Supervisory BoardRemuneration Policy
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Supervisory Board Remuneration Policy ................................................. 3
1. Foundation of our Remuneration Policy..................................................................................... 3Objective.................................................................................................................................... 3Adyen Formula .......................................................................................................................... 3
Guiding principles ..................................................................................................................... 3
2. Comparison with the external landscape ................................................................................... 4
3. Components of our Remuneration Policy .................................................................................. 5
3.1 Fees/ Fixed remuneration ................................................................................................... 5
3.2 Expenses ............................................................................................................................. 5
3.3 Agreements ......................................................................................................................... 5
3.4 Governance ......................................................................................................................... 5

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Supervisory Board
Remuneration Policy
1. Foundation of our Remuneration Policy
ObjectiveThe objective of our global remuneration policies is to recruit and retain the best talent worldwide by offering
competitive payment structures that take account of our strategy to focus on our merchant’s growth, tochange the payment landscape and on having fun.
Since the start of the company, we have successfully recruited and retained talent in line with the Adyen
Formula (see below). We want to recruit and retain the best talent available in the market, which is not
restricted to those who have a background in the payments industry.
Our remuneration policies are consistent with, and promote, sound and effective risk management and havealways been aligned with our strategy and the Adyen Formula to create long-term value for our company
and our merchants.
Adyen Formula
Adyen is a global company with different offices around the world that competes in local labor markets. How
we work together globally is guided by the Adyen Formula. These eight principles are not constant – butconstantly evolving to keep pace with our merchants, our business and growth of the team:• We build to benefit all customers (not just one)
• We make good choices to build an ethical business and drive sustainable growth for our customers• Winning is more important than ego; we work as a team – across cultures and time zones• We include different people to sharpen our ideas• We don’t hide behind email, instead we pick up the phone• We create our own path and won’t be slowed down by “stewards”• We launch fast and iterate• We talk straight without being rude
The Adyen Formula ensures speed, which we view as the foundation of our company. We think fast. Wework fast. We launch fast. Our merchants’ demands shape our development, and we never stop – that is ourjob. We’re creating our own path, with a global team driving sustainable growth.
The way we work is crucial to our success. It guarantees that we continue to make good choices to build an
ethical business and it secures integrity of our company culture. The Adyen Formula is key to how we recruit,grow and retain talent globally. It underscores our foundational spirit, and ensures we keep our focus on ourmerchant’s growth, on changing the payment landscape, and on having fun while doing it.
Guiding principles
We have defined guiding principles of our Remuneration Policy to ensure that the components of theRemuneration Policy reflect the objective and are adherend to the Adyen Formula.
•Equal pay
We value all perspectives, so we see no reason to reward one more than the other – same role, samepay. We are committed to ensuring equal pay, therefore we make sure this is included in our annual
equal pay audit, to safeguard to uphold this standard. The annual equal pay audit includes a review

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ensuring that the employment conditions of the Supervisory Board members are in line with thoseof the rest of the organization, unless compelling reasons exist to deviate.
•Internal remuneration ratios
On a yearly basis we look at our internal remuneration ratios to make sure Supervisory Board
remuneration develops in line with the rest of the organization. On an annual basis we track possible
changes to the relevant pay ratio, to be able to take account hereof when reviewing remunerationlevels. In our annual remuneration report, we report on the internal remuneration ratios.

•Level of support in society
We strive to make good choices to build an ethical and sustainable business and drive sustainablegrowth for our merchants, articulated in the Adyen Formula. Our Corporate Social Responsibility
approach is three-pronged: i) sharing our knowledge and technology to make a positive impact onsociety, ii) limiting our impact on the environment, and iii) empowering our employees around theworld to create their own local initiatives.

2. Comparison with the external landscape
We consider various factors when determining the size of a remuneration package our Supervisory Board
members. One of the factors is the comparison with the external landscape to ensure that the remuneration
offered remains competitive.
To make a meaningful comparison with the external landscape, we believe it is key to define the right peergroup approach which reflects Adyen’s relevant market for Supervisory Board talent. We are competing withcompanies within various sectors for the best talent available in a global market. And although our directcompetitors are part of our talent market, it is not necessarily restricted to the payment industry only.
Similar to the peer group approach as applied for our Management Board, we have defined 4 different
categories we believe are together forming the foundation of our talent market and thus should berepresented in our peer group:
Category
Payment
platforms

Description
Combination of our direct (business)competitors and (FinTech) companies activein the payment, cryptocurrency and banking
platform sector

Financialsector

Selection of relevant banks

High-Tech

Companies active in software, platform or(digital) services related sectors

Listingindex

Companies that are listed at the same stock
exchange index as Adyen

Rationale
Comparison against companies operating in similarindustry dynamics as Adyen
Comparison against companies acting in a similar
governance environment and where remuneration is
subject to (broadly) similar regulation as for Adyen
Comparison against companies active ininnovation-driven and fast-moving industries,
similar to the payment industry.
Comparison against companies that are operating
within similar Dutch stakeholder environment.

We determine the composition of the peer group on an annual basis, balancing the weight of the different
categories appropriately. Individual peer companies are selected based on an objective approach, whereby
quantitative and industry criteria such as market capitalization and revenue are used to ensure comparability
in terms of size and structure. We aim to position around the median of the peer group in terms of size, while
the spread between the smallest and largest companies is kept within reasonable boundaries.

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As there is significant overlap in our talent market for Supervisory Board and Management Board members,
we aim to operate a consistent peer group for both boards. However, we also observe significant differencesin time commitment and responsibilities between one-tier and two-tier boards, especially for the role ofChair. Furthermore, pay practices within North American boards are different compared with Europeanboards, amongst others due to the prevalence of equity awards. Therefore, we will exclude any US peers andEuropean peers with one-tier boards from the Management Board peer group in our Supervisory Boardpeer group.
We will review the composition of the peer group on an annual basis in accordance with the criteria as
mentioned above. We have the intention to keep the peer group as stable as possible. We will disclose on
retrospective basis the peer group composition in our annual remuneration report.
We aim that the Base and Committee fees for our Supervisory Board members are positioned below themedian of the peer group, aligned with the foundation of our Remuneration Policy and acknowledging oursocietal impact and internal pay ratios.

3. Components of our Remuneration Policy
3.1 Fees/ Fixed remuneration
Our Supervisory Board members receive a base fee / fixed remuneration for their role within the Supervisory
Board and a committee fee for their role within the committees (if any). Both fees are set in accordance with
their role, associated time commitment and responsibilities within the Supervisory Board and committees.
The fees are paid fully in cash.
We will closely monitor the current levels against the developments of our Board’s role, time commitment,responsibilities and the external market during the term of this policy.
We do not provide variable remuneration to our Supervisory Board members, nor do we grant equity(-linked)
instruments. Our Supervisory Board members are only allowed to hold Adyen shares for the purpose oflong-term investment.
3.2 Expenses
Our Supervisory Board members are reimbursed for the expenses they have incurred in the performance of
their duties. We do not provide any loans or guarantees to our Supervisory Board members.
3.3 Agreements
All Supervisory Board members have entered into a service agreement with Adyen N.V., with a notice periodof six months for Adyen and three months for the Supervisory Board members. The terms and conditions ofthe service agreements have been aligned with the Dutch Corporate Governance Code. The service
agreements are entered into for a term of four years.
3.4 Governance
The Supervisory Board strives to keep the Remuneration Policy up to date with market circumstances andrequirements set by local laws.
The Remuneration Policy is reviewed on a yearly basis by the different control functions within Adyen and isdiscussed within Adyen’s Nomination and Remuneration Committee. Changes to the Remuneration Policy
need to be approved by the Supervisory Board, and every 4 years by three fourth (3/4th) of the votes cast of
the Annual Meeting of Shareholders. The Remuneration Policy and the results of the votes cast will be
published on the Adyen website directly after the Annual Meeting of Shareholders.
Under exceptional circumstances, the Supervisory Board can temporarily and ultimately until the new
Remuneration Policy is adopted, deviate from the Remuneration Policy. For this purpose, exceptional
circumstances are limited to those circumstances that require deviation to serve the long-term interests andsustainability of the company as a whole or to assure its viability. In the event of such circumstances,
Adyen’s Nomination and Remuneration Committee will assess the situation and make a proposal to theSupervisory Board Remuneration Policy | Page 5

Supervisory Board, who may decide whether derogation of the Remuneration Policy is allowed in therelevant circumstances, or not. The deviation will be reported in the annual remuneration report.

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