rates or other applicable

withholding rates, including up to the maximum permissible statutory tax rate for the applicable tax jurisdiction,

to the extent consistent with applicable laws.

**14.<u>TRANSFERABILITY</u>**. Unless determined otherwise by the Committee, an Award may not be sold, pledged, assigned,

hypothecated, transferred, or disposed of in any manner other than by will or by the laws of descent or distribution. If

the Committee makes an Award transferable, including, without limitation, by instrument to an inter vivos or

testamentary trust in which the Awards are to be passed to beneficiaries upon the death of the trustor (settlor) or by

gift or by domestic relations order to a Permitted Transferee, such Award will contain such additional terms and

conditions as the Committee deems appropriate. All Awards will be exercisable: (a) during the Participant's lifetime

only by the Participant or the Participant's guardian or legal representative; (b) after the Participant's death, by the

legal representative of the Participant's heirs or legatees; and (c) in the case of all awards except ISOs, by a Permitted

Transferee.

**15.<u>PRIVILEGES OF STOCK OWNERSHIP; RESTRICTIONS ON SHARES</u>**.

15.1.<u>Voting and Dividends</u>. No Participant will have any of the rights of a stockholder with respect to any Shares until

the Shares are issued to the Participant, except for any dividend equivalent rights permitted by an applicable

Award Agreement. After Shares are issued to the Participant, the Participant will be a stockholder and have all

the rights of a stockholder with respect to such Shares, including the right to vote and receive all dividends or

other distributions made or paid with respect to such Shares; <u>provided,</u> that if such Shares are Restricted

Stock, then any new, additional or different securities the Participant may become entitled to receive with

respect to such Shares by virtue of a stock dividend, stock split or any other change in the corporate or capital

structure of the Company will be subject to the same restrictions as the Restricted Stock; <u>provided, further,</u> that

the Participant will have no right to such stock dividends, stock distributions, or dividend equivalent rights with

respect to Unvested Shares, and any such dividends, stock distributions or dividend equivalent rights will be

accrued and paid only at such time, if any, as such Unvested Shares become vested Shares.

15.2.<u>Restrictions on Shares</u>. At the discretion of the Committee, the Company may reserve to itself and/or its

assignee(s) a right to repurchase (a "***Right of Repurchase***") a portion of any or all Unvested Shares held by a

Participant following such Participant's termination of Service at any time within three (3) months (or such

longer or shorter time determined by the Committee) after the later of the date Participant's Service terminates

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| **A-10** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

and the date the Participant purchases Shares under this Plan, for cash and/or cancellation of purchase money

indebtedness, at the Participant's Purchase Price or Exercise Price, as the case may be.

**16.<u>CERTIFICATES</u>**. All Shares or other securities whether or not certificated, delivered under this Plan will be subject to

such stock transfer orders, legends, and other restrictions as the Committee may deem necessary or advisable,

including restrictions under any applicable U.S. federal, state, or foreign securities law, or any rules, regulations, and

other requirements of the SEC or any stock exchange or automated quotation system upon which the Shares may be

listed or quoted, and any non-U.S. exchange controls or securities law restrictions to which the Shares are subject.

**17.<u>ESCROW; PLEDGE OF SHARES</u>**. To enforce any restrictions on a Participant's Shares, the Committee may require

the Participant to deposit all certificates representing Shares, together with stock powers or other instruments of

transfer approved by the Committee, appropriately endorsed in blank, with the Company or an agent designated by

the Company to hold in escrow until such restrictions have lapsed or terminated, and the Committee may cause a

legend or legends referencing such restrictions to be placed on the certificates. Any Participant who is permitted to

execute a promissory note as partial or full consideration for the purchase of Shares under this Plan will be required to

pledge and deposit with the Company all or part of the Shares so purchased as collateral to secure the payment of the

Participant's obligation to the Company under the promissory note, provided, however, that the Committee may require

or accept other or additional forms of collateral to secure the payment of such obligation and, in any event, the

Company will have full recourse against the Participant under the promissory note notwithstanding any pledge of the

Participant's Shares or other collateral. In connection with any pledge of the Shares, the Participant will be required to

execute and deliver a written pledge agreement in such form as the Committee will from time to time approve. The

Shares purchased with the promissory note may be released from the pledge on a pro rata basis as the promissory

note is paid.

**18.<u>REPRICING; EXCHANGE AND BUYOUT OF AWARDS</u>**. An Exchange Program, including but not limited to any

repricing of Options or SARs, is not permitted without prior stockholder approval.

**19.<u>SECURITIES LAW AND OTHER REGULATORY COMPLIANCE</u>**. An Award will not be effective unless such Award is

in compliance with all applicable U.S. and foreign federal and state securities and exchange control and other laws,

rules, and regulations of any governmental body, and the requirements of any stock exchange or automated quotation

system upon which the Shares may then be listed or quoted, as they are in effect on the date of grant of the Award

and also on the date of exercise or other issuance. Notwithstanding any other provision in this Plan, the Company will

have no obligation to issue or deliver certificates for Shares under this Plan prior to: (a) obtaining any approvals from

governmental agencies that the Company determines are necessary or advisable and/or (b) completion of any

registration or other qualification of such Shares under any state, federal, or foreign law or ruling of any governmental

body that the Company determines to be necessary or advisable. The Company will be under no obligation to register

the Shares with the SEC or to effect compliance with the registration, qualification, or listing requirements of any

foreign or state securities laws, exchange control laws, stock exchange, or automated quotation system, and the

Company will have no liability for any inability or failure to do so.

**20.<u>NO OBLIGATION TO EMPLOY</u>**. Nothing in this Plan or any Award granted under this Plan will confer or be deemed to

confer on any Participant any right to continue in the employ of, or to continue any other relationship with, the

Company or any Parent, Subsidiary, or Affiliate or limit in any way the right of the Company or any Parent, Subsidiary,

or Affiliate to terminate Participant's employment or other relationship at any time.

**21.<u>CORPORATE TRANSACTIONS</u>**.

21.1.<u>Assumption or Replacement of Awards by Successor</u>. In the event of a Corporate Transaction any or all

outstanding Awards may be assumed or replaced by the successor corporation, which assumption or

replacement shall be binding on all Participants, provided that the exercise price and the number and nature of

shares issuable upon exercise of any Option or SAR, or any Award that is subject to Section 409A of the Code,

will be adjusted appropriately pursuant to Section 424(a) of the Code and/or Section 409A of the Code, as

applicable. In the alternative, the successor corporation may substitute equivalent Awards or provide

substantially similar consideration to Participants as was provided to stockholders (after taking into account the

existing provisions of the Awards), provided that the exercise price and the number and nature of shares

issuable upon exercise of any Option or SAR, or any Award that is subject to Section 409A of the Code, will be

adjusted appropriately pursuant to Section 424(a) of the Code and/or Section 409A of the Code, as applicable.

The successor corporation may also issue, in place of outstanding Shares of the Company held by the

Participant, substantially similar shares or other property subject to repurchase restrictions no less favorable to

the Participant.

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| **2026 PROXY STATEMENT** | **A-11** |

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**APPENDIX A**

In the event such successor or acquiring corporation (if any) refuses to assume, convert, replace or substitute

Awards, as provided above, pursuant to a Corporate Transaction, then notwithstanding any other provision in

this Plan to the contrary, such Awards shall have their vesting accelerate as to all shares subject to such Award

(and any applicable right of repurchase fully lapse) immediately prior to the Corporate Transaction and then

such Awards will terminate; for purposes of the foregoing, unless otherwise provided in the applicable Award

Agreement or otherwise determined by the Committee, acceleration of any Performance Award shall be based

on actual performance through the date of the Corporate Transaction. In addition, in the event such successor

or acquiring corporation (if any) refuses to assume, convert, replace or substitute Awards, as provided above,

pursuant to a Corporate Transaction, the Committee will notify the Participant in writing or electronically that

such Award will be exercisable for a period of time determined by the Committee in its sole discretion, and such

Award will terminate upon the expiration of such period.

The Board shall have full power and authority to assign the Company's right to repurchase, right to re-acquire

and/or forfeiture rights to such successor or acquiring corporation. Awards need not be treated similarly in a

Corporate Transaction and treatment may vary from Award to Award and/or from Participant to Participant.

21.2.<u>Assumption of Awards by the Company</u>. The Company, from time to time, also may substitute or assume

outstanding awards granted by another company, whether in connection with an acquisition of such other

company or otherwise, by either: (a) granting an Award under this Plan in substitution of such other company's

award, or (b) assuming such award as if it had been granted under this Plan if the terms of such assumed

award could be applied to an Award granted under this Plan. Such substitution or assumption will be

permissible if the holder of the substituted or assumed award would have been eligible to be granted an Award

under this Plan if the other company had applied the rules of this Plan to such grant. In the event the Company

assumes an award granted by another company, the terms and conditions of such award will remain

unchanged (<u>except</u> that the Purchase Price or the Exercise Price, as the case may be, and the number and

nature of Shares issuable upon exercise or settlement of any such Award will be adjusted appropriately

pursuant to Section 424(a) of the Code). In the event the Company elects to grant a new Option in substitution

rather than assuming an existing option, such new Option may be granted with a similarly adjusted Exercise

Price. Substitute Awards will not reduce the number of Shares authorized for grant under the Plan or authorized

for grant to a Participant in a calendar year.

21.3.<u>Non-Employee Directors' Awards</u>. Notwithstanding any provision to the contrary herein, in the event of a

Corporate Transaction, the vesting of all Awards granted to Non-Employee Directors will accelerate and such

Awards will become exercisable (as applicable) in full prior to the consummation of such event at such times

and on such conditions as the Committee determines.

**22.<u>ADOPTION AND STOCKHOLDER APPROVAL</u>**. This Plan will be submitted for the approval of the Company's

stockholders, consistent with applicable laws, within twelve (12) months before or after the date this Plan is adopted by

the Board.

**23.<u>TERM OF PLAN/GOVERNING LAW</u>**. Unless earlier terminated as provided herein, this Plan will become effective on

the Effective Date and will terminate ten (10) years from April 16, 2021, which is the date this Plan, prior to its

amendment and restatement, was originally adopted by the Board. After this Plan is terminated or expires, no Awards

may be granted but Awards previously granted shall remain outstanding in accordance with their applicable terms and

conditions and this Plan's terms and conditions. This Plan and all Awards granted hereunder will be governed by and

construed in accordance with the laws of the State of Delaware (excluding its conflict of laws rules).

**24.<u>AMENDMENT OR TERMINATION OF PLAN</u>**. The Board may at any time terminate or amend this Plan in any

respect, including, without limitation, amendment of any form of Award Agreement or instrument to be executed

pursuant to this Plan, provided, however, that the Board will not, without the approval of the stockholders of the

Company, amend this Plan in any manner that requires such stockholder approval, provided further that a Participant's

Award will be governed by the version of this Plan then in effect at the time such Award was granted. No termination or

amendment of the Plan will affect any then-outstanding Award unless expressly provided by the Committee. In any

event, no termination or amendment of the Plan or any outstanding Award may adversely affect any then outstanding

Award without the consent of the Participant, unless such termination or amendment is necessary to comply with

applicable law, regulation, or rule.

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|:---|:---|
| **A-12** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

**25.<u>NONEXCLUSIVITY OF THE PLAN</u>**. Neither the adoption of this Plan by the Board, the submission of this Plan to the

stockholders of the Company for approval, nor any provision of this Plan will be construed as creating any limitations

on the power of the Board to adopt such additional compensation arrangements as it may deem desirable, including,

without limitation, the granting of stock awards and bonuses otherwise than under this Plan, and such arrangements

may be either generally applicable or applicable only in specific cases.

**26.<u>INSIDER TRADING POLICY</u>**. Each Participant who receives an Award will comply with any policy adopted by the

Company from time to time covering transactions in the Company's securities by Employees, officers, and/or

Directors of the Company, as well as with any applicable insider trading or market abuse laws to which the Participant

may be subject.

**27.<u>ALL AWARDS SUBJECT TO COMPANY CLAWBACK OR RECOUPMENT POLICY</u>**. All Awards, subject to

applicable law, will be subject to clawback or recoupment pursuant to any compensation clawback or recoupment

policy adopted by the Board or required by law during the term of Participant's employment or other service with the

Company that is applicable to officers, Employees, Directors or other service providers of the Company, and in

addition to any other remedies available under such policy and applicable law, may require the cancellation of

outstanding Awards and the recoupment of any gains realized with respect to Awards.

**28.<u>DEFINITIONS</u>**. As used in this Plan, and except as elsewhere defined herein, the following terms will have the

following meanings:

28.1."***Affiliate***" means (a) any entity that, directly or indirectly, is controlled by, controls, or is under common control

with, the Company, and (b) any entity in which the Company has a significant equity interest, in either case as

determined by the Committee, whether now or hereafter existing.

28.2. "***Award***" means any award under the Plan, including any Option, Performance Award, Restricted Stock, Stock

Bonus, Stock Appreciation Right, or Restricted Stock Unit.

28.3."***Award Agreement***" means, with respect to each Award, the written or electronic agreement between the

Company and the Participant setting forth the terms and conditions of the Award, and country-specific appendix

thereto for grants to non-U.S. Participants, which will be in substantially a form (which need not be the same for

each Participant) that the Committee (or in the case of Award agreements that are not used for Insiders, the

Committee's delegate(s)) has from time to time approved, and will comply with and be subject to the terms and

conditions of this Plan.

28.4."***Board***" means the Board of Directors of the Company.

28.5."***Cause***" means (i) Participant's willful failure substantially to perform his or her duties and responsibilities to the

Company or deliberate violation of a Company policy; (ii) Participant's commission of any act of fraud,

embezzlement, dishonesty or any other willful misconduct that has caused or is reasonably expected to result

in material injury to the Company; (iii) unauthorized use or disclosure by Participant of any proprietary

information or trade secrets of the Company or any other party to whom the Participant owes an obligation of

nondisclosure as a result of his or her relationship with the Company; or (iv) Participant's willful breach of any

of his or her obligations under any written agreement or covenant with the Company. The determination as to

whether a Participant is being terminated for Cause shall be made in good faith by the Company and shall be

final and binding on the Participant. The foregoing definition does not in any way limit the Company's ability to

terminate a Participant's employment or consulting relationship at any time as provided in Section 20 above,

and the term "Company" will be interpreted to include any Subsidiary or Parent, as appropriate.

Notwithstanding the foregoing, the foregoing definition of "Cause" may, in part or in whole, be modified or

replaced in each individual employment agreement, Award Agreement, or other applicable agreement with any

Participant, provided that such document supersedes the definition provided in this Section 28.5.

28.6."***Code***" means the United States Internal Revenue Code of 1986, as amended, and the regulations

promulgated thereunder.

28.7."***Committee***" means the Compensation Committee of the Board or those persons to whom administration of

the Plan, or part of the Plan, has been delegated as permitted by law.

28.8."***Common Stock***" means the common stock of the Company.

28.9."***Company***" means ServiceNow, Inc., a Delaware corporation, or any successor corporation.

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| **2026 PROXY STATEMENT** | **A-13** |

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**APPENDIX A**

28.10."***Consultant***" means any natural person, including an advisor or independent contractor, engaged by the

Company or a Parent, Subsidiary, or Affiliate to render services to such entity.

28.11."***Corporate Transaction***" means the occurrence of any of the following events: (i) any "person" (as such term

is used in Sections 13(d) and 14(d) of the Exchange Act) becomes the "beneficial owner" (as defined in Rule

13d-3 of the Exchange Act), directly or indirectly, of securities of the Company representing fifty percent (50%)

or more of the total voting power represented by the Company's then-outstanding voting securities; (ii) the

consummation of the sale or disposition by the Company of all or substantially all of the Company's assets; (iii)

the consummation of a merger or consolidation of the Company with any other corporation, other than a

merger or consolidation which would result in the voting securities of the Company outstanding immediately

prior thereto continuing to represent (either by remaining outstanding or by being converted into voting

securities of the surviving entity or its parent) at least fifty percent (50%) of the total voting power represented

by the voting securities of the Company or such surviving entity or its parent outstanding immediately after such

merger or consolidation or (iv) any other transaction which qualifies as a "corporate transaction" under Section

424(a) of the Code wherein the stockholders of the Company give up all of their equity interest in the Company

(except for the acquisition, sale or transfer of all or substantially all of the outstanding shares of the Company).

Notwithstanding the foregoing, to the extent that any amount constituting deferred compensation (as defined in

Section 409A of the Code) would become payable under this Plan by reason of a Corporate Transaction, such

amount will become payable only if the event constituting a Corporate Transaction would also qualify as a

change in ownership or effective control of the Company or a change in the ownership of a substantial portion

of the assets of the Company, each as defined within the meaning of Code Section 409A, as it has been and

may be amended from time to time, and any proposed or final Treasury Regulations and IRS guidance that has

been promulgated or may be promulgated thereunder from time to time.

28.12."***Director***" means a member of the Board.

28.13. "***Disability***" means in the case of incentive stock options, total and permanent disability as defined in Section

22(e)(3) of the Code and in the case of other Awards, that the Participant is unable to engage in any substantial

gainful activity by reason of any medically determinable physical or mental impairment that can be expected to

result in death or can be expected to last for a continuous period of not less than twelve (12) months.

28.14."***Effective Date***" means the date the Plan is approved by the stockholders of the Company (which shall be

within twelve (12) months of the approval of the Plan by the Board).

28.15. "***Employee***" means any person, including officers and Directors, providing services as an employee to the

Company or any Parent, Subsidiary, or Affiliate. Neither service as a Director nor payment of a director's fee by

the Company will be sufficient to constitute "employment" by the Company.

28.16."***Exchange Act***" means the United States Securities Exchange Act of 1934, as amended.

28.17."***Exchange Program***" *means* a program approved by the Company's stockholders pursuant to which (i)

outstanding Awards are surrendered, cancelled, or exchanged for cash, the same type of Award, or a different

Award (or combination thereof) or (ii) the exercise price of an outstanding Award is reduced.

28.18."***Exercise Price***" means, with respect to an Option, the price at which a holder may purchase the Shares

issuable upon exercise of an Option and with respect to a SAR, the price at which the SAR is granted to the

holder thereof.

28.19."***Fair Market Value***" means, as of any date, the value of a Share, determined as follows:

(1)if such Common Stock is publicly traded and is then listed on a national securities exchange, its closing

price on the date of determination on the principal national securities exchange on which the Common

Stock is listed or admitted to trading as reported in *The Wall Street Journal* or such other source as the

Committee deems reliable;

(2)if such Common Stock is publicly traded but is neither listed nor admitted to trading on a national

securities exchange, the average of the closing bid and asked prices on the date of determination as

reported in *The Wall Street Journal* or such other source as the Committee deems reliable; or

(3)by the Board or the Committee in good faith.

28.20. "***Insider***" means an officer or Director of the Company or any other person whose transactions in the

Company's Common Stock are subject to Section 16 of the Exchange Act.

28.21. "***IRS***" means the United States Internal Revenue Service.

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| **A-14** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

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**APPENDIX A**

28.22."***Non-Employee Director***" means a Director who is not an Employee of the Company or any Parent,

Subsidiary, or Affiliate.

28.23."***Option***" means an award of an option to purchase Shares pursuant to Section 5.

28.24."***Parent***" means any corporation (other than the Company) in an unbroken chain of corporations ending with

the Company if each of such corporations other than the Company owns stock possessing fifty percent (50%)

or more of the total combined voting power of all classes of stock in one of the other corporations in such chain.

28.25."***Participant***" means a person who holds an Award under this Plan.

28.26."***Performance Award***" means an Award as defined in Section 10 and granted under the Plan.

28.27."***Performance Factors***" means any of the factors selected by the Committee and specified in an Award

Agreement, from among the following measures, either individually, alternatively or in any combination, applied

to the Company as a whole or any business unit or Subsidiary, either individually, alternatively, or in any

combination, on a GAAP or non-GAAP basis, and measured, to the extent applicable on an absolute basis or

relative to a pre-established target, to determine whether the performance goals established by the Committee

with respect to applicable Awards have been satisfied:

(1)profit before tax;

(2)billings;

(3)revenue;

(4)net revenue;

(5)earnings (which may include earnings before interest and taxes, earnings before taxes, net earnings,

stock-based compensation expenses, depreciation, and amortization);

(6)operating income;

(7)operating margin;

(8)operating profit;

(9)controllable operating profit or net operating profit;

(10)net profit;

(11)gross margin;

(12)operating expenses or operating expenses as a percentage of revenue;

(13)net income;

(14)earnings per share;

(15)total stockholder return or relative total stockholder return;

(16)market share;

(17)return on assets or net assets;

(18)the Company's stock price;

(19)growth in stockholder value relative to a pre-determined index;

(20)return on equity;

(21)return on invested capital;

(22)cash flow (including free cash flow or operating cash flows) or cash flow margins;

(23)cash conversion cycle;

(24)economic value added;

(25)individual confidential business objectives;

(26)contract awards or backlog;

(27)overhead or other expense reduction;

(28)credit rating;

(29)strategic plan development and implementation;

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**APPENDIX A**

(30)succession plan development and implementation;

(31)improvement in workforce diversity;

(32)customer indicators and/or satisfaction;

(33)new product invention or innovation;

(34)attainment of research and development milestones;

(35)improvements in productivity;

(36)bookings;

(37)attainment of objective operating goals and employee metrics;

(38)sales;

(39)expenses;

(40)balance of cash, cash equivalents, and marketable securities;

(41)completion of an identified special project;

(42)completion of a joint venture or other corporate transaction;

(43)employee satisfaction and/or retention;

(44)research and development expenses;

(45)working capital targets and changes in working capital;

(46)net new annual contract value;

(47)net expansion rate; and

(48)any other metric that is capable of measurement as determined by the Committee.

The Committee may provide for one or more equitable adjustments to the Performance Factors to preserve the

Committee's original intent regarding the Performance Factors at the time of the initial award grant, such as but not limited

to, adjustments in recognition of unusual or non-recurring items such as acquisition related activities or changes in

applicable accounting rules. It is within the sole discretion of the Committee to make or not make any such equitable

adjustments.

28.28."***Performance Period***" means one or more periods of time, which may be of varying and overlapping

durations, as the Committee may select, over which the attainment of one or more Performance Factors will be

measured for the purpose of determining a Participant's right to, and the payment of, a Performance Award.

28.29."***Performance Share***" means an Award as defined in Section 10 and granted under the Plan.

28.30."***Performance Unit***" means an Award as defined in Section 10 and granted under the Plan.

28.31."***Permitted Transferee***" means any child, stepchild, grandchild, parent, stepparent, grandparent, spouse,

former spouse, sibling, niece, nephew, mother-in-law, father-in-law, son-in-law, daughter-in-law, brother-in-law,

or sister-in-law (including adoptive relationships) of the Employee, any person sharing the Employee's

household (other than a tenant or employee), a trust in which these persons (or the Employee) have more than

50% of the beneficial interest, a foundation in which these persons (or the Employee) control the management

of assets, and any other entity in which these persons (or the Employee) own more than 50% of the voting

interests.

28.32."***Plan***" means this ServiceNow, Inc. Amended and Restated 2021 Equity Incentive Plan.

28.33."***Purchase Price***" means the price to be paid for Shares acquired under the Plan, other than Shares acquired

upon exercise of an Option or SAR.

28.34."***Restricted Stock Award***" means an Award as defined in Section 6 and granted under the Plan, or issued

pursuant to the early exercise of an Option.

28.35."***Restricted Stock Unit***" means an Award as defined in Section 9 and granted under the Plan.

28.36."***SEC***" means the United States Securities and Exchange Commission.

28.37."***Securities Act***" means the United States Securities Act of 1933, as amended.

---

| | |
|:---|:---|
| **A-16** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

---

**APPENDIX A**

28.38."***Service***" will mean service as an Employee, Consultant, Director, or Non-Employee Director, to the Company

or a Parent, Subsidiary, or Affiliate, subject to such further limitations as may be set forth in the Plan or the

applicable Award Agreement. A Participant will not be deemed to have ceased to provide Service in the case of

any leave of absence approved by the Company or as so provided pursuant to a formal policy adopted from

time to time by the Company and issued and promulgated to Participants in writing; provided that, with respect

to an ISO, such leave is for a period of not more than three (3) months or reemployment upon the expiration of

such leave is guaranteed by contract or statute. In the case of any Employee on an approved leave of

absence, or a reduction in hours worked (for illustrative purposes only, a change in schedule from that of full-

time to part-time), the Committee may make such provisions respecting suspension or modification of vesting

of the Award while on leave from the employ of the Company or a Parent, Subsidiary, or Affiliate, or during such

change in working hours, as it may deem appropriate, except that in no event may an Award be exercised after

the expiration of the term set forth in the applicable Award Agreement. An employee will have terminated

employment as of the date he or she ceases to provide Service (regardless of whether the termination is in

breach of local employment laws or is later found to be invalid) and employment will not be extended by any

notice period or garden leave mandated by local law, <u>provided</u>, <u>however</u>, that a change in status from an

Employee to a Consultant or Non-Employee Director (or vice versa) will not terminate the Participant's Service,

unless determined by the Committee, in its discretion. The Committee will have sole discretion to determine

whether a Participant has ceased to provide Service and the effective date on which the Participant ceased to

provide Service.

28.39."***Shares***" means shares of the Common Stock and the common stock of any successor entity of the Company.

28.40. "***Stock Appreciation Right***" means an Award defined in Section 8 and granted under the Plan.

28.41."***Stock Bonus***" means an Award defined in Section 7 and granted under the Plan.

28.42. "***Subsidiary***" means any corporation (other than the Company) in an unbroken chain of corporations beginning

with the Company if each of the corporations other than the last corporation in the unbroken chain owns stock

possessing fifty percent (50%) or more of the total combined voting power of all classes of stock in one of the

other corporations in such chain.

28.43."***Treasury Regulations***" means regulations promulgated by the United States Treasury Department.

28.44."***Unvested Shares***" means Shares that have not yet vested or are subject to a right of repurchase in favor of

the Company (or any successor thereto).

---

| | |
|:---|:---|
| **2026 PROXY STATEMENT** | **B-1** |

---

![04_SNow_Notice_banner.jpg](now-20260406_g6.jpg)

**Appendix B**

**Statement Regarding Use of Non-GAAP** 

**Financial Measures**

This Proxy Statement includes the following non-GAAP financial measures, which should be viewed as additions to, and

not substitutes for or superior to, financial measures calculated in accordance with GAAP.

• **Income from operations.** Our non-GAAP presentation of income from operations measure excludes certain non-cash

or non-recurring items, including stock-based compensation expense, amortization of purchased intangibles, legal

settlements, impairment of assets, severance costs, contract termination costs, and business combination and other

related costs including compensation expense.

• **Free cash flow.** Free cash flow is defined as net cash provided by operating activities plus cash outflows for legal

settlements and business combination and other related costs including compensation expense, reduced by purchases

of property and equipment.

• **Free cash flow margin.** Free cash flow margin is calculated as free cash flow as a percentage of total revenues.

Our presentation of non-GAAP financial measures may not be comparable to similar measures used by other companies.

We encourage shareholders to carefully consider our GAAP results, as well as our supplemental non-GAAP information

and the reconciliation between these presentations, to more fully understand our business. Please see the table below for

the reconciliation of GAAP and non-GAAP results.

**GAAP to Non-GAAP Reconciliation (in millions)**

---

| | | | |
|:---|:---|:---|:---|
|  | **Year ended**  | **Year ended** | **% Growth** |
| **Income from Operations** | **December 31, 2025** | **December 31, 2024** | **Y/Y** |
| **GAAP income from operations** | 1824 | 1364 |  |
| Stock-based compensation | 1955 | 1746 |  |
| Amortization of purchased intangibles | 120 | 94 |  |
| Business combination and other related costs | 109 | 33 |  |
| Impairment of assets | 30 |  |  |
| Severance costs | 74 |  |  |
| Legal settlements |  | 17 |  |
| Contract termination costs | 37 |  |  |
| **Non-GAAP income from operations** | 4150 | 3255 | 27% |

---

---

| | |
|:---|:---|
| **B-2** | ![ServiceNow_logo_WasabiGreen.jpg](now-20260406_g151.jpg) |

---

**APPENDIX B**

---

| | |
|:---|:---|
|  | **Year ended** |
| **Operating Margin** | **December 31, 2025** |
| **GAAP operating margin** | 13.5% |
| Stock-based compensation as % of total revenues | 14.5% |
| Amortization of purchased intangibles as % of total revenues | 1% |
| Business combination and other related costs as % of total revenues | 1% |
| Impairment of assets as % of total revenues | —% |
| Severance costs as % of total revenues | 0.5% |
| Legal settlements as % of total revenues | —% |
| Contract termination costs as % of total revenues | 0.5% |
| **Non-GAAP operating margin** | 31% |

---

---

| | | | |
|:---|:---|:---|:---|
|  | **Year ended**  | **Year ended** | **% Growth** |
| **Free Cash Flow** | **December 31, 2025** | **December 31, 2024** | **Y/Y** |
| **GAAP net cash provided by operating activities** | 5444 | 4267 |  |
| Purchases of property and equipment | (868) | (852) |  |
| Business combination and other related costs | 60 | 23 |  |
| Cash paid for legal settlements |  | 17 |  |
| **Non-GAAP free cash flow** | 4636 | 3455 | 34% |

---

---

| | |
|:---|:---|
|  | **Year ended** |
| **Free Cash Flow Margin** | **December 31, 2025** |
| **GAAP net cash provided by operating activities as % of total revenues** | 41% |
| Purchases of property and equipment as % of total revenues | (6.5)% |
| Business combination and other related costs as % of total revenues | 0.5% |
| Cash paid for legal settlements as % of total revenues | —% |
| **Non-GAAP free cash flow margin** | 35% |

---

Numbers rounded for presentation purposes and may not foot.

We believe information regarding the non-GAAP income from operations, non-GAAP operating margin, free cash flow and

free cash flow margin is useful to investors because it is an indicator of the strength and performance of our

business operations.

![02_NOW_PXY_2026_BC.jpg](now-20260406_g152.jpg)

![proxy_card_Page_1.jpg](now-20260406_g153.jpg)

![proxy_card_Page_2.jpg](now-20260406_g154.jpg)

### Attached PDF Documents

**Attachment 1:** `now2026proxycourtesycopy.pdf`

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