Company: ARVN
Filing Date: 2025-04-29
Form Type: DEF 14A
Source: 0001655759-25-000075
Chunk: 40

Company: ARVINAS, INC.
Filing Date: 2025-04-29
Form: DEF 14A
Chunk 40
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 to be received by our CEO, and as such fluctuates with changes in our share price. For this reason, contrasting pay amounts from the Summary Compensation Table with realizable pay provides a meaningful demonstration of the pay for performance alignment of our executive compensation program.

The following chart demonstrates the difference between the reported pay for Dr. Houston, as disclosed in the Summary Compensation Table, and the realizable pay values of those awards as of the end of each fiscal year. Because the change in share price is a key component of the equity value, the realizable value represented substantially less than the grant date fair value, demonstrating the direct link between performance and pay outcomes.

Realizable pay for the past three years is generally aligned with our stock price performance over the same period.

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Compensation Governance

The compensation committee is responsible for oversight of the company’s compensation program and practices. The compensation committee maintains a pay program defined by corporate governance best practices and a commitment to stockholder interests. The board of directors have committed to numerous practices and safeguards to ensure the compensation program remains aligned with those interests. These corporate governance practices include the following:

|   |     | What We Do                                                                                                                |     |   |     | What We Don’t Do                                                 |
| ü |     | Pay-for-performance philosophy and culture                                                                                |     | O |     | No excise tax gross ups                                          |
| ü |     | An appropriate mix of short and long-term incentives for our executives                                                   |     | O |     | No excessive perquisites or other benefits for NEOs              |
| ü |     | Responsible use of long-term equity program to motivate and align executives’ interests with stockholders                 |     | O |     | No repricing of stock option awards without stockholder approval |
| ü |     | Perform an annual risk assessment of our compensation program and practices                                               |     | O |     | No discounted stock option awards                                |
| ü |     | Maintain a peer group of companies to evaluate compensation decisions and update peer information periodically            |     | O |     | No hedging or pledging of company stock                          |
| ü |     | Conduct Say-on-Pay vote annually                                                                                          |     | O |     | No “single trigger” payouts in a change in control situation     |
| ü |     | Engage an independent compensation consultant to advise on executive compensation matters                                 |     |   |     |                                                                  |
| ü |     | Have an independent compensation committee                                                                                |     |   |     |