Company: TEAM
Filing Date: 2025-10-15
Form Type: DEF 14A
Source: 0001650372-25-000058
Chunk: 33

Company: Atlassian Corp
Filing Date: 2025-10-15
Form: DEF 14A
Chunk 33
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 introducing what we believe to be unnecessary complexity that would undermine the competitiveness or efficacy of these programs. This approach allows us to remain agile and flexible year-to-year to consider adjustments to our compensation programs as our business and talent strategy evolve.

3. We aim to deliver competitive target compensation levels. We annually assess our peer group and pay levels to ensure that our executives have target pay opportunities that are commensurate with their role expectations, reflect their individual experiences and skill sets, and their pay is positioned competitively against appropriate market references to attract and retain talent in a highly competitive market. Actual outcomes for our executives may be higher or lower and are influenced by overall company and individual performance.

4. We reinforce a pay-for-performance orientation. We have a robust performance management process centered on development and growth priorities which support us in directly tying our executive pay to performance in three explicit ways: (1) company-specific financial performance metrics through the annual incentive program, (2) overall team performance via the granting of RSU awards that connect the value of compensation to Atlassian’s stock price, and (3) individual performance which will impact how annual long-term incentive compensation decisions are calibrated.

5. We embrace transparency and consistency. We find value in a transparent, and largely formulaic, decision-making process that we believe enhances executive engagement and trust in how outcomes are determined.

Compensation and Governance Practices and Policies

The CLDC believes that its executive compensation and benefits philosophy and objectives have resulted in programs that align our executives’ interests with our stockholders’ interests.

|                                                                                                                                                         |     | What We Do |     |                                                                                                        |     | What We Don’t Do |
| Limit CEO pay given size of existing equity stake                                                                                                       
 Prioritize equity-based compensation and ownership through the use of RSUs                                                                              
 Link pay to strategic priorities (e.g., cloud revenue) that align with stockholder interests                                                            
 Set a cap on incentive payouts                                                                                                                          
 Utilize a four-year vesting period to support our long-term orientation                                                                                 
 Use of an independent compensation consultant to advise the CLDC                                                                                        
 Conduct continuous succession planning                                                                                                                  
 Have an independent compensation committee                                                                                                              
 Perform annual risk assessment reviewed by independent compensation consultants                                                                         
 Maintain post-vesting stock ownership requirements for all senior leaders to create long-term ownership                                                 
 Maintain a clawback policy that permits the Board to recover incentive compensation, including annual bonus payments, in compliance with applicable law |     |            |     | No “single trigger” equity acceleration upon a change in control when equity awards are assumed        
 No