#1ERMA ADP Investor Presentation Overview and Strategy | Governance and ESG August 2021 Copyright ©2021 ADP, Inc. 1 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 Q4 fiscal 2021 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 Q4 fiscal 2021 earnings release; it is intended to be read in conjunction with, not as a substitute for, or in isolation from, the earnings release. Copyright 2021 ADP, Inc. 2 ADP#3At a Glance: ADP is 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 Our Strategic Pillars 品 " Moved $2.3 trillion of US payroll and taxes on behalf of our clients and our clients' employees in FY20 Grow a complete suite of cloud-based HCM Solutions Scale our market leading HRO² Solutions 56,000 920,000+ 140 Countries Employees Clients Financial Overview Unrivaled Client Footprint FY21 Revenue $15.0B FY21 Adjusted EBIT¹ $3.4B Small Business Client Size FY21 Client Revenue Retention S&P/Moody's/Fitch AA-/Aa3/ 92.2% Ratings AA- Payroll Client Need June 30, 2021 $85B Market Cap Years of Consecutive Dividend Increases 46 Single-State Client Location 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 Q4 2021 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. Leverage our global presence to offer HCM Solutions wherever clients do business Large Enterprise PEO² and HR Outsourcing Global and Multinational 3 ADP#4Impact of COVID-19 on our Revenue 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 4.2B 4.5B 4.8B 3.9B $3.5B ES Segment 5% 1% 4 to 6% $8.9B 9.5B 9.9B 10.1B 10.2B PEO Segment 14% 7% 9 to 11% Total ES & PEO 7% 3% 6 to 7% 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 Q4 2021 earnings presentation on July 28, 2021 Copyright 2021 ADP, Inc. 4 ADP#5Potential Long-Term Structural Implications of COVID-19 It will take time to understand all of COVID-19's long-term market effects, but many initial signs appear highly supportive for HCM and ADP: Potential HCM Market Effects ⚫ Rapid changes to legislative and government regulations create new tax and compliance challenges for companies Increased hybrid and/or remote workforces drive demand for workforce management and engagement tools Significant shifts in worker preferences and wage demands add urgency to recruitment, talent management efforts • • ADP Effects Client satisfaction reaching record levels across several of our businesses (net promoter scores moved higher during COVID-19) Sales organization broadening use of digital tools and new engagement techniques that proved highly effective over FY21 Potential long-term operating expense benefits (real estate footprint, travel) if certain "temporary" changes to operations are permanent Copyright 2021 ADP, Inc. 5 ADP#6Big Picture: Our Addressable Market is Large, Growing, and Evolving Large & Growing Market $150B Addressable Global HCM Market $90B 5-6% Growth Continuous Evolution HCM landscape continues to be shaped by secular changes across many categories 囹 $20B • $40B • WORK Growth of gig economy Emergence of dynamic teams PAY More workers paid in real-time or on tailored schedules HR BUSINESS • Becoming more analytical, TECH Globalization of workforce • HCM tech leveraging AI/ML Evolving labor Increasing focus on talent and engagement markets Growing regulatory transforming into platforms + app ecosystems Emergence of public cloud pressure US HCM HR Outsourcing International HCM Source: Census, D&B, IHS, Nelson Hall, Cerulli Associates, Internal Financial Reporting; growth rates FY17-20 _ Additional potential impacts from COVID-19 Copyright © 2021 ADP, Inc. 6 ADP#7And as the Market Evolves, We Remain Positioned to Win HCM Evolution ADP Positioning Only HCM provider with a freelancer labor solution (WorkMarket) WORK Next Gen HCM platform uniquely built to serve dynamic, team-based organizations 但 PAY HR BUSINESS TECH Copyright 2021 ADP, Inc. Industry-leading mobile HCM and payments platforms (Global Cash Card®) Next Gen payroll and tax engine with on-demand payroll calculation and real-time pay capability, supplemented by early wage access partner offerings World's richest and most accurate dataset (DataCloud) Pioneering Next Gen talent solutions (TMBC) built natively into Next Gen HCM platform Proprietary and market-leading HRO solutions Unmatched global footprint (GlobalView/Celergo) leveraging both local ADP in-country presence and global partner network; Next Gen platforms built global at its core Deep compliance expertise Industry-leading HCM Marketplace and API portfolio Next Gen HCM open platform with "mini-apps" strategy Predictive models leveraging our differentiated big data (DataCloud) 7 ADP#8Our Product - An Unmatched Suite of Software and Services HCM Solutions HRO Solutions Small businesses (49 employees and below) Midsized businesses (50-999 employees) RUN Powered by ADP® Large businesses (1,000+ employees) ADP Workforce Now® ADP Vantage HCM® ADP SmartCompliance® ADP TotalSourceⓇ PEO, enabled by ADP Workforce Now ADP Comprehensive Services®, enabled by ADP Workforce Now ADP CelergoⓇ/Streamline® ADP IHCMⓇ and other In-country Solutions Global Solutions Copyright 2021 ADP, Inc. ADP Comprehensive Outsourcing Solutions, enabled by ADP Vantage HCM ADP GlobalView® 8 ADP#9Our Distribution – Market Leadership Driving Scale Benefits 7,500 TOTAL SELLERS Our sellers are enabled to sell the best fit HCM platform as well as value- added complementary products 140 COUNTRIES We serve clients in 140 countries worldwide 20K+ REFERRING PARTNERS Our partner ecosystem is unmatched with over 20K partners referring clients each year Copyright 2021 ADP, Inc. 1/3 INSIDE SALES We are growing our inside sales organization to capitalize on digital sales and share of wallet 600 MARKETPLACE APPS We digitally distribute about 600 apps through the ADP Marketplace, the world's largest HCM marketplace 9 ADP#10We Take a Disciplined Approach to Capital Allocation INVESTMENT PRIORITY 1 2 3 Reinvest in the business to drive organic revenue growth and margin improvement Invest in acquisitions to supplement ADP's existing strategy and capabilities Return cash to shareholders via dividend and shares repurchases PROGRESS + FY21 ~$1B invested in Systems Development & Programming, continue to keep strategic platforms differentiated and continue to scale Next Gen platforms + Reinvesting in growing sales force and enhancing productivity + Invested in transformation initiatives to drive hundreds of millions in run-rate savings + Maintain disciplined M&A approach and focus on transactions with high strategic value + In FY18 invested ~$615M to acquire Global Cash Card and WorkMarket; in FY19 invested ~$120M to acquire Celergo + Target dividend payout ratio 55-60% +46 years of consecutive dividend increases + Incremental dividend increase in April '18 due to tax reform; board approved another dividend increase in Nov '18, Nov '19, and Nov '20 + Long-standing share buyback program to return excess cash, averaging ~1% share count reduction per year over the past 10 years; increased pace of buybacks after $1B debt issue in May '21 Copyright 2021 ADP, Inc. 10 ADP#11Governance and ESG Focus Copyright 2021 ADP, Inc. 11 ADP#12Governance - 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 2020: 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 12 ADP#13Governance - 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 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) Compensation peer group refinements for FY'18 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 Issued second Corporate Social Responsibility report in November 2019 Copyright 2021 ADP, Inc. 13 ADP#14Governance - 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. 14 ADP#15Governance - Best-in-Class Board With Balanced Skill Set Deliberate Board Composition ■ Commitment to both continuity and fresh perspectives 7 of our 11 Directors have a tenure of 5 years or less¹ Average independent Director tenure of 4.7 years¹, compared to an S&P 500 average of 8.0 years ■ 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 Source: Spencer Stuart Board Index 2019 As of November 2020 Annual Meeting (10 independent directors; 1 management director) 1. 2. Skill set matrix as of 2020 Annual Meeting (11 Directors) Skill Set Aligns and Evolves With Corporate Strategy Director Skill Set² Business Operations Cybersecurity Enterprise Risk Management Financial Expertise Government/Regulatory HR Management/Compensation Investment Banking/Capital Markets Industry/HCM/HRO International Product Marketing / Product Management Public Company CEO Experience Other Public Company Board Experience 10 3 8 6 7 6 1 11 6 5 10 Strategic Planning Technology 11 Transformation Experience 9 Copyright ©2021 ADP, Inc. 15 ADP#16Governance - 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. 16 ADP#17Compensation - 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 5 governance and best practices Thoughtful design to minimize excessive risk-taking 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 FY2018 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. 17 ADP#18Compensation - 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 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 Simplify Innovate ↑ Adoption/utilization of client ↑ % of clients on Next Gen engagement hub solutions Grow ↑ 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 2050 CEO Pay ($M) 20 15 Cumulative TSR (%) 300% 7% 15% 200% 10 100% 85% 93% 0% FY16 FY17 FY18 FY19 FY20 Say On Pay 96% 93% 97% 94% 90% = Base Salary = Performance-Based (STIP+LTIP) Sources: Institutional Shareholder Services 2020 Report on ADP; ADP 2020 Proxy Statement. Copyright 2021 ADP, Inc. 18 ADP#19Enterprise Risk Management Board and key committees maintain disciplined risk assessment process to effectively pursue strategic goals Financial Mgmt. & Reporting Legal & Compliance Anti-Bribery Antitrust/Fair Competition Consumer Protection Finance and Trade Labor and Employment Privacy Product Compliance Corporate Governance Financial Reporting Risk Financial Operational Risk 5 External Economic Risk 6 Competitive Risk Strategic Partnership & Alliances Risk Innovation Risk Execution of Strategic initiatives Mergers, Acquisitions & Divestitures Risk 1 ADP Always Designing for People" 3 2 Client Management Risk Business Disruption 4 Information Risk System Reliability Risk Third Party Risk Transaction Process Risk Talent Management Risk Physical Security Risk Fraud & Financial Crimes Info Tech / Cybersecurity Internal Operations perations Client Facing Opera Compensation 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. 19 ADP#20Corporate Social Responsibility Report Most Recent CSR Report Issued November 2020 ADP 20 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. 20 20 ADP