#1ADP Investor Presentation Overview and Strategy | Governance and ESG November 2021 Copyright 2021 ADP, Inc. 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 "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; 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; availability of skilled technical associates; the impact of new acquisitions and divestitures; the adequacy, effectiveness and success of our business transformation initiatives; and the impact of and uncertainties related to major natural disasters or catastrophic events, including the COVID-19 pandemic. 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 2022 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 comparable GAAP financial measures. This presentation is a supplement to our Q1 fiscal 2022 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 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 2021 ADP, Inc. 2 ADP#3We are the Pioneer and Global Leader of HCM Company Overview ■ Global leader in Human Capital Management (HCM) software and solutions Delivers payroll for over 38 million workers globally, including over 23 million (1 in 6) US workers and over 14 million workers outside the US ■ Partners with over 7,000 tax agencies across all levels of government throughout the US " Moved $2.3 trillion of US payroll and taxes on behalf of our clients and our clients' employees in FY20 56,000 Employees | 920,000+ Clients | 140 Countries 品 Our Strategic Pillars Grow a complete suite of cloud-based HCM Solutions Scale our market leading HRO² Solutions Leverage our global presence to offer HCM Solutions wherever clients do business Financial Overview Unrivaled Client Footprint FY21 Revenue $15.0B FY21 Adjusted EBIT¹ $3.4B Small Business Client Size Large Enterprise FY21 Client Revenue Retention S&P/Moody's/Fitch 92.2% Ratings AA-/Aa3/ AA- Payroll Client Need PEO² and HR Outsourcing Nov 15, 2021 $99B Market Cap Years of Consecutive Dividend Increases 47 Single-State Client Location Global and Multinational 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 2022 earnings release and Fiscal 2021 Form 10-K available at investors.adp.com 2. Human Resource Outsourcing (HRO), Professional Employer Organization (PEO) Copyright 2021 ADP, Inc. 3. ADP#4Our Market (Global HCM) is Large and Growing 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 2021 ADP, Inc. 4 ADP#5Our Market is also Constantly Changing, and Change is Good PRODUCT PURCHASE SERVICE Work 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 2021 ADP, Inc. 5#6Our HCM Portfolio is Strong and Diversified Our $15B FY21 Revenue Portfolio: $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 PEO 32% Small Business 16% Complementary Solutions Major Accounts 16% National 7% Accounts ES HRO International 7% 7% 15% See 2021 Investor Day presentation for a brief overview of these different businesses Copyright 2021 ADP, Inc. 6 ADP#7Product – We are Innovating Across our Portfolio New User Experience ADP Ecosystem HCM Platforms roll. Chat Small Business Midmarket/Upmarket Upmarket / International Run Workforce Now Next Gen HCM iHCM DataCloud wisely Next Gen Payroll Workforce Management Next Gen Tax Copyright 2021 ADP, Inc. (867 $1,851.28 Digital Service and Implementation International Global Payroll Marketplace Help keep your employees safe today as you plan for Lamontow Selution top picks Ews More 7 ADP#8Distribution - Our Market Leadership Drives Scale Benefits Copyright 2021 ADP, Inc. $1.8B+ in worldwide new business bookings 7.5K+ sellers, all virtually enabled 170K+ new logos sold annually 140 countries with sales coverage 50%+ of new logos sold through partnership 800+ Marketplace apps globally 8 ADP#9Service - Our Leading Service is 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 2021 ADP, Inc. 9 ADP#10We have Strengthened our Foundation in Several Key Ways 25%+ Increase in revenue per FTE ↑30 pt Average relationship NPS 7 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 92.2% Record level retention in ES Segment in FY21 50 bps Average annual ES margin expansion, overcoming pressure related to Covid-19 and lower client funds interest Note: All changes are over a 5 year period Copyright 2021 ADP, Inc. 10 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 2021 ADP, Inc. • • • • • Product: FY21 ~$1B invested in Systems Development & Programming, 10% CAGR in Innovation R&D and product spend FY18-FY21 Go-To-Market: Investing in sales headcount, marketing, distribution channels and productivity efforts Service: Investing in digital transformation efforts and investing to drive further gains in client satisfaction 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% 47 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#12Covid-19 - Our FY22 Outlook is for a Resumption of Normal Growth A history of consistent revenue growth... PEO Services Segment Employer Services Segment ...temporarily impacted by headwinds related to COVID-19 10-Year CAGR¹ through FY20 FY21 FY22 Guidance² (as of Oct 27, 2021) 4.2B 4.5B 4.8B 3.9B $3.5B ES Segment 5% 1% 5 to 6% $8.9B 9.5B 9.9B 10.1B 10.2B PEO Segment 14% 7% 11 to 13% Total ES & PEO 7% 3% 7 to 8% FY17 FY18 FY19 FY20 FY21 1. Calculated using geometric average of annual growth rates to account for FY19 change in segment reporting 2. As of ADP Q1 2022 earnings presentation on October 27, 2021. This is not a reaffirmation of that outlook. Copyright 2021 ADP, Inc. 12 12 ADP#13We are Looking to Grow 7 to 8% over the Medium Term Employer Services 6% Growth 7-8% growth in ES bookings Stable ES retention 50bps contribution from price 50bps contribution from 2% PPC Modest contribution from CFI PEO 10 to 12% Growth High single digit growth in average WSES Low single digit lift from zero-margin pass- throughs and wage inflation Immaterial contribution from workers' compensation and SUI rates 7 to 8% Consolidated Revenue Growth Note: All figures organic constant currency Targets announced at our November 15, 2021 Investor Day. This is not a reaffirmation of that outlook. Copyright 2021 ADP, Inc. 13 ADP#14Our Full Medium Term Outlook 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 2021 ADP, Inc. 14 ADP#15Governance and ESG Focus Copyright 2021 ADP, Inc. 15 ADP#16Governance and ESG - We Remain Focused on Being a Leader • • ④Environment Commitment to Net-Zero GHG Emissions by 2050 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 . • Refreshed board with diversity in experience and background • Strong scores across ESG rating agencies Copyright 2021 ADP, Inc. 16 ADP#17Governance 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 2021: 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 40% of our shares outstanding Copyright 2021 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 17 17 ADP#18Governance - Responsive to Shareholder Feedback Board & Governance • Executive Compensation ° Risk Management Corporate Social Responsibility • Topics of Discussion 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 shift to using Net Income instead of EPS to measure LTIP goals 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 ADP Actions Taken Compensation peer group refinements for FY'22 and FY'18 Pledge to achieve net zero greenhouse gas emissions by 2050; Introduced an environmental footprint objective into annual executive bonus plan for FY'22 (September 2021) 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) Issued third CSR report in November 2020 (aligned to SASB and GRI) Ongoing Board Refreshment: New Board members joined in April 2018, May 2019, April 2020 and November 2020; Committee chair and membership rotations (November 2018, 2019 and 2020) 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) Amended Corporate Governance Principles to adopt more stringent overboarding policy (April 2018) Shareholder friendly Equity Plan (November 2018) Approved freeze of corporate officer supplemental retirement plan as of July 1, 2019 (previously closed to new entrants in FY'14) Ongoing enhanced risk management disclosures in proxy statement including in the areas of cyber, privacy and HCM Announced enhanced financial disclosures at 2018 Investor Day, which began FY'19 Copyright 2021 ADP, Inc. 18 ADP#19Governance - Leading with Best Practices ADP is committed to shareholder-friendly corporate governance practices that help to drive long-term value creation Proxy access right at 3% / 3 year ownership threshold (adopted August 2016) ✓ Independent Chairman Majority voting standard ✓ Shareholder ability to call special meetings Shareholder right to act by written consent ✓ No dual-class stock; one share, one vote No overboarding No poison pill Active shareholder engagement to better understand investor perspectives ✓ Annually elected Board; directors may be removed without cause ✓ Annual succession planning review ✓ Significant Board role in strategy and risk oversight ✓ Non-employee director pay limits ✓ Annual Board assessment of corporate governance best practices ✓ Oversight of executive compensation by the Compensation Committee Executive sessions of independent directors held regularly Copyright 2021 ADP, Inc. 19 ADP#20Governance - Best-in-Class Board With Balanced Skill Set Deliberate Board Composition ■ Commitment to both continuity and fresh perspectives 5 of our 11 Directors have a tenure of 5 years or less¹ Average independent Director tenure of 5.7 years¹, compared to an S&P 500 average of 7.9 years 36% (4 of 11) women; 27% (3 of 11) 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, Linnie Haynesworth, Fran Katsoudas, Nazzic Keene, Tom Lynch, Bill Ready) Independent mindset and focus on accountability to shareholders 10 of 11 Directors are independent All Board Committees are composed of independent Directors Committed to formal shareholder engagement program 8 out of 10 independent Directors have shorter tenure than CEO Ongoing board refreshment Skill Set Aligns and Evolves With Corporate Strategy Director Skill Set² Financial Expertise Government/Regulatory HR Management/Compensation Capital Markets Industry/HCM/HRO Business Operations Cybersecurity 10 3 Enterprise Risk Management 8 6 7 8 11 6 5 10 11 Transformation Experience 9 International Product Marketing/Product Management Public Company CEO Experience Other Public Company Board Experience Strategic Planning Technology Source: Spencer Stuart Board Index 2020 1. 2. As of November 2021 Annual Meeting (10 independent directors; 1 management director) Skill set matrix as of 2021 Annual Meeting (11 Directors) Copyright 2021 ADP, Inc. 20 ADP#21Governance - Strong Independent Chair Role • John Jones assumed role of Chairman of the Board in November 2015 Background: Brings substantial knowledge of ADP to the role, having served on the Board prior to current CEO Retired Chairman & CEO of Air Products and Chemicals; former director at Sunoco Extensive expertise in solving issues facing public companies and multinational businesses, including organizational management, strategic planning, enterprise risk management and corporate governance matters Significant experience in businesses operating within strict/shifting regulatory frameworks Significant Chairman Responsibility Leads Board of Directors in its oversight, advisory, and risk management roles Plans, reviews, and approves board meeting agendas and schedules in coordination with the CEO Ensures effective functioning of and communication between Board Committees ✓ Authority to call meeting of independent directors Copyright 2021 ADP, Inc. 21 ADP#22Compensation - Rigorous Approach 1 2 3 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 and strategic objectives Pay competitively to attract and retain executives critical to our long-term success Commitment to high standards of corporate 4 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'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 2021 ADP, Inc. 22 22 ADP#23Compensation - 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 FY16-FY19 CEO compensation was below Proxy Peer Median and near the median for FY20-FY21 Robust clawback policy allows for cash and stock recovery Emphasizes equity-based compensation to foster commonality of interest between management and shareholders Strategic Objectives at the Core of Executive Compensation Strategic objectives represent 40% of the short-term incentive compensation for our executive officers ■ Important leading indicators of our transformation, creation of long-term value and future success Strategic objectives are measurable and pay out formulaically Grow Simplify Innovate ↑ Adoption/utilization of client ↑ engagement hub # of clients on Next Gen solutions ↑ Improve client retention ↑ Improvement in net promoter scores, improving client experience ↑ Sales from newest products ↑ Improve workforce diversity ↓ Reduce low value contacts per 1 % of revenues on strategic platforms client ↑ Digital Sales Strong Performance Alignment & Shareholder Support Significant Pay at Risk CEO Other NEOS CEO Pay ($M) Cumulative TSR (%) 225050 300% 7% 200% 13% 15 10 100% 87% 93% 0% FY16 FY17 FY18 FY19 FY20 FY21 Say On Pay 96% 93% 97% 94% 90% 82% = Base Salary = Performance-Based (STIP+LTIP) Sources: Institutional Shareholder Services 2021 Report on ADP; ADP 2021 Proxy Statement. Copyright 2021 ADP, Inc. 23 ADP#24Enterprise Risk Management Board and key committees maintain disciplined risk assessment process to effectively pursue strategic goals Financial Mgmt. & Reporting Legal & Compliance Financial Strategic Anti-Bribery Competitive Risk Antitrust/Fair Competition Consumer Protection Reporting Risk Financial Finance and Trade Labor and Employment Privacy Product Compliance Corporate Governance Operational Risk 5 External Economic Risk 6 Partnership & Alliances Risk Innovation Risk Execution of Strategic Initiatives Mergers, Acquisitions & Divestitures Risk 1 ADP Always Designing for People" 4 Information Risk System Reliability Risk Info Tech / Cybersecurity 3 Third Party Risk 2 Client Management Risk Business Disruption Transaction Process Risk Talent Management Risk Physical Security Risk Fraud & Financial Crimes Internal Operations Client Facing Oper Operations Compensation and Management Development Committee 3 Internal Operations (Talent Management Risk) Audit Committee 3 Internal Operations ⚫ 4 Info Tech / Cybersecurity 5 Financial Management & Reporting • 6 Legal & Compliance Board 1 Strategic ⚫ 2 Client-Facing Operations • 4 Info Tech / Cybersecurity (Components of Info and System Reliability Risk) ⚫ 5 Financial Management & Reporting (Components of Financial Op Risk and External Economic Risk) Nominating Committee 6 Legal & Compliance (Corporate Governance) Copyright 2021 ADP, Inc. *Includes CSR and sustainability, as well as philanthropic activities 24 ADP#25Corporate Social Responsibility Report Most Recent CSR Report Issued November 2020 ADP Global Corporate Social Responsibility Report CEO MESSAGE GOVERNANCE INNOVATION ASSOCIATES COMMUNITY ENVIRONMENT COMMITMENT TO ESG INDICES HIGHLIGHTS DOWNLOADS Creating a Helpful and Hopeful World Global Corporate Social Responsibility Report Issued: November 2020 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 2021 ADP, Inc. 25 ADP