#1Copyright 2023 ADP, Inc. ADP Overview and Strategy | Governance and ESG November 2023 ADP#2Forward Looking Statements This document and other written or oral statements made from time to time by ADP may contain "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. Statements that are not historical in nature and which may be identified by the use of words like "outlook," "expects," "assumes," "projects," "anticipates," "estimates," "we believe," "could," "is designed to" and other words of similar meaning, are forward-looking statements. These statements are based on management's expectations and assumptions and depend upon or refer to future events or conditions and are subject to risks and uncertainties that may cause actual results to differ materially from those expressed. Factors that could cause actual results to differ materially from those contemplated by the forward-looking statements or that could contribute to such difference include: ADP's success in obtaining and retaining clients, and selling additional services to clients; the pricing of products and services; the success of our new solutions; compliance with existing or new legislation or regulations; changes in, or interpretations of, existing legislation or regulations; overall market, political and economic conditions, including interest rate and foreign currency trends and inflation; competitive conditions; our ability to maintain our current credit ratings and the impact on our funding costs and profitability; security or cyber breaches, fraudulent acts, and system interruptions and failures; employment and wage levels; changes in technology, including artificial intelligence; availability of skilled associates; the impact of new acquisitions and divestitures; the adequacy, effectiveness and success of our business transformation initiatives; the impact of any uncertainties related to major natural disasters or catastrophic events; and supply-chain disruptions. ADP disclaims any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. These risks and uncertainties, along with the risk factors discussed under "Item 1A. Risk Factors" of our most recent Annual Report on Form 10-K, and in other written or oral statements made from time to time by ADP, should be considered in evaluating any forward-looking statements contained herein. Non-GAAP Measures Adjusted EBIT, adjusted EBIT margin, adjusted diluted earnings per share, adjusted effective tax rate, and organic constant currency are all non-GAAP financial measures. Please refer to the Q1 fiscal 2024 earnings release available at investors.adp.com for a discussion of why ADP believes these measures are important and for a reconciliation of non-GAAP financial measures to their closest comparable GAAP financial measures. This presentation is a supplement to our Q1 fiscal 2024 earnings release; it is intended to be read in conjunction with, not as a substitute for, or in isolation from, the earnings release. We have not provided a reconciliation of our adjusted EBIT margin outlook, organic constant currency outlook or adjusted EPS outlook to their most comparable GAAP measures for our Medium-Term outlook because it would be potentially misleading and not practical given the difficulty of projecting event-driven transactional and other non-core operating items that are included in the GAAP metrics, including gains/losses on sales of businesses and assets and certain income tax adjustments. Copyright 2023 ADP, Inc. 2 ADP#3We are the Pioneer and Global Leader of HCM Company Overview Leader in Human Capital Management software and solutions ■ 1M+ Clients | 140 Countries | 60,000+ Global ADP Associates Deliver payroll for over 41 million workers globally ■ 25M+ in the US (1 in 6 US workers); 15M+ outside the US ■ Moved $3.1 trillion of US payroll and taxes on behalf of our clients and their employees in FY23 Category leader in most of the markets in which we participate Financial Overview Unrivaled HCM Footprint Small Business Client Size Payroll Client Need Large Enterprise PEO² and HR Outsourcing Single-State Client Location Strategic Priorities Global and Multinational FY23 Revenue $18.0B FY23 Adjusted EBIT¹ $4.5B S&P Rating AA- FY23 Client Revenue Retention 92.2% Moody's Rating Aa3 Fitch Rating AA- September 30, 2023 Market Cap $99B Years of Consecutive Dividend Increases 48 Lead with Best-in-Class HCM Technology Provide unmatched Expertise & Outsourcing Benefit our Clients with our 1. Adjusted EBIT is a non-GAAP metric. For a reconciliation of these non-GAAP financial metrics to their closest comparable GAAP metrics see our Q1 2024 earnings release available at investors.adp.com 2. Human Resource Outsourcing (HRO), Professional Employer Organization (PEO) Global Scale Copyright 2023 ADP, Inc. 3 ADP#4Our Industry is Attractive Our Market is Big $150B Total addressable market Payroll | Workforce Management | HR | Benefits Talent | HR Outsourcing | Analytics | Payments Our Market is Growing 5-6% Expected market growth in FY22 and beyond Total addressable market data as of FY2021. Source: Census, D&B, IHS, Nelson Hall, Cerulli Associates, Internal Financial Reporting Copyright © 2023 ADP, Inc. 4 ADP#5Our Market is Constantly Changing, and Change is Good PRODUCT Work PURCHASE SERVICE Global | Distributed | Dynamic | Legal Pay Flexible | Early Wage Access | Card HR Employee-centric | AI/ML Tech Platform +App | Public Cloud | Consumer Grade Pricing Transparent | Consumer-like Decision Making More Research | Consultative Sales Purchase Process Live | Digital | Omni Self-Service Guided | Intuitive | Al-assisted Channels Text | Chat | Email | App Expertise Business Outcomes | "Be-the-Expert" Copyright © 2023 ADP, Inc. 5#6Our Portfolio is Strong and Diversified Our HCM Portfolio PEO 32% FY21 Revenue ($15B total): $2.5B Small Business $2.4B Major Accounts $1.1B National Accounts $2.2B International $1.0B ES HRO $1.1B Complementary Solutions $4.8B PEO Complementary Solutions See 2021 Investor Day presentation for a brief overview of these different businesses Copyright © 2023 ADP, Inc. Small Business 16% Major Accounts 16% National 7% ES HRO Accounts International 7% 7% 15% 6 ADP#7ADP Ecosystem HCM Platforms Roll We are Innovating Across our Product Portfolio Small Business Run ADP DataCloud 1.-15 New User Experience Midmarket/Upmarket Workforce Now Upmarket / International International Next Gen HCM iHCM Global Payroll Good morning, Jonathan Wisely by ADP CHICIANS CHWILLIAMS 0445 wisely ADP Mobile App Engagement Survey ADP Marketplace Salut pick DERI VISA Copyright © 2023 ADP, Inc. Digital Service and Implementation 7 ADP.#8Distribution: Our Market Leadership Drives Scale Benefits $2B+ in worldwide new business bookings 8.5K+ sellers, all virtually enabled 170K+ new logos sold annually Copyright 2023 ADP, Inc. 140 countries with sales coverage 50%+ of new logos sold through partnership 800+ Marketplace apps globally 8 ADP#9Service: We are Becoming More Digitally Enabled A modern client and associate experience for satisfaction, speed and efficiency Efficient onboarding Intuitive client self-service Digital support Spodight on the e Taxes HIR Digital tools that automate implementation processes Early results Empowering clients to view data and complete tasks easily in-product Early results Automated or interactive, real-time digital support for faster resolution Early results 36%+ Run clients self-onboarding 20%+ Reduction in service contacts per client last 5 years 34%+ Service requests supported digitally with ~20% fully contained Copyright 2023 ADP, Inc. 9 ADP#10We Have Strengthened our Foundation in Several Key Ways 25%+ Increase in revenue per FTE ↑30 pt Average relationship NPS 8 Years of consecutive Top HR Product Awards at HR Tech 20%+ Decrease in contacts per client ↑40 pt Average implementation NPS 40%+ Increase in total client count 50 bps 92.2% Record level retention in ES Segment in FY23 Average annual ES margin expansion, overcoming pressure related to Covid-19 and lower client funds interest Note: All changes are over a five-year period through FY21 Copyright 2023 ADP, Inc. 10 ADP#11We Take a Disciplined Approach to Capital Allocation • 1 Organic reinvestment • to drive both revenue and margins • 2 M&A that meet our strategic goals • 3 Return cash to shareholders balancing dividends and repurchases • Copyright 2023 ADP, Inc. Product: $1.2B invested in Systems Development & Programming in FY23 Go-To-Market: Sales headcount, marketing, and channel partnerships Service: Digital transformation and Al • • Thoughtful and disciplined M&A approach; focus on transactions with high strategic value balanced against desire for simplification within ADP In FY18 invested ~$615M to acquire Global Cash Card and WorkMarket; in FY19 invested $120M to acquire Celergo · Target dividend payout ratio is 55-60% 48 years of consecutive dividend increases Long-standing share repurchase program to return excess cash, averaging ~1% share count reduction per year over the past 10 years $1B incremental debt issued in May 2021 to further supplement repurchases 11 ADP#12We Have Delivered Steady Revenue Growth A history of consistent revenue growth... ...including growing through headwinds related to COVID-19 PEO Services Segment Employer Services Segment 10-Year CAGR¹ through FY19 FY20 FY21 FY22 FY23 6.0B 5.5B 3.9B 4.2B 4.5B 4.8B ES 5% 1% 1% 8% 10% $3.5B Segment $8.9B 9.5B 9.9B 10.1B 10.2B 11.0B 12.0B PEO Segment 14% 8% 7% 15% 8% Total ES & PEO 7% 3% 3% 10% 9% FY17 FY18 FY19 FY20 FY21 FY22 FY23 1. Calculated using geometric average of annual growth rates to account for FY19 change in segment reporting Copyright 2023 ADP, Inc. 112 12 ADP#13We Issued Medium-Term Targets at our 2021 Investor Day 7 to 8% Revenue Growth Organic Constant Currency; About 6% ES and 10 to 12% PEO Segment Growth 11 to 13% Adjusted EPS Growth Assuming 1% annual net share count reduction 10 to 12% Adjusted EBIT Growth Supported by approximately 75bps annual Adj. EBIT Margin expansion 13 to 15% Total Shareholder Return Assuming 2% dividend yield These objectives assume no significant impact from change in corporate tax rates, change in yield curve, M&A, or change in ADP multiple Targets announced at our November 15, 2021 Investor Day. This is not a reaffirmation of that outlook. Copyright 2023 ADP, Inc. 13 ADP#14Copyright 2023 ADP, Inc. Governance and ESG ADP#15• • We Remain Focused on Being a Leader in ESG ⑭Environment Commitment to Net-Zero GHG Emissions by 2050 Reducing Scope 1 & 2 GHG emissions 25.2% by 2025 and 50% by 2030 Issued May 2023 GHG Update Executive compensation linked to environmental objectives * Social Commitment to and recognition for driving diversity and equality efforts Key HCM solutions support DEI and financial wellness Governance • Copyright © 2023 ADP, Inc. Refreshed board with diversity in experience and background Strong scores across ESG rating agencies 15 ADP#16Governance: Committed to Shareholder Engagement • We are committed to proactively engaging with shareholders; our Board is highly attuned to shareholder feedback, including governance & compensation best practices Monitoring & Assessment • Board and management review: ✓ Annual meeting voting results ✓ Investor feedback from IR & governance engagement ✓ Trends and best practices across the governance, executive compensation, regulatory, and environmental & social landscape This review allows ADP to identify and prioritize topics for discussion Outreach & Engagement ADP regularly meets with shareholders to actively gather feedback on a range of issues Fiscal Year 2023: We invited shareholders representing nearly half of our shares outstanding to discuss our strategy, corporate governance and executive compensation programs, and held meetings with shareholders representing over 30% of our shares outstanding Copyright 2023 ADP, Inc. Evaluation & Response ✓ Board of Directors & key committees evaluate and discuss feedback from stockholders and key stakeholders ✓ ADP enhances disclosure and practices, as appropriate ✓ ADP updates governance practices and documents to align with best practices, and incorporates feedback, as appropriate 16 ADP#17Governance: Responsive to Shareholder Feedback Topics of Discussion ADP Actions Taken Board & Governance Executive Compensation Risk Management Corporate Social Responsibility Copyright © 2023 ADP, Inc. • Board composition, self-assessment, and refreshment process Governance practices and oversight structures (proxy access proactively adopted in Aug 2016) Compensation program and practices, including ADP's increase in focus on performance-based awards in LTI Performance metric selection and weighting, pay mix, and peer group selection Enterprise risk management structure and how the Board oversees the risk assessment process Sustainability efforts and the underlying economic rationale for our ESG initiatives Ongoing Board Refreshment: New Board members joined in May 2019, April 2020, November 2020 and February 2022; Committee chair and membership rotations (November 2018, 2019, 2020 and 2022) Reduced the % of the voting power of the company's outstanding shares required to call of special meeting of shareholders from 33% to 25% (August 2020) New FY'23 LTI design for executives, increasing focus on performance-based awards Compensation peer group refinements for FY'22 and FY'18 Amended the charter of our newly re-named compensation and management development committee to formalize its existing practice to review HCM matters such as workplace culture, engagement and diversity and inclusion (April 2021) Ongoing enhanced risk management disclosures in proxy statement including in the areas of cyber, privacy and HCM Issued fourth CSR report in March 2022 (aligned to SASB and GRI; includes EEO-1 disclosure) Pledged to achieve net zero greenhouse gas emissions by 2050; Introduced an environmental footprint objective into annual executive bonus plan starting with FY'22 (September 2021) and issued short- and medium-term Scope 1 and 2 GHG targets (August 2022) ✓ Announced enhanced financial disclosures at 2018 Investor Day, which began FY'19 17 ADP#18Empty#19Governance: Best-in-Class Board With Balanced Skill Set Deliberate Board Composition ■Commitment to both continuity and fresh perspectives 4 of our 10 independent Directors have a tenure of 5 years or less¹ Average independent Director tenure of 6.6 years¹, compared to an S&P 500 average of 7.8 years 42% (5 of 12) women; 25% (3 of 12) racially diverse ■ Director succession planning Conducted in the context of a skill set review Skill set used to identify and recruit Directors ■ The right set of skills and experience to set ADP's corporate strategy 8 of 10 independent Directors are current or former C-Suite of major public companies Leaders with significant technology experience (Peter Bisson, David Goeckeler, Linnie Haynesworth, Fran Katsoudas, Nazzic Keene, Tom Lynch, Bill Ready) Independent mindset and focus on accountability to shareholders 10 of 12 Directors are independent All Board Committees are composed of independent Directors Committed to formal shareholder engagement program Ongoing board refreshment Skill Set Aligns and Evolves With Corporate Strategy Director Skill Set² General Operations Cybersecurity ESG Enterprise Risk Management Financial Expertise Government/Regulatory HR Management/Compensation 11 9 8 5 8 7 8 5 12 8 7 10 Strategic Planning Technology 12 7 Transformation Experience 10 Capital Markets Industry/HCM/HRO International Product Marketing / Product Management Public Company CEO Experience Other Public Company Board Experience 00 10 Source: Spencer Stuart Board Index 2022 As of November 2023 (10 independent directors; 2 management directors) 1. 2. Skill set matrix as of November 2023 (12 Directors) Copyright 2023 ADP, Inc. 19 ADP#201 2 Compensation: Rigorous Approach Five Guiding Principles Emphasize variable, performance-based compensation to ensure that pay and performance are closely aligned Rigorous metric selection and goal-setting process to support ADP's financial, transformation, client satisfaction and ESG objectives 3 Pay competitively to attract and retain executives critical to our long-term success 4 Commitment to high standards of corporate governance and best practices Thoughtful design to minimize excessive risk-taking 5 and to ensure high integrity Compensation Governance Ensures Alignment with Principles Robust Clawback Policy applicable to cash and equity incentives Stock Ownership Guidelines for CEO (6x) & NEOs (3x) No option repricing Target pay levels generally benchmarked to median, with variation based on tenure and experience Regular peer group analysis (peer group refined for FY'24, FY'22 and FY'18 to enhance alignment with ADP strategy) Double-trigger change-in-control severance and equity vesting provisions Limited perquisites Anti-Hedging and Pledging Policy No tax-gross ups No dividends on unearned performance stock Copyright 2023 ADP, Inc. 20 20 ADP#21Compensation: Pay Closely Aligned to Performance Balanced, Performance-Based Compensation Policy Designed to incentivize sustainable value creation Thoughtful design to encourage strategic transformation while mitigating excessive risk- taking Approved by independent compensation committee using independent compensation consultant CEO compensation was below Proxy Peer Median for FY16 - FY19, near the median for FY20-FY21 and slightly above the median for FY22 Robust clawback policy allows for cash and stock recovery Emphasizes equity-based compensation to foster commonality of interest between management and shareholders Transformation, Client Satisfaction and ESG Objectives Transformation, Client Satisfaction and ESG objectives represent 20%, 10% and 10%, respectively, of the short-term incentive compensation for our executive officers Important leading indicators of our transformation, creation of long-term value and future success These objectives are measurable and pay out formulaically Transformation • Reduce low value contacts per client • Digital sales goal Client count % on Next Gen • % of revenues on strategic platforms • Sales from newest products Client Satisfaction ESG • Increase % of paperless direct Improve % of female executives • Improve client experience through net promotor score goals Client retention goal deposit paystubs • • Improve % of executives from underrepresented groups Strong Performance Alignment & Shareholder Support CEO Pay ($M) Cumulative TSR (%) 225050 300% CEO 6% 200% 15 10 100% 94% 0% FY18 FY19 FY20 FY21 FY22 Say On Pay 97% 94% 90% 82% 93% Sources: Institutional Shareholder Services 2022 Report on ADP; ADP 2022 Proxy Statement. Copyright © 2023 ADP, Inc. Significant Pay at Risk Other NEOS 86% 14% = Base Salary = Performance-Based (STIP+LTIP) 21 24 ADP#22Enterprise Risk Management Board and key committees maintain disciplined risk assessment process to effectively pursue strategic goals Legal & Compliance Corporate Compliance (incl. Corp. Governance) Labor & Employment Operational Compliance 4 Privacy 5 Acquisition Integration Competitive Environmental, Social and Governance Innovation Partnership & Alliances Sovereign & Political Strategic Initiatives ADP Always Designing for People Financial Operational Financial Reporting 3 Cybersecurity Data Management Product Technology Digital & Technology 2 Strategic Business Disruption Client Assurance Change Impact Client Management Operational Fraud Operational Performance Operational Security Talent Management Third Party Transaction Process Operational Compensation and Management Development Committee .2 Operational (Talent Management) Audit Committee 2 Operational 3 Digital & Technology ⚫ 4 Financial ⚫5 Legal & Compliance Board ⚫ 1 Strategic ⚫ 2 Components of Operational 3 Components of Digital & Technology • 4 Components of Financial ⚫ 5 Components of Legal & Compliance Nominating Committee ⚫1 Strategic (Components of ESG) 5 Legal & Compliance (Corporate Governance) Copyright 2023 ADP, Inc. Financial 222 22 ADP#23Corporate Social Responsibility Report Most Recent CSR Report Issued March 2022 Creating a ADP Always Designing for People Sustainable Future Global Corporate Social Responsibility Report Issued: March 2022 Commitment to Strong Governance, Ethics, and Compliance ✓ Associate Diversity, Engagement, and Wellness ✓Client Betterment Through Innovation ✓ Community Engagement and Volunteer Involvement ✓ Environmental Sustainability For more information, please visit sustainability.adp.com Copyright 2023 ADP, Inc. 23 ADP