DEF 14A of Criteo S.A., May 8, 2026

DEF 14A of Criteo S.A.

Filed May 8, 2026 · FY20250001576427-26-000058

Open on EDGAR

  1. Director and Director Nominee Biographies

    Director and Director Nominee Biographies Presented below is information with respect to the Board of Director’s eight incumbent directors and its director nominees. The information presented below for each such person includes the specific experience, qualifications, attributes and skills that led the Board of Directors to conclude that such person should serve on the Board of Directors. 13 Table of Contents

  2. Director and Director Nominee Biographies

    | Michael Komasinski CEO & Director Age: 55 Director since: 2025 | Professional Experience | | | •Chief Executive Officer of the Americas, President of Global Data and Technology, dentsu (2023 – 2025) •Global Chief Executive Officer, Merkle (2015 – 2023) •Chief Operating Officer, Razorfish (2014 – 2015) •President, Schawk Retail Marketing, SGK (2010 – 2014) •Vice President Global Operations, Nielsen (2003 – 2010) | | | Key Skills & Qualifications | | | •Technology / AdTech / Retail Media Expertise: Mr. Komasinski brings over 20 years of AdTech expertise and a proven track record of driving accelerated growth, AI-driven innovation and scale. He has vast retail media expertise, having grown Merkle's retail media consulting practice and combining it with dentsu's leading media buy-side capabilities. •Strategy / Business Transformation Experience: At dentsu, Mr. Komasinski led the technological transformation of its product suite during a time of rapid innovation. Those efforts included embedding AI across dentsu’s products and platforms to enhance value for clients and defining dentsu’s client-facing data drive, technology strategy, which resulted in significant enterprise client wins. •Global Business Experience: Prior to joining dentsu, Mr. Komasinski was responsible at Merkle for overseeing a staff of more than 14,000 employees in over 50 locations throughout the Americas, EMEA, and APAC. He previously served in leadership positions at Razorfish, Schawk Retail Marketing, The Nielsen Company, and A.T. Kearney. Mr. Komasinski is a board member of the Ad Council and the Interactive Advertising Bureau (IAB). | | | Current Organizations | | | •Director, Ad Council (2023 – Present) •Director, Interactive Advertising Bureau (IAB) (2025 – Present) | | | Education | | | •Bachelor of Science in Engineering and Philosophy, Vanderbilt University •MBA degree, Indiana University’s Kelley School of Business |

  3. Director and Director Nominee Biographies

    14 Table of Contents

  4. Director and Director Nominee Biographies

    | Frederik van der Kooi Chairperson of the Board & Independent Director Age: 59 Director since: 2023 Committee: Nomination & Corporate Governance | Professional Experience | | | •Microsoft Corporation ◦Corporate Vice President (Microsoft Advertising) (2010 – 2021) ◦Corporate Vice President & COO (Online Services Division) (2009 – 2010) ◦Corporate Vice President & CFO (Online Services Division and Windows) (2006 – 2009) ◦General Manager (Finance – EMEA) (2003 – 2006) ◦Senior Finance Director (Western Europe) (2001 – 2003) ◦Finance Director (Benelux) (1999 – 2001) •Previously held numerous finance and business roles at General Motors including CFO of IBC Vehicles | | | Key Skills & Qualifications | | | •Technology / AdTech Expertise: Mr. van der Kooi has deep expertise in digital advertising, leading Microsoft’s digital advertising business for over a decade, covering search, display, native, retail media and video offerings and leading strategy, sales, marketing and partnerships globally. •Corporate Finance / M&A Experience: Mr. van der Kooi led Microsoft’s acquisitions and integration of PromoteIQ in retail media, Xandr and others, and closed transformative business partnerships with Yahoo, AOL, AppNexus and global agency partners. •Strategy / Business Transformation Experience: Mr. van der Kooi built and scaled Microsoft’s global advertising business fivefold over a decade, reaching ~$10bn by the end of his tenure. •Global Business Experience: Throughout his career, Mr. van der Kooi has led multi-country teams and held positions of leadership in the United States, Western Europe and the United Kingdom. | | | Education | | | •Master of Business Administration, Instituto de Estudios Superiores de la Empresa (IESE) •Bachelor of Business Administration, Nyenrode University |

  5. Director and Director Nominee Biographies

    15 Table of Contents

  6. Director and Director Nominee Biographies

    | Nathalie Balla Independent Director Age: 58 Director since: 2017 Committee: Audit and Compensation | Professional Experience | | | •Co-owner and Chief Executive Officer (2014 – 2022), Chief Executive Officer (2009 – 2014), La Redoute •Co-owner and Managing Director (2014 – 2022), Relais Colis •Managing Director, Robert Klingel Europe (2005 – 2008) •Executive Committee (International Operations), Quelle and Neckermann (2001 – 2005) •Managing Director, Quelle Versand and Mode&Preis Switzerland (1998 – 2001) •Managing Director, Madeleine Switzerland and Austria (1992 – 1998) •Auditor, Price Waterhouse Switzerland (1990 – 1991) | | | Key Skills & Qualifications | | | •Retail Media Expertise: Ms. Balla brings extensive experience in retail media and a keen understanding of how to successfully influence customers at points of purchase having served as CEO of La Redoute, the number one online retailer for apparel and home & decoration in France and one of Europe's largest home shopping organizations. •Global Business Experience: Throughout her career, Ms. Balla has led multi-country teams in the retail industry, including serving as a key leader in charge of international operations at German retailer Quelle and Neckermann and as the CEO of La Redoute at Redcats, part of Kering. •Strategy / Business Transformation Experience: Ms. Balla led the turnaround and successful transformation of Relais Colis and La Redoute by leveraging her deep experience in the digitalization of physical retail to grow sales. •Corporate Finance / M&A Experience: Ms. Balla led the acquisition, capital raising and transformation of Relais Colis and La Redoute, leading to the ultimate sale of La Redoute to Galeries Lafayette Group and Relais Colis to Walden Group in 2022. | | | Other Boards (within past five years) | | | •Director, Edenred (OTCMKTS: EDNMY) (2023 – Present) •Director, IDI (EPA: IDIP) (2021 – Present) •Director, DEE Tech (acquired July 2023) (2021 – 2023) | | | Current Organizations | | | •Partner, 50 Partners Digital, Healthcare, Impact (2023 – Present) •Vice-President, FEVAD (2014 – 2022) | | | Education | | | •PhD in Business Administration (Finance and Accounting), Sankt Gallen University •Master Degree, École supérieure de commerce (ESCP-EAP) of Paris |

  7. Director and Director Nominee Biographies

    16 Table of Contents

  8. Director and Director Nominee Biographies

    | Stefanie Jay Independent Director Age: 47 Director Since: 2025 Committee: Audit | Professional Experience | | | •Senior Vice President and Chief Business and Strategy Officer, eBay, Inc (2021 – 2024) •Walmart, Inc ◦Vice President and General Manager (Walmart Media Group (now Walmart Connect)) (2017 – 2021) ◦Vice President and Head of M&A and Strategic Partnerships, Global eCommerce (2015 – 2017) •Goldman Sachs & Co. ◦Vice President, Investment Banking Division (2013 – 2015) ◦Vice President and Head of Client Strategy Group, Executive Office (2009 – 2012) ◦Vice President, Consumer Retail Group, Investment Banking Division (2001 – 2009) | | | Key Skills & Qualifications | | | •Retail Media Expertise: Ms. Jay served as Vice President and General Manager at Walmart Connect, where she transformed its advertising business, grew revenue over 7x and significantly scaled its platform and operations. •E-commerce and Global Business Experience: Ms. Jay brings nearly 20 years of experience across omnichannel retail, e-commerce, and global digital marketplaces and most recently served as Senior Vice President and Chief Business and Strategy Officer of eBay. At eBay, Ms. Jay led the development of a new strategic vision and planning approach, contributing to its return to growth and improved operating margins. •Corporate Development / M&A Experience: Ms. Jay brings strong experience in global strategy and corporate development. She led global M&A and business development initiatives at Walmart, including the acquisition of Jet.com and key strategic investments and partnerships. At eBay, Ms. Jay also led the acquisition and integration of five category-leading companies, notably Goldin Auctions and TCG Player, and 10 investments to strengthen eBay’s category positioning. •Capital Markets Experience: Ms. Jay spent over a decade at Goldman Sachs, where she held leadership roles in investment banking and client strategy, including in its Consumer and Retail Group and Executive Office. | | | Other Boards (within past five years) | | | •Director, MiniLuxe Holding Corp (TSXV:MNLX) (2021 – Present) •Director, PWP Forward Acquisition Corp (FRW) (2021 – 2022) | | | Education | | | •Bachelor of Arts in Economics, Columbia University |

  9. Director and Director Nominee Biographies

    17 Table of Contents

  10. Director and Director Nominee Biographies

    | Marie Lalleman Independent Director Age: 61 Director since: 2019 Committee Chair: Nomination & Corporate Governance | Professional Experience | | | •Global External Advisor (Customer/Marketing, Data and Retail Practices, Bain & Company) •Chairwoman of the Advisory Board of Vusion S.A. •The Nielsen Company ◦Executive Vice President (Global Strategic Partners, France/USA) (2017 – 2021) ◦Global Partner, Amazon (Retail, Advertising) (2017 – 2021) ◦Global Operating Leadership Team, USA (Nielsen Media) (2017 – 2021) ◦Retailers Global Partnership & Global Client Partner (Carrefour Group, France) (2007 – 2017) ◦Nielsen Executive Committee, Europe (2007 – 2017) ◦International Client Business Partner for EMEA, Asia, Latam (Unilever/Kimberly Clark, UK/ France) (2001 – 2006) ◦Business Unit Director, EMEA (1998 – 2001) ◦International Client Director, Europe (1992 – 1997) •Held leadership positions at several other global companies including Dataquest (Dun & Bradstreet Group), EMS-Chemie and Carillon Importers | | | Key Skills & Qualifications | | | •Technology / AdTech Expertise: Ms. Lalleman’s tenure holding various senior positions at The Nielsen Company has given her deep global expertise with the retail and media digital players as well as an understanding of the transformation dynamics of the industry. •Strategy / Business Transformation Experience: With extensive leadership experience at Nielsen, particularly in driving data-driven strategic growth, Ms. Lalleman leveraged her deep expertise in retail, e-commerce and digital media to lead Nielsen in navigating digital disruption and business model transformation. •Global Business Experience: Throughout her career, Ms. Lalleman has led multi-country teams and has worked in a broad range of industries in the United States as well as in Western and Eastern Europe. •Retail Media: Ms. Lalleman brings extensive experience in understanding how retailers transform their business models implementing innovative enterprise data strategy and Retail Media solutions, having served as Global Strategic Partner with Nielsen for e-commerce, digital media & retail global players, and current retail advisory practice. | | | Current Organizations | | | •Chairwoman of Advisory Board of Vusion S.A. (2024 – Present) •Member of the Advisory Board of Tech-for-Retail Conference | | | Other Boards (within past five years) | | | •Director & Chair of Nomination & Remuneration Committee, Trainline (LON: TRN) (2024 –Present) •Director & Chair of the Remuneration Committee, Payfit SA (2023 – Present) •Director & Chair of Nomination & Remuneration Committee, Patrizia (ETR: PAT) (2021 – 2024) | | | Education | | | •Diploma in International Business Management and Administration, Kedge School of Business |

  11. Director and Director Nominee Biographies

    18 Table of Contents

  12. Director and Director Nominee Biographies

    | Edmond Mesrobian Independent Director Age: 65 Director since: 2017 Committee: Compensation | Professional Experience | | | •Chief Technology and Information Officer, Nordstrom (USA) (2018 – 2022) •Group Chief Technology Officer, Tesco (2015 – 2018) •Chief Technology Officer, Expedia Group (2011 – 2014) •Chief Technology Officer, RealNetworks (2003 – 2010) •Chief Technology Officer, ARTISTdirect (2002 – 2003) •Previously held various CTO and leadership positions at Amplified Holdings, Checkout.com and The Walt Disney Company | | | Key Skills & Qualifications | | | •Retail Media Expertise: Mr. Mesrobian was responsible for implementing Nordstrom’s first retail media solution in his role as its Chief Technology and Information Officer. •Technology / AdTech Expertise: Mr. Mesrobian has extensive experience as an information technology executive having served as Chief Technology Officer of several global companies, including Nordstrom, Tesco and Expedia, over 20+ years. •Strategy / Business Transformation Experience: Mr. Mesrobian has demonstrated expertise in crafting and executing corporate strategies to drive growth and innovation. During his time at Nordstrom, he focused on transforming the company into a digital first enterprise interconnected by the Nordstrom Analytical Platform to power customer, merchandising and inventory processes. At Tesco, as part of the company’s One Tesco initiative, he focused on strengthening the company's technological capabilities and creating innovative solutions for its customers. •Global Business Experience: Mr. Mesrobian has extensive experience leading teams at large international companies, including Tesco and Expedia, to enhance digital strategy and customer engagement efforts with global audiences. At RealNetworks, he focused on media solutions (music, video, and gaming) for direct-to-consumer subscription services as well as SaaS offerings to global telecom and cable operators. | | | Other Boards | | | •Director, Apigee Corporation (acquired in November 2016) (2015 – 2016) •Director, Entain Plc (May 2025 – present) | | | Education | | | •Ph.D. in Computer Science, University of California, Los Angeles •Master of Science in Computer Science, University of California, Los Angeles •Bachelor of Science in Math and Computer Science, University of California, Los Angeles |

  13. Director and Director Nominee Biographies

    19 Table of Contents

  14. Director and Director Nominee Biographies

    | Rachel Picard Independent Director Age: 59 Director since: 2017 Committee: Nomination & Corporate Governance | Professional Experience | | | •Co-founder and Chief Executive Officer of Velvet (2024 – Present) •Chief Executive Officer of SNCF Voyages (2014 – 2020) •Chief Executive Officer of SNCF Gares & Connexions at SNCF Group (2012 – 2014) •Chief Executive Officer of Thomas Cook France and Deputy General Manager of Tour Operating and Marketing at Thomas Cook Group (2010 – 2012) | | | Key Skills & Qualifications | | | •Business Transformation: As the former CEO of SNCF Voyages, Ms. Picard brings extensive expertise in overseeing and executing successful transformations of large businesses to Criteo’s boardroom. She led a comprehensive transformation of SNCF Train Stations and the TGV business model, which increased growth, quality and profitability and launched two new services that expanded the company’s market reach. •Digital and E-Commerce Strategies: Ms. Picard has over 20 years of experience leading innovative product design projects and her strategic vision has supported early integrated digital efforts in e-commerce, including as the former Head of voyages-sncf.com. Her first-hand knowledge in developing and executing digital strategies adds significant digital innovation and e- commerce expertise to the Board of Directors to guide Criteo’s unified technology platform. •Global CEO Experience: Ms. Picard successfully developed and led corporate strategies, including as CEO of SNCF Voyages and SNCF Gares & Connexions, where she drove the implementation of technology enhancements and service improvement of its high-speed train network, strengthening the long-term value of SNCF for customers and investors. She brings valuable experience leading large, complex companies that supports the ability of Criteo’s Board of Directors to effectively oversee management and increase accountability. She also brings an entrepreneurial experience, building business models and growth expertise as co-founder and CEO of a greenfield train operator, backed by an investment of 1 billion euros. | | | Other Boards (within past five years) | | | •Director, AXA S.A. (EPA: CS) (2022 – Present) •Member, Supervisory Board of Rocher Participations (2020 – 2024) •Director, Compagnie des Alpes (EPA: CDA) (2009 – 2022) | | | Education | | | •Master’s Degree, HEC Paris |

  15. Director and Director Nominee Biographies

    20 Table of Contents

  16. Director and Director Nominee Biographies

    | Ernst Teunissen Independent Director Age: 60 Director since: 2024 Committee Chair: Compensation Committee: Audit and Compensation | Professional Experience | | | •Chief Financial Officer of TripAdvisor & Chief Executive – Viator, TheFork & CruiseCritic, business units of TripAdvisor (2015 – 2022) •Chief Financial Officer of Cimpress (2009 – 2015) •Founder, ThreeStone Ventures & Co-Founder, Manifold Partners (2003 – 2009) •Executive Director (Media & Communications), Morgan Stanley (1999 – 2003) •Senior Associate Director (Global Telecommunications), Deutsche Bank (1997 – 1999) •Senior Strategy Consultant, Monitor Company (1990 – 1997) | | | Key Skills & Qualifications | | | •Corporate Finance / M&A Experience: Most recently, Mr. Teunissen led global finance operations and was responsible for multiple acquisitions, investments and joint ventures as the CFO of TripAdvisor. Prior to that, as CFO of Cimpress, Mr. Teunissen oversaw revenue growth from $600 million to $1.8 billion and multiple successful acquisitions. •Capital Market Experience: Throughout his career as an investment banker and a public company CFO, Mr. Teunissen has executed a significant number of capital market transactions including IPOs, equity follow-ons and debt issuances. •Technology / AdTech Expertise: Mr. Teunissen has deep experience in consumer internet, online marketplaces and online advertising stemming from his tenure at TripAdvisor, where he drove growth acceleration of several business units, as well as his tenure at Cimpress. •Global Business Experience: Over the course of his 30-year career, Mr. Teunissen has held numerous leadership positions in the United States, Europe and Asia. | | | Other Boards (within past five years) | | | •Member, Supervisory Board & Audit Committee, Just Eat Takeaway.com NV (2024 – Present) •Director, Chair of Audit Committee & Member of Audit Committee, Printful (2021 – Present) •Director, Supervisory Board, LuxExperience B.V. (2025 – Present) | | | Education | | | •Post-Graduate Diploma, University of Surrey •Master of Business Administration, University of Oregon •BBA, Nijenrode University, The Netherlands School of Business |

  17. ELECTION OF DIRECTORS

    ELECTION OF DIRECTORS

  18. General

    General Pursuant to our by-laws and in accordance with French law, our Board of Directors must be composed of between three and ten members. We currently have eight directors. Directors are elected, re-elected and may be removed at a shareholders’ general meeting with the affirmative vote of the majority of votes cast with respect to each Resolution. Currently, pursuant to our by-laws, our directors are elected for two-year terms. Our by-laws also provide, in accordance with French law, that our directors may be removed with or without cause by the affirmative vote of the majority of votes cast at the relevant ordinary shareholders’ meeting. In addition, our by-laws provide, in accordance with French law, that any vacancy on our Board of Directors resulting from the death or resignation of a director may be filled by vote of a majority of our directors then in office, provided there are at least three directors remaining, and provided further that there has been no shareholders’ meeting since such death or resignation. Directors chosen or appointed to fill a vacancy are elected by the Board of Directors for the remaining duration of the current term of the replaced director. The appointment must be ratified at the shareholders’ general meeting following such election by the Board of Directors. In the event the Board of Directors is composed of less than three directors as a result of vacancies, the remaining directors shall immediately convene a shareholders’ general meeting to elect one or several new directors in order for there to be at least three directors serving on the Board of Directors at any given time, in accordance with French law. The following table sets forth information regarding each continuing director and director nominee, including his or her age, as of March 31, 2026.

  19. General

    | Name | Age | Current Position | Director Since | Term Expiration Year | | Michael Komasinski | 55 | Director | 2025 | 2026 | | Nathalie Balla(1)(3) | 58 | Director | 2017 | 2027 | | Stefanie Jay (1) | 47 | Director | 2025 | 2027 | | Frederik van der Kooi(2) | 59 | Chairperson | 2023 | 2027 | | Marie Lalleman(2) | 61 | Director | 2019 | 2026 | | Edmond Mesrobian(3) | 65 | Director | 2017 | 2026 | | Rachel Picard(2) | 59 | Director | 2017 | 2027 | | Ernst Teunissen(1)(3) | 60 | Director | 2024 | 2026 |

  20. General

    | (1) Member of the audit committee. | | (2) Member of the nomination and corporate governance committee. | | (3) Member of the compensation committee. |

  21. General

    Mr. Mesrobian, while not a formal audit committee member, attended three committee meetings in 2025 to advise the audit committee on matters of cybersecurity. In addition, pursuant to French ordinance no. 2017-1386, Criteo has a social and economic committee (comité social et économique) that includes the employer and a staff delegation composed of representatives elected among the employees. Our social and economic committee was formed in May 2019 and replaced the former works council (comité d’entreprise). Two of these representatives are entitled to attend all meetings of the Board of Directors and meetings of the shareholders in an observer capacity. 32 Table of Contents

  22. Director Nominees

    Director Nominees The Board of Directors, based on the recommendation of the nomination and corporate governance committee, has nominated Mr. Komasinski, Ms. Lalleman, Mr. Teunissen and Mr. Mesrobian to be elected as directors at the Annual General Meeting. Each of the nominees for director to be elected at the Annual General Meeting, currently serves as a director of the Company. Each director elected or re-elected at the Annual General Meeting will hold office until the 2028 Annual General Meeting. Each director elected at the Annual General Meeting will serve until his or her successor is duly elected and qualified. If any nominee at the time of election is unable or unwilling to serve or is otherwise unavailable for election, and as a consequence thereof other nominees are designated, then the persons named in the proxy or their substitutes will have the discretion and authority to vote or to refrain from voting for other nominees in accordance with their judgment. Given the unique and indispensable skills and expertise, and the dedication and value that each of Mr. Komasinski, Ms. Lalleman, Mr. Teunissen and Mr. Mesrobian bring to our Board of Directors, we request that, pursuant to Resolutions 1 through 4, you approve: •the renewal of the term of office of Mr. Komasinski; •the renewal of the term of office of Ms. Lalleman; •the renewal of the term of office of Mr. Teunissen; and •the renewal of the term of office of Mr. Mesrobian. For the full text of Resolutions 1 to 4, please see Annex A.

  23. DIRECTOR COMPENSATION

    DIRECTOR COMPENSATION

  24. Director Compensation Table

    Director Compensation Table The following table sets forth compensation information for each person who served as a non- employee member of our Board of Directors during 2025. Mr. Komasinski, who served as our Chief Executive Officer and as a member of the Board of Directors during 2025, is not included in this table, as he was not entitled to director compensation due to his service as an executive officer of the Company. The compensation received by Mr. Komasinski for 2025 is described under “Executive Compensation— Compensation Discussion and Analysis–Elements of Executive Compensation Program” and under “Executive Compensation–Summary Compensation Table” and the tables that follow.

  25. Director Compensation Table

    | Name | Fees Earned or Paid in Cash ($)(1) | Stock Awards ($) | Option Awards ($) | Non-Equity Incentive Plan Compensation ($) | Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) | All Other Compensation ($)(2) | Total ($) | | Nathalie Balla(3) | 263,220 | — | — | — | — | 38,638 | 301,858 | | Stefanie Jay | 127,250 | — | — | — | — | 18,679 | 145,929 | | Frederik van der Kooi | 336,732 | — | — | — | — | 120,818 | 457,550 | | Marie Lalleman(4) | 243,400 | — | — | — | — | 104,314 | 347,714 | | Edmond Mesrobian(5) | 260,495 | — | — | — | — | 38,238 | 298,733 | | Hubert de Pesquidoux(6) | 32,700 | — | — | — | — | 4,800 | 37,500 | | Rachel Picard | 282,196 | — | — | — | — | 121,447 | 403,643 | | Ernst Teunissen | 273,030 | — | — | — | — | 40,078 | 313,108 |

  26. Director Compensation Table

    | (1) These amounts include cash required to be used by the directors to purchase Criteo shares on the open market pursuant to the terms of our Independent Director Compensation Plan. Such shares, once purchased, are subject to a two-year holding period. The net amount of cash paid to the directors to purchase Criteo shares on the open market was $200,000 for each of Ms. Balla, Ms. Lalleman, Mr. Mesrobian and Mr. Teunissen, $248 750 for Mr. van der Kooi, $240 000 for Ms. Picard, and $100,000 for Ms. Jay. The total number of shares purchased by Ms. Balla, Ms. Jay, Mr. van der Kooi, Ms. Lalleman, Mr. Mesrobian, Ms. Picard, and Mr. Teunissen pursuant to this program during 2025 was 6,450, 4,444, 7,701, 6,270, 6,172, 8,276, and 6,177, respectively. | | (2) The amounts reported in the “All Other Compensation” column reflect gross-ups to the cash amounts paid to the directors on account of withholding taxes in the total amount of $38,638 for Ms. Balla, $18,679 for Ms. Jay, $58,566 for Mr. van der Kooi, $44,507 for Ms. Lalleman, $38,238 for Mr. Mesrobian, $4,800 for Mr. de Pesquidoux, $51,666 for Ms. Picard, and $40,078 for Mr. Teunissen, and gross-ups in respect of social contributions in the amount of $62,251 for Mr. van der Kooi, $59,807 for Ms. Lalleman, and $69,780 for Ms. Picard. | | (3) The cash portion of Ms. Balla’s remuneration for her service as a director (other than with respect to the additional remuneration described in footnote (1) was paid in euros rather than U.S. dollars. For purposes of this disclosure, such amount has been converted from euros to U.S. dollars at a rate of €1.00 = $1.0411, €1.00 = $1.1376, €1.00 = $1.1756 and €1.00 = $1.1593, which represent the respective exchange rates on the dates of payment of Ms. Balla’s remuneration. | | (4) The cash portion of Ms. Lalleman’s remuneration for her service as a director (including with respect to the additional remuneration described in footnote (1) was paid in euros rather than U.S. dollars. For purposes of this disclosure, such amount has been converted from euros to U.S. dollars at a rate of €1.00 = $1.0411, €1.00 = $1.1376, €1.00 = $1.1756 and €1.00 = $1.1593, which represent the respective exchange rates on the dates of payment of Ms. Lalleman’s remuneration. | | (5) The cash portion of Mr. Mesrobian's remuneration for his service as a director includes $9,375 for his participation in three audit committee meetings due to his expertise in matters of cybersecurity. | | (6) Mr. de Pesquidoux’s term as director expired at the 2025 Annual General Meeting, and he did not stand for re-election. |

  27. Independent Director Compensation

    Independent Director Compensation The compensation committee is responsible for reviewing and recommending the compensation for the independent members of our Board of Directors for approval. The compensation committee 34 Table of Contents reviews our independent director compensation periodically and, with the assistance of its independent compensation consultant, Compensia, Inc. (“Compensia”), designs and updates director compensation to maintain competitive but reasonable compensation levels and structures. In making decisions regarding independent director compensation, the compensation committee considers a competitive market analysis provided by Compensia based on compensation data regarding independent director compensation at the companies in our compensation peer group (the composition of our compensation peer group is described below under “Executive Compensation–Compensation Discussion and Analysis”). Total average compensation for each of our independent directors is generally targeted at the median of our peer group’s total average director compensation. For fiscal year 2025, Compensia conducted a review of our independent director compensation program compared to the competitive market based on the compensation peer group. See “Executive Compensation—Compensation Discussion and Analysis” for details on the composition of our compensation peer group. Based on this review, we maintained the same independent director compensation structure for fiscal year 2025 that was in place for 2024. However, due to the change of the Chairperson of the Board that was approved by the Nomination and Corporate Governance Committee and Compensation Committee on April 9, 2025, the remuneration of the Chairperson of the Board was amended as indicated below. The following table sets forth a summary of Compensia’s review of the Company’s target annual independent director compensation for fiscal year 2025: (1) In connection with Mr. van der Kooi’s appointment as chairperson of the Board of Directors effective April 9, 2025, the Board of Directors changed the Total Additional Compensation from $205,000 to $110,000 in part to better align with market peers. (2) Excludes “All Other Compensation” as quantified in the Director Compensation Table above. 35 Table of Contents The components of independent director compensation for 2025 were as follows:

  28. Independent Director Compensation

    | Compensation Element | Director Compensation | | Annual cash remuneration - Chairperson(1) | $95,000 | | Annual cash remuneration - other non- employee directors(1) | $50,000 | | Annual equity award - Chairperson(2)(3) | $265,000 in shares purchased on the open market that are subject to a two-year holding period(4) | | Annual equity award - Vice-chairperson (if applicable)(2)(3) | $250,000 in shares purchased on the open market that are subject to a two-year holding period(4) | | Annual equity award - other non-employee directors(2)(3) | $200,000 in shares purchased on the open market that are subject to a two-year holding period(4) | | Committee membership remuneration(1) | $12,500 for audit committee $10,000 for compensation committee $6,000 for nomination and corporate governance committee | | Committee Chair remuneration(1) | $25,000 for audit committee $20,000 for compensation committee $12,000 for nomination and corporate governance committee | | New director equity award (one-time grant)(2)(4) | $200,000 in shares purchased on the open market that are subject to a two-year holding period | | Vice chairperson remuneration (if applicable) | $20,000 | | (1) Cash remuneration paid to directors is contingent, subject to limited exceptions described below, on attendance at 100% of the four scheduled in-person ordinary Board of Directors’ meetings and four scheduled in-person ordinary committee meetings and are reduced pro-rata to the extent of any absence from such meetings taken as a whole; provided (i) directors are allowed to attend one meeting per year (where in-person attendance otherwise would be required) by telephone or video conference without their 100% participation rate being affected, and (ii) in the event that a regularly scheduled in-person Board of Directors’ or Committees’ meeting is changed during the course of the year, a director’s attendance at such meeting by telephone or video conference will not affect his or her 100% participation rate. | | | (2) The equity attendance remuneration (both the initial grant and annual grant) must be used to purchase our shares on the open market and such shares are subject to a two-year holding period. The amount shown is grossed up to take into account: (i) when allocated to non-French residents (other than the chairperson), a withholding tax of 12.8% payable by the Company; (ii) when allocated to French residents (other than the chairperson), a withholding tax of 12.8% (prélèvements obligatoires) and social contributions of 17.2% (prélèvements sociaux) payable by the Company (i.e., 30% in total); and (iii) when allocated to a French or non-French resident who is also the chairperson, a withholding tax of 12.8% (prélèvements obligatoires) and social security contributions of up to 23% (cotisations de sécurité sociale) payable by the Company, if due. | | | (3) Directors do not receive the annual equity attendance remuneration for the fiscal year in which they join the Board of Directors. | | | (4) Prorated for directors who join during the year. | |

  29. Independent Director Compensation

    The compensation committee believes that a combination of cash and equity (via open market purchases) is the best way to attract and retain directors with the background, experience and skills necessary for a company such as ours, and is in line with our industry’s practice. Pursuant to French law, non-employee or independent directors may not be granted stock options or RSUs. Accordingly, in 2025 and in previous years, we paid our independent directors additional remuneration for the purpose of purchasing Criteo shares on the open market. We believe the additional remuneration that we pay to directors to facilitate their investment in Company securities is a key element of our independent director compensation aligned with our strategy to remain competitive against our peers in the advertising technology and broader technology industries. In order to facilitate the investment in Criteo securities, in 2025 each independent member of our Board of Directors received (i) an initial grant of $200,000 to purchase shares of Criteo stock on the open market upon being appointed and (ii) for each subsequent fiscal year, an annual grant of $200,000 (for our general independent directors), $250,000 (for our vice-chairperson, if applicable) or $265,000 (for our chairperson) to purchase shares of Criteo stock on the open market. The payment of this additional 36 Table of Contents remuneration constitutes taxable compensation to these directors and is grossed up for certain withholding taxes and social security charges. The payment of this remuneration is assuming the independent director has attended 100% of the board’s scheduled in-person meetings for that year and it is reduced proportionately for any scheduled in-person meetings during that fiscal year that they do not attend. All such securities purchased on the open market by the independent directors are subject to a two-year holding period intended to function as a vesting period during which the director bears the risk of loss. Each independent director may elect to keep up to 30% of such remuneration in cash to pay his or her personal taxes or social security charges that arise in connection with such cash remuneration and to purchase securities with the remaining amount of cash received. Utilizing this method of cash remuneration followed by purchases of securities on the open market allows our independent directors to continue to acquire and hold Criteo equity but without any resulting incremental shareholder dilution.

  30. Executive Compensation Highlights for 2025

    Executive Compensation Highlights for 2025 Highlights of our executive compensation program for 2025 include the following: •We continue to maintain rigorous short- and long-term incentive compensation programs for our executive officers to ensure fair ongoing pay-for-performance outcomes and strong alignment with our shareholders: •We paid out annual incentives to our active named executive officers at 96%-101% of target based primarily on our achievement of quantitative Company financial performance metrics along with the named executive officers’ achievement of qualitative objectives; •We updated our compensation peer group to maintain alignment with key attributes of the Company (including our industry, market capitalization and certain financial metrics, including annual revenue and annual revenue growth), and determined executive compensation levels with reference, in part, to these reasonably comparable groups; •We continued the practice by which a majority of our executive officers’ target total direct compensation opportunity is performance-based and variable paid in the form of both short-term incentives and long-term equity-based incentives, including performance-based stock units (“PSUs”) and time-vesting restricted stock units (“RSUs”). Our long-term equity incentive awards vest over four years for RSUs and three years for PSUs, and provide executives with differentiated payout opportunities tied to growth in Company value over time or achievement of measurable, objective, pre-established performance goals; and •We maintained changes from 2024 to our long-term incentives (“LTI”) programs for our executive officers designed to align with long-term shareholder interests, such as linking the majority to performance conditions, keeping rigorous time and ownership requirements, and retaining relative TSR as a strategic performance metric for 50% of the PSUs awarded to such executive officers. 42 Table of Contents

  31. Executive Compensation Policies and Practices

    | What We Do | What We Don’t Do | | ✓ Performance-based equity incentives with long-term vesting requirements ✓ Strong percentage of executive equity granted in the form of performance-based annual incentives ✓ Caps on performance-based cash and equity compensation payouts ✓ Annual compensation program review and, where appropriate, alignment with our compensation peer group; review of external analysis of competitive market data when making compensation decisions ✓ Significant portion of executive compensation contingent upon corporate performance, which directly influences shareholder return along with relative TSR performance ✓ Four-year equity award vesting periods for RSUs, three-year performance period for certain of our PSUs ✓ Clawback policy requiring recoupment of erroneously awarded incentive-based compensation paid to executive officers if our financial statements are the subject of an accounting restatement that complies with applicable SEC and Nasdaq rules ✓ Prohibition on short sales, hedging of stock ownership positions and transactions involving derivatives of our ADSs ✓ Limited executive perquisites ✓ Independent compensation consultant engaged by our compensation committee ✓ Annual board and committee self-evaluations ✓ Rigorous Section 16 executive officer share ownership requirement guidelines ✓ Stringent non-employee director share ownership requirement guidelines | ✗ No “single-trigger” change of control benefits ✗ No post-termination retirement or pension non-cash benefits or perquisites for our executive officers that are not available to our employees generally ✗ No tax “gross-ups” for change of control benefits ✗ No employment agreements with executive officers that contain guaranteed salary increases, bonuses, or equity compensation rights ✗ No discounted stock options or option re- pricings without shareholder approval ✗ No payment or accrual of dividends on unvested stock options, PSU or RSU awards |

  32. New Hire Package and Year One Compensation for New CEO

    | 2025 CEO Compensation | | | | Component | Amount | Comments | | Annual Base Salary | $750,000 | Pro-rated for 2025, this was set in line with market of the Company’s peer group but still significantly below Mr. Komasinski’s base salary with his previous employer. | | Target Annual Cash Bonus | 100% of base, maximum 200% | Cash bonus comprised of 80% on financial metrics and 20% on individual strategic objectives. This bonus added to base salary resulted in a total target cash compensation near the midpoint of CEOs in the Company’s peer group. | | Annual Equity Award 2025 | $5,000,000(1) at target (30% RSUs, 35% Financial PSUs and 35% Relative TSR-based PSUs) | RSUs with 4 year vesting & PSUs with 3 year vesting. |

  33. New Hire Package and Year One Compensation for New CEO

    | One-time New Hire Items | | | | Sign-on Bonus | $1,000,000 | Sign-on bonus included a repayment obligation of the full amount in the event of resignation or termination for cause in first 12 months. Most of this bonus was intended to replace $900,000 in estimated forfeited value of annual cash incentive from Mr. Komasinski’s previous employer. | | One-Time Sign-on Addition | $100,000 | This additional one-time cash bonus was to cover unforeseen out-of-pocket expenses to Mr. Komasinski that resulted from changing from his previous employer’s benefits plans. These added costs were only confirmed after he had joined Criteo. | | Sign-on Equity Award | $2,000,000(1) (divided as 2025 award above) | Vesting as 2025 award above. This was also intended to replace the estimated value of outstanding long-term incentives that Mr. Komasinski forfeited when he left his prior employer. | | Exceptional in-year Retention | | | | One-Time Additional Equity Award | $2,500,000(1) all RSUs | A one-time corrective action. See below for additional details. |

  34. New Hire Package and Year One Compensation for New CEO

    (1) Represents the intended value of the grant at the time of the decision by the Board of Directors. Actual grant date fair value may differ slightly. As described above, Mr. Komasinski’s initial equity award upon joining the Company was heavily performance-based (the “Performance-Based New Hire Award,” collectively with the time-based new hire award, the “New Hire Awards”), and a significant part of this equity compensation was intended to compensate a decrease in cash compensation from his previous employment. Early in Mr. Komasinski’s time as CEO, a precipitous decline in the Company’s share price (from a peak of $45.50 on February 7, 2025 the week before he started, dropping to $38.81 by the end of February 2025, and to $23.83 by the end of Q2 2025) caused a substantial portion of his new hire package to lose value in a very short period of time. If Mr. Komasinski had joined just a few months later, the situation would have been very different. The Board of Directors, following extensive consideration and analysis, determined that, due to changes in market, including a general decline in the AdTech sector, and Company conditions, such as the decrease in scope with two specific Retail Media clients, as communicated soon after Mr. Komasinski joined in Q1 2025, all unrelated to his performance as CEO and occurring well before his actions could have any impact, the incentive value of the New Hire Awards had fallen substantially below the level originally intended to ensure a market competitive total direct compensation opportunity for a newly hired CEO assuming the role and responsibilities of a global corporation, and accordingly no longer served our motivational and retention objectives, presenting the Board of Directors with significant enterprise risk. The Board of Directors therefore decided on December 19, 2025 to take two highly exceptional, one-time measures to address these concerns while maintaining reasonable market alignment and appropriate focus on go-forward, longer term business priorities, effective alignment of his target total direct compensation and our business performance and satisfy our retention objectives: •Grant a one-time award valued at $2,500,000 in time-vesting RSUs to cover a portion of the loss in value of Mr. Komasinski’s target new hire award, with 3 year vesting. Note that with this addition, the majority of the grant date value of all of Mr. Komasinski’s equity awards in 2025 will still be tied to performance (see pay mix graphic in section below) to maintain strong pay-for- performance alignment; and 45 Table of Contents •Strengthen focus on future company financial performance by converting his 2025 relative TSR- based PSUs to financial PSUs with half based on 2026 plan metrics, and half on 2027 plan metrics, preserving the same original total vesting schedule. These metrics for 2026 are focused on top-line growth, as a strategic priority for the Company. In order to maintain consistency with shareholders’ experience, these cumulative changes were intended to restore Mr. Komasinski’s compensation to an adequate level, but not to compensate the full loss in value at the current share price. Note that the Board of Directors is committed to maintaining a strong link between CEO and executive compensation and total shareholder return performance, and that the CEO’s equity grant for 2026 will again include a significant relative TSR component.

  35. Executive Pay Mix

    Executive Pay Mix The charts below show the target total pay mix for each of Mr. Komasinski, our Chief Executive Officer, Ms. Clarken, our former Chief Executive Officer, Ms. Glickman, our Chief Financial Officer, Mr. Damon, our Chief Legal and Transformation Officer and Mr. Gleason, our former Chief Revenue Officer and President, Retail Media. The long-term compensation presented below is based on grant date fair values, and there is no assurance that these amounts will reflect their actual economic value or that such amounts will ever be realized. The charts illustrate the overall predominance of performance-based compensation and variable (as opposed to fixed) long-term incentive compensation through performance-based annual incentives and equity awards in our executive compensation program. We believe that this weighting of components allows us to reward our executives for achieving or exceeding our financial, operational and strategic performance goals, and align our executives’ long-term interests with those of our shareholders. Chief Executive Officer Michael Komasinski’s sign-on equity grant consisted of 70% PSUs. The above pay mix chart, however, also includes the one-time, additional RSUs granted to Mr. Komasinski in December 2025 (for more information, please see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO”) which decreased the overall percentage of PSUs reflected in the above chart but maintained a majority of the equity grant value tied to performance. 46 Table of Contents The retirement of former Chief Executive Officer, Megan Clarken, was announced and the terms of her separation as reflected in her Transition Agreement (for more information, please see “Compensation Discussion and Analysis - Executive Employment Agreements”), were determined before the 2025 equity grant cycle. Accordingly, Ms. Clarken only received cash compensation and benefits during fiscal year 2025. 47 Table of Contents For more information on the pay mix for our named executive officers, please see “Compensation Tables—Summary Compensation Table.” 48 Table of Contents

  36. Participants in the Compensation Process

    Participants in the Compensation Process Role of the Compensation Committee and the Board of Directors In accordance with French law, committees of our Board of Directors have an advisory role for matters falling into the competence of the Board of Directors under French law and can only make recommendations to our Board of Directors in this respect. As a result, while our compensation committee is primarily responsible for our executive compensation program, including establishing our executive compensation philosophy and practices, as well as determining specific compensation arrangements for the named executive officers, final approval by our Board of Directors is required on such matters. The Board of Directors’ decisions and actions regarding executive compensation referred to throughout this Compensation Discussion and Analysis are made following the compensation committee’s comprehensive in-depth review, analysis and recommendation. The Board of Directors approves the performance goals recommended by the compensation committee under the Company’s annual and long-term incentive plans and the level of achievement by our executive officers of these goals. While the compensation committee draws on a number of resources, including, input from our Chief Executive Officer (other than with respect to the Chief Executive Officer’s own compensation), and Compensia, the compensation committee’s independent compensation consultant, to make decisions regarding our executive compensation program, the compensation committee is responsible for making the ultimate recommendation to be approved by the Board of Directors. The compensation committee relies upon the judgment of its members in making recommendations to the Board of Directors after considering several factors, including recommendations of the chairperson of the Board of Directors and the Chief Executive Officer with respect to the compensation of executive officers (other than with respect to the Chief Executive Officer’s own compensation), Company and individual performance, perceived criticality, retention objectives, internal fairness, current compensation opportunities as compared to similarly situated executives at peer 49 Table of Contents companies (based on a review of competitive market analyses prepared by Compensia) and other factors as it may deem relevant. Role of Compensation Consultant The compensation committee retains the services of Compensia as its independent compensation consultant. The mandate of the compensation consultant includes assisting the compensation committee in its review of executive and director compensation practices, including analysis of competitive market data and practices and the competitiveness of our executive officer pay levels, design of the Company’s annual and long-term incentive compensation plans, and executive compensation design. The compensation committee is responsible for oversight of the work of Compensia and annually evaluates the performance of Compensia. The compensation committee has discretion to engage and terminate the services provided by Compensia. At its meeting in October 2025, the compensation committee assessed the independence of Compensia pursuant to SEC and Nasdaq rules and concluded that no conflict of interest exists that would prevent Compensia from serving as an independent consultant to the compensation committee. Role of Chief Executive Officer In 2025, Mr. Komasinski, who has served as our Chief Executive Officer since February 15, 2025, attended compensation committee meetings and worked with the chair of the compensation committee and Compensia to develop compensation recommendations for the executive officers (excluding Mr. Komasinski), based upon individual experience and breadth of knowledge, individual performance during the year and other relevant factors listed above. The compensation committee works directly with Compensia to recommend to the Board of Directors compensation actions for individuals holding the position of Chief Executive Officer. In accordance with Nasdaq rules, the charter of the compensation committee provides that individuals holding the position of Chief Executive Officer are not present during deliberations or voting concerning their own compensation. Use of Competitive Market Data The compensation committee draws on a number of resources to assist in the evaluation of the various components of the Company’s executive compensation program, including an evaluation of the compensation practices at peer companies. The compensation committee uses an analysis of market data drawn from this evaluation to ensure that our compensation practices are competitive in the marketplace and to assess the reasonableness of compensation. Our peer companies in 2025 were recommended to the compensation committee by Compensia, then selected by the compensation committee and subsequently approved by the Board of Directors. Each year, the compensation committee reviews and updates our peer group, as appropriate, with the assistance of Compensia. The companies comprising the peer group for 2025 were selected on the basis of their comparability to Criteo in terms of industry (with a focus on public internet software and services companies focused on advertising/media-related business in the United States, geographic location, market capitalization, financial attributes (including revenue, revenue growth, comparable gross profit and operating/net income), number of employees and other relevant factors. Based on this evaluation, the compensation committee selected the companies in the following table for the 2025 peer group, which were subsequently approved by the Board of Directors. The peer companies generally had revenues up to two times the Company’s revenue, and market capitalization between a quarter to four times the Company’s market capitalization. 50 Table of Contents

  37. Participants in the Compensation Process

    Changes to the U.S. peer group from 2024 to 2025 include the addition of Stagwell, Etsy and ZoomInfo Technologies and the removal of Nutanix. These changes result in a peer group that the compensation committee believed was more closely aligned with Criteo’s financial and value criteria. Please note that the Company no longer updates a separate European peer group as of 2025 given that European peers were becoming less relevant with all Company executive officers based in the U.S., and were therefore no longer being used for benchmarking. In addition to reviewing an analysis of market data drawn from its approved peer group, the compensation committee also reviews competitive compensation data from broader Radford Global Compensation survey cuts and proprietary Compensia databases. To assist the Company in making its executive compensation decisions for 2025, Compensia evaluated competitive market practices, considering base salary, target annual incentives as a percentage of base salary, annual incentive plan structures, target total cash compensation, target annual long-term incentive grant date fair values, equity award mixes and structures, and target total direct compensation. In general, our Board of Directors seeks to set our executives’ target total cash compensation (base salary plus target annual incentive bonus) and long-term incentive compensation at levels that are competitive with our peers (based on its review of the compensation data for executives with similar roles at the companies in the approved peer group) and, in the case of long-term incentive compensation, at a level competitive with our peers and significant enough to ensure strong alignment of our executive officers’ interests with those of our shareholders. However, the compensation committee does not formally “benchmark” our executive officers’ compensation to a specific percentile of our peer group. Instead, it considers competitive market data as one factor among many in its deliberations. The compensation committee exercises independent judgment in determining appropriate levels and types of compensation to be paid based on its assessment of several factors, including recommendations of the Chief Executive Officer with respect to the compensation of executive officers (other than their own compensation), Company and individual performance, perceived criticality, retention objectives, internal fairness, current compensation opportunities as compared with similarly situated executives at peer companies (based on review of competitive market analyses prepared by Compensia) and other factors as it may deem relevant.

  38. Annual Incentive Bonus

    Annual Incentive Bonus The Company provides our executive officers with the opportunity to earn annual cash bonus awards pursuant to the Executive Bonus Plan (“EBP”), which are specifically designed to motivate our executive officers to achieve pre-established Company-wide goals set by the Board of Directors and, to a lesser degree, reward them for individual results and achievements in a given year. The EBP is intended to provide structure and predictability regarding the determination of performance-based cash bonuses. Specifically, the EBP seeks to: (i)help attract and retain a high quality executive management team; 4 Contribution ex-TAC is a non-GAAP financial measure of profitability akin to gross profit. It is calculated by deducting traffic acquisition costs from revenue and reconciled to gross profit through the exclusion of other costs of revenue. 53 Table of Contents (ii)increase management focus on challenging yet realistic goals intended to create value for shareholders; (iii)encourage management to work as a team to achieve the Company’s goals; and (iv)provide incentives for participants to achieve results that exceed Company goals. Pursuant to the EBP, the annual cash bonus opportunities for our executive officers are approved on an annual basis by the Board of Directors. The Company goals, their relative weighting, and the relative weighting for each of the individual performance goals of the executive officers, if applicable, are also established by the Board of Directors at the beginning of the year, upon recommendation of the compensation committee, shortly after the Board of Directors has approved our annual operating plan. Under the EBP, the Board of Directors has the discretion to determine the extent to which a bonus award will be adjusted based on an executive officer’s individual performance or such other factors as it may, in its discretion, deem relevant. An executive officer’s bonus award may be adjusted downward to zero by the Board of Directors based on a review of factors including individual performance. The Board of Directors is not required to set individual qualitative performance goals for a given year. 2025 Annual Bonus Performance Goals The performance measures and related target levels for the 2025 EBP, which reflected performance requirements set at the start of the year in the Company’s annual operating plan, were developed by the compensation committee and approved by the Board of Directors at meetings held in February 2025. In the first quarter of 2025, the Board of Directors, on the recommendation of the compensation committee, set two shared quantitative goals applicable to all of the named executive officers (weighted 80%, collectively) and individual qualitative goals for each of our named executive officers (weighted 20%). All of our named executive officers participated in the 2025 EBP. Quantitative Goals The quantitative measures selected for the 2025 EBP were the 2025 achievement of financial targets in (i) Contribution ex-TAC,4 measured at constant currency and (ii) Adjusted EBITDA, measured at constant currency at 2025 plan rates. These measures were approved by the Board of Directors because Contribution ex-TAC and Adjusted EBITDA are the key measures it uses to monitor the Company’s financial performance. In particular, our strategy focuses on maximizing the growth of our Contribution ex- TAC on an absolute basis over maximizing our near-term gross margin, as we believe this focus builds sustainable long-term value for our business by fortifying a number of our competitive strengths, including access to advertising inventory, breadth and depth of data and continuous improvement of the Criteo AI Engine’s performance, allowing it to deliver more relevant advertisements at scale. In 2025 (as in the previous three years), the Contribution ex-TAC measure and Adjusted EBITDA measure were given equal weight of 40% and 40%, respectively (collectively 80% for the 2025 quantitative goals). In setting the payout scale for both the Contribution ex-TAC portion and the Adjusted EBITDA portion of the quantitative goals, payout levels were set to be challenging, yet achievable, taking the business context into consideration. Finally, when determining quantitative performance, the Company's reported Contribution ex-TAC for 2025 was to be adjusted for EBP purposes by using the same exchange rate as was used to establish the Contribution ex-TAC targets in February 2025. 54 Table of Contents The payout scale on the Contribution ex-TAC portion of the 2025 quantitative goals approved in early 2025 was as follows, with Contribution ex-TAC growth measured, in each case, on a constant- currency basis: •If 2025 Contribution ex-TAC was below $1,117 million, the payout on the Contribution ex- TAC portion of the quantitative goals would have been zero; •If 2025 Contribution ex-TAC growth was between $1,117 million and the $1,201 million target, the payout on the Contribution ex-TAC portion of the quantitative goals would be between 50% and 100% of target; •If 2025 Contribution ex-TAC growth was between the $1,201 million target and the $1,321 million stretch target, the payout on the Contribution ex-TAC portion of the quantitative goals would be between 100% and 150% of target; •If 2025 Contribution ex-TAC growth was between the $1,321 million stretch target and the $1,381 million maximum target, the payout on the Contribution ex-TAC portion of the quantitative goals would be between 150% and 200% of target; and •If 2025 Contribution ex-TAC growth was $1,381 million or greater, our executives could achieve the maximum payout on the Contribution ex-TAC portion of the quantitative goals, which was 200%. Viewed in terms of required year-over-year growth, the Contribution ex-TAC portion of the 2025 quantitative goals would be based on 7.2% growth for a target level payout and 23.3% growth for a maximum level payout.

  39. Annual Incentive Bonus

    | 2024 Contribution ex-TAC* ($ millions) | 2025 Contribution ex-TAC Targets* | | | | | | | | | | Threshold | | Target | | Stretch | | Max | | | | Amount ($ millions) | Required Growth | Amount ($ millions) | Required Growth | Amount ($ millions) | Required Growth | Amount ($ millions) | Required Growth | | 1,120 | 1,117 | (0.3)% | 1,201 | 7.2% | 1,321 | 18.0% | 1,381 | 23.3% |

  40. Annual Incentive Bonus

    *Presented in constant currency at 2025 plan rates. 2024 reported Contribution ex-TAC was $1,121.5 million. The payout scale on the Adjusted EBITDA portion of the 2025 quantitative goals approved in early 2025 was as follows, in each case calculated on an absolute basis and excluding currency impacts: •If 2025 Adjusted EBITDA was less than $333 million, the payout on the Adjusted EBITDA portion of the quantitative goals would have been zero; •If 2025 Adjusted EBITDA was between $333 million and the $392 million target, the payout on the Adjusted EBITDA portion of the quantitative goals would be between 50% and 100% of target; •If 2025 Adjusted EBITDA was between the $392 million target and the $461 million stretch target, the payout on the Adjusted EBITDA portion of the quantitative goals would be between 100% and 150% of target; •If 2025 Adjusted EBITDA was between the $461 million stretch target and the $490 million maximum target, the payout on the Adjusted EBITDA portion of the quantitative goals would be between 150% and 200% of target; and •If 2025 Adjusted EBITDA was $490 million or greater, our executives could achieve the maximum payout on the Adjusted EBITDA portion of the quantitative goals, which was 200%. 55 Table of Contents

  41. Annual Incentive Bonus

    | 2024 Adjusted EBITDA* ($ millions) | 2025 Adjusted EBITDA Targets | | | | | | Threshold | Target | Stretch | Max | | | Amount ($ millions) | Amount ($ millions) | Amount ($ millions) | Amount ($ millions) | | 390 | 333 | 392 | 461 | 490 |

  42. Annual Incentive Bonus

    *Presented in constant currency at 2025 plan rates. 2024 reported Adjusted EBITDA was $390.1 million. The quantitative goals determined in early 2025 and the achievement levels for such goals were designed to ensure proper alignment between the 2025 EBP and the internal 2025 financial plan supporting the guidance that we published at the beginning of 2025. The chart below sets forth the 2025 quantitative goal performance levels and the achievement levels for such goals, as well as actual Company performance for 2025 against which executive performance was measured.

  43. Annual Incentive Bonus

    | | | Payout Scale | | | | | | | | Performance Measure | Weight | 50% | 100% | 150% | 200% | Actual | Achievement as Percent of Target | Payout of Bonus Opportunity | | 2025 Contribution ex-TAC* | 40% | $1,117 million | $1,201 million | $1,321 million | ≥$1,381 million | $1,160 million | 96.6% | 76% | | 2025 Adjusted EBITDA* | 40% | $333 million | $392 million | $461 million | ≥$490 million | $412 million | 105.1% | 115% |

  44. Annual Incentive Bonus

    *Calculated on a constant currency basis and using the same exchange rate as was used to set the target performance levels in February 2025. The Company's as reported constant currency Contribution ex-TAC was $1,160.7 million. As shown above, year-over-year Contribution ex-TAC growth was 4% at constant currency, which resulted in a 96.6% payout for the Contribution ex-TAC portion of the quantitative goals, and Adjusted EBITDA was $412 million, which resulted in a payout of 105.1% on the Adjusted EBITDA portion of the quantitative goals, averaging 100.9% for the financial metric performance. This resulted in a total of 96% of the target bonus amounts to the 2025 EBP participants with 100% achievement of the qualitative goals discussed below. Qualitative Goals Pursuant to the EBP, the Board of Directors approved individual qualitative goals for each of the 2025 EBP participants that were aligned to strategic performance objectives for those individuals. The qualitative goals were weighted 20% of the target bonus opportunity, and this component was evaluated at the discretion of the Board of Directors. The qualitative goals for 2025 were selected for Mr. Komasinski, Ms. Glickman, and Mr. Damon in the first half of 2025 by the compensation committee with the intent to be rigorous and difficult to achieve. The qualitative goals for 2025 included: (i) for Mr. Komasinski, to refine and begin to deliver on a compelling three year strategy (including capital allocation strategy), deliver on 2025 financial commitments, increase Criteo customer satisfaction and brand value, inspire, develop and retain talent towards long term success and effective organizational leadership; (ii) for Ms. Glickman, to deliver against our numbers, enable Criteo’s strategy and execution, strengthen our finance processes, share a compelling and measurable equity story and team leadership; and (iii) for Mr. Damon, to execute on various initiatives in legal and corporate affairs, prioritize key transformation initiatives, deliver against our numbers for AdTech services and team leadership. The compensation committee determined that the 2025 EBP participants generally exceeded the achievement of their respective qualitative objectives. The EBP, with Board of Directors approval, allows for over-achievement of qualitative objectives, provided that the total bonus cap of 200% of target is not 56 Table of Contents exceeded, so individual payout results may vary based on individual performance outcomes. For the qualitative portion of the 2025 EBP (weighted 20% of the total EBP), the compensation committee recommended, and the Board of Directors approved, a 100% payout with respect to Mr. Komasinski, a 100% payout with respect to Ms. Clarken (as provided for in her Transition Agreement), a 125% payout with respect to Ms. Glickman, and a 125% payout with respect to Mr. Damon. No individual performance was assessed and no annual bonus payable with respect to Mr. Gleason, as he left the Company effective July 29, 2025. 2025 Annual Cash Bonus Payouts The Board of Directors approved annual incentive bonus awards for each of the named executive officers as follows:

  45. Annual Incentive Bonus

    | Name | Bonus Target as % of Base Salary | Bonus Target ($) | Quantitative Goals Achievement (80%) | Qualitative Goals Achievement (20%) | Funding Multiplier as % of Target | Actual Payout Amount | | Michael Komasinski | 100% | $687,500 | 95% | 100% | 96% | $660,000 | | Megan Clarken | 100% | $146,986 | 95% | 100%(1) | 96% | $141,107 | | Sarah Glickman | 85%(2) | $436,606 | 95% | 125% | 101% | $440,972 | | Ryan Damon | 70% | $343,000 | 95% | 125% | 101% | $346,430 | | Brian Gleason | 100% | $330,822 | 95% | —% | —% | 0(3) | | (1) The individual performance for Ms. Clarken was agreed to in the Transition Agreement dated August 26, 2024 between the Company and Megan Clarken. | | | | | | | | (2) Ms. Glickman’s target bonus as a percentage of base salary was increased from 75% to 85% in 2025 to maintain market competitiveness. | | | | | | | | (3) Mr. Gleason resigned as Chief Revenue Officer and President, Retail Media, effective July 29, 2025. | | | | | | |

  46. Long-Term Incentives

    Long-Term Incentives Long-term incentives (“LTIs”) in the form of equity awards represent an important tool for the Company to attract industry leaders of the highest caliber in the technology industry and to retain them for the long term. The majority of the total target direct compensation opportunity for our named executive officers is provided in the form of long-term equity awards. We use equity awards to align our executive officers’ financial interests with those of our shareholders by motivating them to drive the achievement of both near-term and long-term corporate objectives. We use a mix of RSUs and PSUs to provide LTIs to our executive officers pursuant to the Company's 2015 Time-Based Restricted Stock Unit Plan and 2015 Performance-Based RSU Plan. The combination of Time-Based Restricted Stock Units (“RSUs”) and Performance-Based Restricted Stock Units (“PSUs”) provide an appropriate balance between addressing retention objectives and driving corporate performance, and is also consistent with the practice in a strong majority of our peer companies. The Board of Directors generally grants our executive officers equity awards each year as part of our annual review of our executive compensation program. The eligibility for, size of, and mix of any additional equity awards to each of our executive officers are determined after taking into account the following factors: •the individual performance assessment of each executive officer, the results and contributions delivered during the year, as well as his or her anticipated potential future impact; 57 Table of Contents •the competitive positioning of the target value of each equity award when compared to the equity values delivered to executives in comparable roles at the companies in our peer group and the broader market for our industry sector; •the mix of RSUs and PSUs needed to stay at the forefront of our peer and broader market practices, as well as key investor and investor advisor guidelines; •the size and vesting schedule of existing equity awards in order to maximize the long-term retentive power of additional awards; •the size of each executive officer’s total cash compensation opportunity; •the Company’s overall performance relative to corporate objectives; and •the Company’s projected overall equity pool for the year and impact on available share reserves. 2025 Annual Equity Awards After considering the factors set forth above, the Board of Directors, upon recommendation of the compensation committee, determined that the 2025 LTI compensation to be granted to Mr. Komasinski, Ms. Glickman, Mr. Damon and Mr. Gleason should be (i) 30% RSUs and 70% PSUs (35% financial PSUs and 35% TSR-based PSUs) for Mr. Komasinski; and (ii) 40% RSUs and 60% PSUs (30% financial PSUs and 30% TSR-based PSUs) for Ms. Glickman and Mr. Damon. Ms. Clarken was not considered for an equity award in view of her retirement on February 15, 2025 and Mr. Gleason’s equity award was forfeited in connection with his resignation as Chief Revenue Officer and President, Retail Media, effective July 29, 2025. The table below sets forth the equity awards granted by the Board of Directors to our named executive officers in 2025:

  47. Long-Term Incentives

    | Name | Shares Issuable Upon Vesting of PSUs Granted in 2025 (At Target)(1) | Shares Issuable Upon Vesting of RSUs Granted in 2025 | Total Value of Equity Awards in 2025 (in thousands)(2) | | Michael Komasinski | 120,482 | 176,635(3) | $9,591 | | Megan Clarken | 0 | 0 | $0 | | Sarah Glickman | 48,685 | 32,456 | $3,300 | | Ryan Damon | 36,882 | 24,588 | $2,500 | | Brian Gleason(4) | 91,960 | 28,522 | $4,900 | | (1) The number of PSUs set forth in this column show the PSU awards at target (100%). The number of PSU awards that may be earned by our named executive officers assuming the maximum possible achievement of 200% of target (which would represent 240,964 PSUs for Mr. Komasinski, 97,370 PSUs for Ms. Glickman, 73,764 PSUs for Mr. Damon and 183,920 PSUs for Mr. Gleason), with 50% of the amount granted in the form of financial PSUs and 50% granted in the form of TSR- based PSUs. As set forth in the section below, 71% of the target of Mr. Komasinski’s, Ms. Glickman’s, Mr. Damon’s and Mr. Gleason’s 2025 financial PSU awards were earned based on the respective level of performance achieved. | | | | | (2) Under our Board of Directors approved equity award grant policy, the number of shares subject to each equity award is based on the target value of the award divided by the average of the 45-trading-day closing price calculated on the date of determination. For this purpose, the “date of determination” is the date five (5) trading days prior to the date on which the Board of Directors grants the equity award, provided that the fair market value of our shares is not more or less than 10% of the closing market price of our shares on the date of determination. The values disclosed in this table may differ from the grant date fair value of the 2025 stock awards as reported in the Summary Compensation Table, which is computed in accordance with the FASB ASC Topic 718. | | | | | (3) The number of RSUs consists of 125,000 RSUs awarded to Mr. Komasinski in a supplemental grant of RSUs approved by the Board of Directors in December 2025 in connection with a one‑time CEO retention action, and 51,635 RSUs awarded to Mr. Komasinski in his initial grant in February 2025. | | | | | (4) As Mr. Gleason resigned as Chief Revenue Officer and President, Retail Media, effective July 29, 2025, these PSUs and RSUs were forfeited in connection with his resignation. | | | |

  48. Long-Term Incentives

    58 Table of Contents 2025 PSU Awards Our Ordinary Shares subject to the PSUs granted to the named executive officers are to be earned contingent upon the attainment of performance goals set by the Board of Directors, with the earned shares (if any) subject to an additional time-based vesting requirement. In the first quarter of 2025, Mr. Komasinski (including both his New Hire Awards and 2025 PSU award), Ms. Glickman, Mr. Damon and Mr. Gleason were granted, assuming achievement of the goals at the target level (100%), 120,482, 48,685, 36,882 and 91,960 PSUs, respectively. 50% of each named executive officer's PSUs were granted in the form of financial PSUs (the “Financial PSUs”) and the other 50% were granted in the form of TSR-based PSUs (the “TSR-Based PSUs”), provided that, as described above, Mr. Komasinski’s TSR- based PSUs were converted to Financial PSUs in December 2025 (see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO”). The Board of Directors set a combination of 2025 Retail Media Contribution ex-TAC, Contribution ex-TAC and Adjusted EBITDA as the goal for the Financial PSUs and relative total shareholder return versus the Nasdaq Composite Index as the goal for the TSR-Based PSUs, provided that with respect to Mr. Komasinski’s TSR-based PSUs that were modified in December 2025, the financial targets will be based on the 2026 and 2027 financial plan. Financial PSUs have a one-year performance measurement period and vest over three years. Because French law prohibits vesting of restricted stock before the second anniversary of the grant date, two-thirds of the earned PSUs will vest on the second anniversary of the grant date; the remaining one- third will vest on the third anniversary of the grant date. TSR-based PSUs are subject to an extended performance measurement period, such that 50% will vest based on the Company's TSR performance relative to that of the Nasdaq Composite Index through the second anniversary of the grant date, and the remaining 50% will vest based on the Company's TSR performance relative to that of the Nasdaq Composite Index through the third anniversary of the grant date. Following a review of prevailing market practice with the advice of Compensia, our Board of Directors granted these awards with a maximum payout opportunity tied to maximum defined performance levels at 200% of target to create a long-term incentive opportunity to incentivize and reward over-performance. Any excess (unearned) portion of the grant will be recaptured (and returned to the equity pool), which for the financial PSUs, will occur in the year following the grant date, well in advance of the financial PSUs’ vesting date. Below we have described the application of the 2025 financial goals that apply to Mr. Komasinski’s, Ms. Glickman’s, Mr. Damon’s and Mr. Gleason’s 2025 PSU grants. Financial PSUs Given its critical importance to our shareholders, and the impact on future growth, the compensation committee and Board of Directors determined it was appropriate to maintain Retail Media Contribution ex-TAC as the primary performance metric for the Financial PSUs in 2025, weighted at 60%, but then balanced with the broader financial metrics of Adjusted EBITDA and Contribution ex-TAC, each with a 20% weighting. Furthermore, our compensation committee and Board of Directors determined that it was appropriate to maintain a one-year performance period for the Financial PSUs for 2025, while maintaining a longer, multi-year performance period for the TSR-Based PSUs. 59 Table of Contents The following table sets forth the 2025 achievement and related payout levels for the Retail Media Contribution ex-TAC, Contribution ex-TAC and Adjusted EBITDA metrics for the Financial PSUs, as well as the actual Company performance for 2025.

  49. Long-Term Incentives

    | | | Payout Scale | | | | | | | | Performance Measure | Weight | 50% | 100% | 150% | 200% | Actual | Bonus Factor Achievement | Plan Payout (Percent of Target) | | 2025 Retail Media Contribution ex-TAC(1) | 60% | $252 million(2) | $308 million | $331 million | $354 million | $257 million | 54% | 83.4% | | 2025 Contribution ex-TAC(1) | 20% | $1,117 million | $1,201 million | $1,321 million | $1,381 million | $1,160 million* | 76% | 96.6% | | 2025 Adjusted EBITDA(1) | 20% | $333 million | $392 million | $461 million | $490 million | $412 million | 115% | 105.1% | | (1) Calculated on a constant currency basis and using the same exchange rate as was used to set the targets in February 2025. | | | | | | | | | | (2) Reflects a reduction of the Retail Media Contribution ex-TAC threshold target achievement level from $277 million to $252 million, as approved by the Board of Directors in December 2025. For more information on this revision, please see the discussion below. | | | | | | | | |

  50. Long-Term Incentives

    Upon review of the projected achievement level of 2025 Financial PSUs, the Board of Directors determined that the impact of the reduced scope for two specific Retail Media clients, as disclosed on May 2, 2025, would have disproportionate impact on the overall result of our Retail Media Contribution ex- TAC metric, which represented 60% of the total plan. The Board of Directors therefore decided in December 2025 to reduce the minimum threshold achievement level for this particular performance condition from $277 million to $252 million, representing flat year-on-year growth, in order to allow for potential limited payout on this component if positive growth were still achieved, while keeping the original target for Retail Media Contribution ex-TAC and related achievement levels unchanged. The Board of Directors determined that this would still allow for a partial payout with respect to this metric, which would still be well below target achievement level, and believed that this would result in a more balanced representation of the Company’s overall financial performance. Actual Retail Media Contribution ex-TAC for 2025 was $257 million, actual Contribution ex-TAC for 2025 was $1,160 million, and actual Adjusted EBITDA for 2025 was $412 million, each as calculated on a constant currency basis using the same exchange rate as was used to set the targets, resulting in a 71% of target payout with respect to the Financial PSUs.

  51. Long-Term Incentives

    | Named Executive Officer | Title | 2025 Financial PSU Target | Payout | | Michael Komasinski | CEO | 60,241 | 42,771 | | Sarah Glickman | CFO | 24,343 | 17,284 | | Ryan Damon | CLTO | 18,441 | 13,093 |

  52. Long-Term Incentives

    Our compensation committee and Board of Directors believe that a time-based vesting requirement for any earned PSUs is important to satisfy our retention objectives and longer-term alignment with our shareholders’ interests. The Financial PSUs earned with respect to 2025 are subject to 60 Table of Contents an overall three-year vesting schedule, which vesting is subject to the named executive officer’s continued employment with the Company as of the applicable vesting date. TSR-Based PSUs With regard to the TSR-based PSUs, the compensation committee and the Board of Directors believe that the use of a TSR metric promotes longer-term alignment with shareholders and a relative metric establishes a direct link between the compensation of our named executive officers and long-term enterprise value creation as payouts under the PSUs are determined by the Company's long-term TSR performance relative to that of the Nasdaq Composite Index. The compensation committee and the Board of Directors, determined that the use of the Nasdaq Composite Index was an appropriate benchmark given the broad-market nature of the index, its use among other software/media companies, its administrative simplicity and its transparency. In setting the performance goals for the 2025 TSR-based PSUs, after considering market best practices, the Board of Directors determined that payouts under the TSR-based PSUs would range from 0% to 200% of the target PSUs, with relative TSR performance at the 55th percentile resulting in 100% payout, and relative performance at the 80th percentile or better resulting in a 200% payout; provided, however, that if the Company's absolute TSR is negative, then payout for the TSR-based PSUs cannot exceed 100% regardless of the Company's relative percentile performance. In this way, the payouts under the TSR-based PSUs are intended to be aligned with performance levels that are considered challenging. To facilitate the transition to the use of multi-year performance measurement periods, the Board of Directors determined that it was appropriate to measure relative TSR compared to the Nasdaq Composite Index over a two-year performance period for 50% of the TSR-based PSUs and over a three- year performance period for the other 50% of the PSUs, in each case with the PSUs subject to the awards to be earned and vest through the second and third anniversaries, respectively of the awards’ grant date, which vesting is subject to the named executive officer’s continued employment with the Company as of the applicable vesting date. The following table sets forth the 2024 Total Shareholder Return goal for the 2024 TSR-Based PSU awards.

  53. Long-Term Incentives

    | Criteo’s TSR Percentile vs. Nasdaq Composite Index(1) | Potential Percentage of TSR-Based PSUs Earned(2)(3) | | 0 - 30th | 0% | | 55th | 100% (Target) | | 80th - 100th | 200% (Max) | | (1) TSR is measured as the percentage change in the 30-trading-day average adjusted closing price of a share of Criteo and the Nasdaq Composite Index as measured on the first and last day of the applicable two-year and three-year performance periods beginning on March 1, 2024, the grant date of the TSR- based PSUs. (2) Achievement is linear for relative TSR between tranches and paid to one decimal point. (3) Earned PSUs are capped at target (100%) if the Company's absolute TSR is negative. | |

  54. Long-Term Incentives

    As well as meeting the relative TSR performance goals, the executive officers must remain employed through the second and third anniversaries of the TSR-based PSU grant date in order to vest in the PSUs. 61 Table of Contents The first 50% tranche of the TSR-based PSUs, with a performance period measured from March 1, 2024 to March 1, 2026, resulted in the Company’s TSR percentile at (38.34%) and therefore a payout at 33%. The second 50% tranche of the TSR-based PSUs granted to Ms. Glickman and Mr. Damon in 2024 will not vest (if earned) until March 2027.

  55. Long-Term Incentives

    | Applicable Named Executive Officers | Title | 2024 TSR PSU Tranche 1 at Target | Payout | | Sarah Glickman | CFO | 14,894 | 4,915 | | Ryan Damon | CLTO | 12,622 | 4,165 |

  56. Long-Term Incentives

    2025 RSU Awards Our 2025 RSU awards have a four-year vesting schedule. Because French law prohibits vesting of restricted stock before the second anniversary of the grant date, 50% of the award vests on the second anniversary of the date of grant, and the remainder vests in equal quarterly installments thereafter over the subsequent two-year period, which vesting is subject to the named executive officer’s continued employment with the Company as of the applicable vesting date.

  57. Equity Grant Policy

    Equity Grant Policy In fiscal year 2025, we did not grant any stock options, stock appreciation rights or similar awards under the Criteo Amended 2016 Stock Option Plan and we have not granted stock options to our named executive officers since December 2019. There are no current plans to grant stock options, stock appreciation rights or other similar appreciation-based awards as incentive compensation. The timing of our equity grants to the named executive officers is set without regard to anticipated earnings or other major announcements by the Company.

  58. Risks Related to Compensation Policies and Practices

    Risks Related to Compensation Policies and Practices As part of the Board of Directors’ risk oversight role, our compensation committee at least annually reviews and evaluates the risks associated with our compensation programs. The compensation committee has reviewed our compensation practices as generally applicable to our employees and believes that our policies do not encourage excessive and unnecessary risk-taking, and that the level of risk that they do encourage is not reasonably likely to have a material adverse effect on the Company. In making this determination, the compensation committee considered the following: •the Company’s use of different types of compensation vehicles to provide a balance of short-term and long-term incentives with fixed and variable components; •the granting of equity-based awards that are earned based on performance (in the case of executive officers) and subject to time-based vesting, which aligns employee compensation with Company performance, encouraging participants to generate long-term appreciation in equity values; 64 Table of Contents •the Company’s annual bonus determinations for each employee being tied to achievement of Company goals, which goals seek to promote retention on behalf of the Company and to create long-term value for our shareholders; and •the Company’s system of internal control over financial reporting and code of business conduct and ethics, which among other things, reduce the likelihood of manipulation of the Company’s financial performance to enhance payments under any of its incentive plans. 65 Table of Contents

  59. Summary Compensation Table

    Summary Compensation Table The following Summary Compensation Table sets forth, for the three years ended December 31, 2025, 2024 and 2023, respectively, the compensation earned by (i) our principal executive officer, (ii), our former principal executive officer who served during a portion of the fiscal year, (iii) our principal financial officer, (iv) our other executive officer, other than the principal executive officer and the principal financial officer, who was serving as of the end of the fiscal year, and (v) our former executive officer who served during a portion of the fiscal year. (collectively, our named executive officers).

  60. Summary Compensation Table

    | Name and Principal Position | Year | Salary ($)(1) | Bonus ($)(2) | Stock Awards ($)(3)(4)(5) | Option Awards ($)(3) | Non-Equity Incentive Plan Compensation ($)(6) | All Other Compensation ($)(7) | Total ($) | | Michael Komasinski | 2025 | 657,534 | 1,100,000 | 10,043,994 | — | 660,000 | 16,032 | 12,477,560 | | Chief Executive Officer | | | | | | | | | | Megan Clarken (8) | 2025 | 146,986 | — | — | — | 141,107 | 151,951 | 440,044 | | Former Chief Executive Officer | 2024 | 711,325 | — | 8,818,593 | — | 1,001,546 | 124,206 | 10,655,670 | | | 2023 | 665,000 | — | 7,729,000 | — | 768,819 | 50,844 | 9,213,663 | | Sarah Glickman | 2025 | 529,000 | | 3,593,941 | — | 440,972 | 16,322 | 4,580,235 | | Chief Financial Officer | 2024 | 516,817 | 100,000 | 3,251,846 | — | 514,750 | 16,122 | 4,399,535 | | | 2023 | 476,000 | — | 3,138,000 | — | 412,953 | 14,132 | 4,041,085 | | Ryan Damon | 2025 | 490,000 | | 2,722,660 | — | 346,430 | 9,830 | 3,568,920 | | Chief Legal and Transformation | 2024 | 482,541 | 100,000 | 2,755,814 | — | 414,411 | 8,713 | 3,761,479 | | Officer | 2023 | 455,000 | — | 2,092,000 | — | 371,519 | 6,349 | 2,924,868 | | Brian Gleason (9) | 2025 | 330,822 | | 5,516,191 | — | — | 15,039 | 5,862,052 | | Former Chief Revenue Officer | 2024 | 550,137 | 200,000 | 3,196,564 | — | 774,593 | 15,042 | 4,736,336 | | and President, Retail Media | | | | | | | | |

  61. Summary Compensation Table

    (1)All amounts presented in the Summary Compensation Table, and in the supporting tables that follow, are expressed in U.S. dollars. In 2023, 2024 and 2025, all compensation calculations were in U.S. dollars. (2)The amounts reported in the “Bonus” column include an integration bonus related to the August 2022 acquisition of Iponweb, which was granted to members of the leadership team. For Michael Komasinski, this includes (i) a sign-on bonus pursuant to his management agreement and (ii) a discretionary cash payment of $100,000 approved by the Board of Directors as an extension of Mr. Komasinski’s sign-on bonus, which discretionary amount was paid in cash and is taxable as ordinary income (for more information, see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO”). For Brian Gleason, this amount also includes the last installment of his retention bonus in 2024. (3)The amounts reported in the “Stock Awards” and “Option Awards” columns reflect the aggregate grant date fair value of each award computed in accordance with FASB ASC Topic 718. For information regarding the assumptions used in determining the fair value of awards granted in 2025, 2024 and 2023 please refer to Note 15, Note 16 and Note 16 (Share-based Compensation), respectively, of our Annual Reports on Form 10-K, each as filed with the SEC on February 26, 2026, February 26, 2025 and February 23, 2024, respectively. (4)The amounts reported in the “Stock Awards” column reflect the grant date fair value of the PSU awards measured at target (100%) for financial PSUs, and using a Monte-Carlo valuation model of market conditions for TSR-based PSUs, for all years shown, computed in accordance with FASB ASC Topic 718. The grant date face value for the relative TSR-based PSUs, as considered in establishing the target equity compensation, was $2,337,953 for Mr. Komasinski, $944,732 for Ms. Glickman, $715,695 for Mr. Damon and $1,784,484 for Mr. Gleason. Note, however, that the maximum PSU payout possible for year 2023 is 150% of target and 200% of target for 2024 and 2025. The grant date fair value assuming the highest level of performance conditions will be achieved for the financial PSUs granted in 2025, calculated as the maximum PSU payout possible for year 2025 (200% of target) multiplied by the per-share grant date fair value, would be $4,675,906 for Mr. Komasinski, $1,889,465 for Ms. Glickman, $1,431,390 for Mr. Damon and $3,568,968 for Mr. Gleason. The modification of Mr. Komasinski’s 2025 financial PSUs resulted in no incremental compensation expense and thus did not affect the grant date fair 67 Table of Contents value as computed in accordance with FASB ASC Topic 718. For a description of the Board of Director’s rationale for the modification of Mr. Komasinski’s 2025 financial PSUs, see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO.” (5)The amount reported for Mr. Komasinski includes (i) a supplemental grant of 125,000 RSUs with a grant date value of $2,437,500 approved by the Board of Directors in December 2025 in connection with a one‑time CEO retention action; and (ii) the incremental fair value of $362,356 related to the conversion of his relative TSR PSUs to financial PSUs, in each case, computed in accordance with FASB ASC Topic 718. For a description of the Board of Director’s rationale for these actions, see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO.” (6)The amounts reported in the “Non-Equity Incentive Plan Compensation” column represent the amount of the cash incentive bonus earned by our named executive officers for performance for the three years ended December 31, 2025, 2024 and 2023 under the EBP. See “Executive Compensation–Compensation Discussion and Analysis–Elements of Executive Compensation Program—Annual Incentive Bonus” for the discussion and analysis of the annual cash incentives earned by each named executive officer in respect of 2025. (7)The amounts reported in the “All Other Compensation” column for 2025 include the benefits set forth in the table below. The incremental cost to the Company is based on premiums paid and amounts reimbursed by the Company to the named executive officer.

  62. Summary Compensation Table

    | Named Executive Officer | Life Insurance and Disability Benefit Plan Contributions ($)(a) | Defined Contribution Plan Contributions ($)(b) | Tax Reimbursements ($)(c) | Tax Assistance ($)(d) | Advisor Fees ($)(e) | | Michael Komasinski | 2,032 | 14,000 | — | — | — | | Megan Clarken | 1,137 | 14,000 | 21,022 | 32,402(f) | 83,390 | | Sarah Glickman | 2,322 | 14,000 | — | — | — | | Ryan Damon | 1,242 | — | 4,208 | 4,380 | — | | Brian Gleason | 725 | 14,000 | 315 | — | — |

  63. Summary Compensation Table

    (a)Represents the cost of any life insurance and disability plan premium. (b)Represents the cost of our employer contributions to the 401(k) plan accounts of Mr. Komasinski, Ms. Clarken, Ms. Glickman, Mr. Damon and Mr. Gleason, for those who elected to participate in our 401(k) plan. (c)Represents Company-paid taxes for items such as tax filing assistance. For Ms. Clarken, certain tax assistance benefits were agreed to pursuant to her Transition Agreement. (d) Represents tax assistance to support filings related to trailing income from past international mobility or requirements triggered by working time spent in different countries. (e) Represents the cost to the Company of Ms. Clarken’s compensation as a senior advisor to the Company. (f)Represents the aggregate amount of various invoices processed and reported through payroll as imputed income, which reflects the actual incremental costs paid by the Company to provide this tax assistance for Ms. Clarken. (8)Ms. Clarken retired from her role as Chief Executive Officer on February 15, 2025. (9)Mr. Gleason resigned as Chief Revenue Officer and President, Retail Media, effective July 29, 2025. 68 Table of Contents

  64. 2025 Grants of Plan-Based Awards Table

    2025 Grants of Plan-Based Awards Table The following table sets forth the grants of plan-based awards to the named executive officers during the year ended December 31, 2025.

  65. 2025 Grants of Plan-Based Awards Table

    | Name | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards (1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards (2) | | | All Other Stock Awards: Number of Shares of Stock or Units (#)(3) | All Other Option Awards: Number of Securities Underlying Options (#) | Exercise or Base Price of Option Awards ($/Sh) | Grant Date Fair Value of Stock and Option Awards ($)(4) | | | Grant Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | | | | | | Michael Komasinski(5) | — | 343,750 | 687,500 | 1,375,000 | — | — | — | — | — | — | — | | | 2/28/2025 | — | — | — | 30,121 | 60,241 | 120,482 | — | — | — | 3,506,930 | | | 2/28/2025 | — | — | — | 30,121 | 60,241 | 120,482 | — | — | — | 1,713,254 | | | 2/28/2025 | — | — | — | — | — | — | 51,635 | — | — | 2,003,954 | | | 12/22/2025 | — | — | — | — | — | — | 125,000(6) | — | — | 2,457,500 | | | 12/22/2025 | — | — | — | 30,121 | 60,241 | 120,482 | — | — | — | 362,356 | | Megan Clarken(7) | — | 73,493 | 146,986 | 293,972 | — | — | — | — | — | — | — | | | 2/28/2025 | — | — | — | 0 | 0 | 0 | — | — | — | 0 | | | 2/28/2025 | — | — | — | 0 | 0 | 0 | — | — | — | 0 | | | 2/28/2025 | — | — | — | — | — | — | 0 | — | — | 0 | | Sarah Glickman | — | 218,303 | 436,606 | 873,212 | — | — | — | — | — | — | — | | | 2/28/2025 | — | — | — | 12,171 | 24,343 | 48,685 | — | — | — | 944,732 | | | 2/28/2025 | — | — | — | 12,171 | 24,342 | 48,685 | — | — | — | 1,389,592 | | | 2/28/2025 | — | — | — | — | — | — | 32,456 | — | — | 1,259,617 | | Ryan Damon | — | 171,500 | 343,000 | 686,000 | — | — | — | — | — | — | — | | | 2/28/2025 | — | — | — | 9,221 | 18,441 | 48,685 | — | — | — | 715,695 | | | 2/28/2025 | — | — | — | 9,221 | 18,441 | 48,685 | — | — | — | 1,052,704 | | | 2/28/2025 | — | — | — | — | — | — | 24,588 | — | — | 954,260 | | Brian Gleason(8) | — | 0 | 0 | 0 | — | — | — | — | — | — | — | | | 2/28/2025 | — | — | — | 10,696 | 21,392 | 42,784 | — | — | — | 830,224 | | | 2/28/2025 | — | — | — | 10,696 | 21,392 | 42,784 | — | — | — | 1,221,162 | | | 2/28/2025 | — | — | — | — | — | — | 28,522 | — | — | 1,106,939 |

  66. 2025 Grants of Plan-Based Awards Table

    (1)The amounts reported in the “Estimated Future Payouts Under Non-Equity Incentive Plan Awards” column represent each named executive officer’s annual cash bonus opportunity that could have been earned in respect of the annual cash incentive established in 2025 under the EBP. See “Executive Compensation–Compensation Discussion and Analysis–Elements of Executive Compensation Program—Annual Incentive Bonus” for a discussion of the annual cash incentives earned by each named executive officer for 2025. The threshold achievement level for a particular performance condition affecting a portion of the annual cash incentive opportunity was adjusted. For more information see “Compensation Discussion and Analysis— Annual Incentive Bonus.” (2)All PSUs were granted under our Amended and Restated 2015 PSU Plan. The number of these PSUs that were actually earned and received by each named executive officer (if any) was determined in the following fiscal year. Of those PSUs actually earned and received, for the financial PSUs, two-thirds will vest on the two-year anniversary of the grant date, and the 69 Table of Contents remainder will vest on the three-year anniversary of the grant date. For the TSR-based PSUs, 50% will be earned and vest on the two-year anniversary of the grant and the remainder will vest on the three-year anniversary of the grant date. (3)All RSUs were granted under our Amended and Restated 2015 Time-Based RSU Plan. (4)Represents the grant date fair value, measured in accordance with FASB ASC Topic 718, of PSU awards and RSU awards made in 2025. Grant date fair values are calculated pursuant to assumptions set forth in Note 15 of our 2025 Annual Report on Form 10-K as filed with the SEC on February 26, 2026. The grant date face value for the relative TSR-based PSUs comprising the PSU awards, as considered in establishing the target equity compensation, was $2,337,953 for Mr. Komasinski, $944,732 for Ms. Glickman, $715,695 for Mr. Damon and $1,784,484 for Mr. Gleason. (5)On December 22, 2025, the Board of Directors approved the conversion of Mr. Komasinski’s 2025 TSR-based PSUs into financial PSUs, with performance measured half based on 2026 plan metrics and half based on 2027 plan metrics, while preserving the original overall vesting schedule. This action was approved as part of a one‑time CEO retention action. For more information, please see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO.” The grant date for this modified award represents the modification date with respect to such award in accordance with FASB ASC 718. The grant date fair value of this award represents the incremental fair value of the award as of the modification date computed in accordance with FASB ASC Topic 718. (6)This RSU award represents a one-time grant of a time-vesting equity award to Mr. Komasinski, approved by the Board of Directors in December 2025. For more information, please see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO.” (7)Ms. Clarken retired from her role as Chief Executive Officer on February 15, 2025. Due to Ms. Clarken’s retirement, she was not eligible to participate in the full year bonus program, so the threshold, target and maximum amounts are pro-rated for 2025. (8)Mr. Gleason resigned as Chief Revenue Officer and President, Retail Media, effective July 29, 2025.

  67. Outstanding Equity Awards at 2025 Fiscal Year End Table

    Outstanding Equity Awards at 2025 Fiscal Year End Table The following table sets forth the number of securities underlying outstanding equity awards held by the named executive officers as of December 31, 2025. Ms. Clarken retired from her role as Chief Executive Officer on February 15, 2025 and Mr. Gleason resigned as Chief Revenue Officer and President, Retail Media, effective July 29, 2025. Neither Ms. Clarken nor Mr. Gleason held outstanding equity awards subject to continued vesting or exercise as of December 31, 2025.

  68. Outstanding Equity Awards at 2025 Fiscal Year End Table

    | | | Option Awards | | | | Stock Awards | | | | | Name | Grant Date | Number of Securities Underlying Unexercised Options Exercisable (#) | Number of Securities Underlying Unexercised Options Unexercisable (#)(1) | Option Exercise Price ($)(2) | Option Expiration Date | Number of Shares or Units of Stock That Have Not Vested (#)(1)(4) | Market Value of Shares or Units of Stock That Have Not Vested ($)(5) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)(1)(3) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)(5) | | Michael Komasinski | 02/28/2025 | — | — | — | — | 51,635 | 1,064,197 | 240,964 | 4,966,268 | | | 12/22/2025 | — | — | — | — | 125,000 | 2,576,250 | — | — | | Megan Clarken | 12/11/19 | 86,715 | — | 16.61 | 12/11/29 | — | — | — | — | | | 03/01/2024 | — | — | — | — | 57,522 | 1,185,528 | — | — | | Sarah Glickman | 02/24/22 | — | — | — | — | 3,833 | 78,998 | — | — | | | 02/23/23 | — | — | — | — | 31,163 | 642,269 | — | — | | | 03/01/2024 | — | — | — | — | 78441 | 1,616,669 | 59576 | 1,227,861 | | | 02/28/2025 | | | | | 32456 | 668,918 | 97370 | 2,006,796 | | Ryan Damon | 02/24/22 | — | — | — | — | 2,449 | 50,474 | — | — | | | 02/23/23 | — | — | — | — | 20,773 | 428,132 | — | — | | | 03/01/2024 | — | — | — | — | 66476 | 1,370,070 | 50488 | 1,040,558 | | | 02/28/2025 | | | | | 24588 | 506,759 | 73764 | 1,520,276 | | Brian Gleason | 03/01/2024 | — | — | — | — | 16,067 | 331,141 | — | — |

  69. Outstanding Equity Awards at 2025 Fiscal Year End Table

    (1)Refer to “Potential Payments upon Termination or Change of Control” below for circumstances under which the terms of the vesting of equity awards would be accelerated. (2)The applicable exchange rate for the exercise price of the stock option awards shown in the Outstanding Equity Awards at Fiscal Year End table are as follows:

  70. Outstanding Equity Awards at 2025 Fiscal Year End Table

    | Date | Euro to U.S. Dollar Conversion Rate | | 12/11/19 | 1.1077 |

  71. Outstanding Equity Awards at 2025 Fiscal Year End Table

    (3)The PSUs prior to 2024 will generally vest as to 50% of the earned amount on the second anniversary of the date of grant and in eight equal quarterly installments thereafter, based on continued employment. The PSUs for grant dates in 2024 and 2025 are provided at the maximum possible payout at 200% of target. Starting in 2024, the PSU vesting period was changed to 3 years, such that 2/3 of the earned amount will vest on the second anniversary date for financial PSUs and 50% for TSR-based PSUs, and on the third anniversary, the remaining 1/3 will vest for financial PSUs and remaining 50% for TSR-based PSUs. In December 2025, the Board of Directors approved the conversion of Mr. Komasinski’s 2025 TSR-based PSUs into financial PSUs, with performance measured half based on 2026 plan metrics and half based on 2027 plan metrics, while preserving the original overall vesting schedule. This action was approved as part of a one‑time CEO retention action. For more information, please see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO.” (4)The RSUs will generally vest as to 50% on the two-year anniversary of the grant date, and the remainder will vest in eight equal quarterly installments thereafter. Mr. Komasinski received a supplemental grant of 125,000 RSUs with a grant date value of $2,437,500 approved by the Board of Directors in December 2025 in connection with a one‑time CEO retention action. The shares comprising this supplemental grant are subject to time-based vesting as follows: 2/3rd of the shares will vest on the two-year anniversary of the grant date, and the remaining 1/3rd will vest on the three-year anniversary of the grant date; however, if the conversion of the Company into a Luxembourg company is completed before the first anniversary of the grant 72 Table of Contents date, then 1/3rd of the shares will vest on the anniversary of the grant date, 1/3rd of the shares will vest on the two-year anniversary of the grant date and the remaining 1/3rd will vest on the three-year anniversary of the grant date. For a description of the Board of Director’s rationale for this action, see “Compensation Discussion and Analysis—New Hire Package and Year One Compensation for New CEO.” (5)Determined with reference to $20.61, the closing price of an ADS on December 31, 2025.

  72. Option Exercises and Stock Vested in 2025 Table

    Option Exercises and Stock Vested in 2025 Table The following table summarizes for each named executive officer the stock option exercises and shares vested from outstanding stock awards during the year ended December 31, 2025.

  73. Option Exercises and Stock Vested in 2025 Table

    | | Option Awards | | Stock Awards | | | Name | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise ($)(1) | Number of Shares Acquired on Vesting (#) | Value Realized on Vesting ($)(2) | | Michael Komasinski | — | — | — | — | | Megan Clarken | 108,656 | 3,947,363 | 131,082 | 4,741,836 | | Sarah Glickman | — | — | 54,102 | 1,858,472 | | Ryan Damon | — | — | 32,652 | 1,144,669 | | Brian Gleason | — | — | 29,106 | 1,066,527 |

  74. Option Exercises and Stock Vested in 2025 Table

    (1)Determined with reference to $37.70 for the exercise done on March 6, 2025; $36.66 for the exercise done on March 7, 2025; $34.92 for the exercise done on March 11, 2025; $35.80 for the exercise done on March 12, 2025; $36.23 for the exercise done on March 14, 2025. (2)Determined by (a) multiplying the number of units that vested on a given vesting date by the closing price of an ADS on such vesting date and (b) aggregating the value realized upon vesting for units that vested during fiscal year 2025.

  75. Potential Payments upon Termination or a Change in Control

    Potential Payments upon Termination or a Change in Control

  76. Estimated Potential Payments and Benefits

    Estimated Potential Payments and Benefits The following table estimates the potential amounts payable to our named executive officers in connection with certain terminations of their employment or a change of control of the Company, under the circumstances described in more detail above. The table reflects estimated amounts assuming that the termination of employment or other circumstance, as applicable, occurred on December 31, 2025. The actual amounts that would be paid upon a named executive officer’s termination of employment or a change of control can be determined only at the time of such event. Ms. Clarken retired from her role as Chief Executive Officer as of February 15, 2025 and Mr. Gleason resigned as Chief Revenue Officer and President, Retail Media, effective July 29, 2025. Other than as described above in “—Executive Employment Agreements,” no severance or other payments would be paid to either Ms. Clarken or Mr. Gleason in connection with a termination of employment or change of control of the Company.

  77. Estimated Potential Payments and Benefits

    | POTENTIAL PAYMENTS UPON TERMINATION OR FOLLOWING A CHANGE OF CONTROL | | | | | | | | | | | Termination Without Cause | | | | Termination Without Cause or Resignation by the Executive With Change of Control | | | | | Name | Severance Pay ($) | Continued Vesting of Equity Awards ($) | Continued Insurance Coverage ($)(1) | Total ($) | Severance Pay ($) | Accelerated Vesting of Equity Awards ($)(2) | Continued Insurance Coverage ($)(1) | Total ($) | | Michael Komasinski | $1,500,000 | $1,886,533 | $42,542 | 3,429,075 | $1,500,000 | $6,123,581 | $42,542 | 7,666,123 | | Sarah Glickman | $978,650 | $2,600,650 | $42,542 | 3,621,842 | $978,650 | $5,998,821 | $42,542 | 7,020,013 | | Ryan Damon | $833,000 | $2,015,060 | $42,542 | 2,890,602 | $833,000 | $4,606,554 | $42,542 | 5,482,096 |

  78. Estimated Potential Payments and Benefits

    (1) The amount shown is based on full COBRA benefits continuation costs in the United States based on the current enrollment status of each executive. (2) The amount shown represents the value of the equity awards that would vest upon a change of control under the additional assumption that outstanding equity awards are not assumed or substituted in the change of control transaction, as described above in the “Potential Payments Upon Termination or Change of Control—Treatment Under Equity Plans” narrative. 76 Table of Contents

  79. PAY RATIO DISCLOSURE

    PAY RATIO DISCLOSURE Pursuant to the Exchange Act, we are required to disclose in this proxy statement the ratio of the total annual compensation of our Chief Executive Officer to the median of the total annual compensation of all of our employees (excluding our Chief Executive Officer). Based on SEC rules for this disclosure and applying the methodology described below, we have determined that total annualized compensation for Mr. Komasinski, our current Chief Executive Officer, for 2025 was $12,630,026, and the median of the total compensation of all of our employees (excluding Mr. Komasinski) for 2025 was approximately $104,354. Accordingly, we estimate the ratio of Mr. Komasinski’s total compensation for 2025 to the median of the total compensation of all of our employees (excluding Mr. Komasinski) for 2025 to be approximately 121 to 1. Mr. Komasinski became the Chief Executive Officer of the Company on February 15, 2025. As permitted by SEC rules, in calculating this pay ratio we annualized Mr. Komasinski’s fiscal 2025 compensation by utilizing his annual base salary and annual bonus. No other adjustments were made to Mr. Komasinski’s fiscal 2025 compensation as reported in the Summary Compensation Table. We selected December 31, 2025, which is a date within the last three months of fiscal year 2025, as the determination date to identify our median employee. To find the median of the annual total compensation of all our employees (excluding Mr. Komasinski), we used the amount of salary, wages, overtime and bonus from our payroll records as our consistently applied compensation metric. In making this determination, we annualized the compensation for those employees who were hired during fiscal 2025 as permitted under SEC rules. We did not make any cost-of-living adjustments in identifying the median employee. After identifying the median employee, we calculated the annual total compensation for such employee using the same methodology we used for Mr. Komasinski’s annual total compensation in the Summary Compensation table for fiscal year 2025. In accordance with SEC rules, we excluded all employees in certain non-U.S. jurisdictions that, in each case, constituted less than 1.83% of our total headcount. The excluded employees were located in Australia (18 employees), China (19 employees), Israel (17 employees), Italy (19 employees), the Netherlands (16 employees), Russia (1 employee), Sweden (3 employees), South Korea (66 employees) and Dubai (9 employees). The 168 excluded employees constituted 4.66% of our total number of 3,606 U.S. and non-U.S. employees as of December 31, 2025. 77 Table of Contents

  80. PAY VERSUS PERFORMANCE

    PAY VERSUS PERFORMANCE Under rules adopted pursuant to the Dodd-Frank Act, we are required to disclose certain information about the relationship between the compensation actually paid to our named executive officers and certain measures of company performance. The material that follows is provided in compliance with these rules however additional information regarding our compensation philosophy, the structure of our performance-based compensation programs, and compensation decisions made this year is described above in our "Compensation Discussion and Analysis". The following table provides information regarding compensation actually paid to our principal executive officer, or PEO, and other NEOs for each year from 2021 to 2025, compared to our total shareholder return (“TSR”) from December 31, 2020 through the end of each such year, and our net income and Adjusted EBITDA for each such year.

  81. PAY VERSUS PERFORMANCE

    | | | | | | | | Value of Initial Fixed $100 Investment Based On: | | | | | | Summary | | Summary | | Average Summary | Average | | Peer Group | Net Income ($ millions) | | | | Compensation | Compensation | Compensation | Compensation | Compensation | Compensation | Total | Total | | | | Fiscal | Table Total | Actually Paid | Table Total | Actually Paid | Table Total | Actually Paid | Shareholder | Shareholder | | Adjusted | | Year | for PEO (Clarken) | to PEO (Clarken) | for PEO (Komasinski) | to PEO (Komasinski) | for non-PEO NEOs | to non-PEO NEOs | Return | Return | | EBITDA ($ millions) | | (a) | (b) | (c) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | | 2025 | $440,044 | $(10,871,266) | $12,477,560 | $7,894,728 | $4,670,402 | $(1,486,790) | $100.49 | $120.18 | $149 | $407 | | 2024 | $10,655,670 | $22,606,625 | N/A | N/A | $4,299,117 | $8,199,560 | $192.88 | $103.66 | $115 | $390 | | 2023 | $9,213,663 | $8,037,540 | N/A | N/A | $3,482,977 | $2,911,501 | $123.45 | $80.02 | $55 | $302 | | 2022 | $7,063,702 | $109,157 | N/A | N/A | $2,573,107 | $(84,334) | $127.06 | $49.66 | $11 | $267 | | 2021 | $9,573,644 | $17,678,710 | N/A | N/A | $1,879,611 | $5,097,357 | $189.52 | $94.84 | $138 | $323 |

  82. PAY VERSUS PERFORMANCE

    (a) Megan Clarken was our PEO from November 25, 2019 through February 15, 2025. Michael Komasinski has been our PEO since February 15, 2025. (b) Represents the total compensation paid to our PEO in each listed year, as shown in our Summary Compensation Table for such listed year. (c) Compensation actually paid does not mean that our PEO was actually paid those amounts in the listed year, but this is a dollar amount derived from the starting point of summary compensation table total compensation under the methodology prescribed under the relevant rules as shown in the adjustment tables below.

  83. PAY VERSUS PERFORMANCE

    | PEO (Clarken) | | | Prior FYE | 12/31/2024 | | Current FYE | 12/31/2025 | | Fiscal Year | 2025 | | Summary Compensation Table Totals | $440,044 | | − Change in Pension Value and Above Market Non-Qualified Deferred Compensation | $— | | − Grant Date Fair Value of Option Awards and Stock Awards Granted in Fiscal Year | $— | | + Fair Value at Fiscal Year-End of Outstanding and Unvested Option Awards and Stock Awards Granted in Fiscal Year | $— |

  84. PAY VERSUS PERFORMANCE

    78 Table of Contents

  85. PAY VERSUS PERFORMANCE

    | + Change in Fair Value of Outstanding and Unvested Option Awards and Stock Awards Granted in Prior Fiscal Years | $(10,389,364) | | + Fair Value at Vesting of Option Awards and Stock Awards Granted in Fiscal Year That Vested During Fiscal Year | $— | | + Change in Fair Value as of Vesting Date of Option Awards and Stock Awards Granted in Prior Fiscal Years For Which Applicable Vesting Conditions Were Satisfied During Fiscal Year | $(921,946) | | − Fair Value as of Prior Fiscal Year-End of Option Awards and Stock Awards Granted in Prior Fiscal Years That Failed to Meet Applicable Vesting Conditions During Fiscal Year | $— | | ‘+ Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total Compensation | $— | | Compensation Actually Paid | $(10,871,266) |

  86. PAY VERSUS PERFORMANCE

    | PEO (Komasinski) | | | Prior FYE | 12/31/2024 | | Current FYE | 12/31/2025 | | Fiscal Year | 2025 | | Summary Compensation Table Totals | $12,477,560 | | − Change in Pension Value and Above Market Non-Qualified Deferred Compensation | $— | | − Grant Date Fair Value of Option Awards and Stock Awards Granted in Fiscal Year | $(10,043,994) | | + Fair Value at Fiscal Year-End of Outstanding and Unvested Option Awards and Stock Awards Granted in Fiscal Year | $5,461,162 | | + Change in Fair Value of Outstanding and Unvested Option Awards and Stock Awards Granted in Prior Fiscal Years | $— | | + Fair Value at Vesting of Option Awards and Stock Awards Granted in Fiscal Year That Vested During Fiscal Year | $— | | + Change in Fair Value as of Vesting Date of Option Awards and Stock Awards Granted in Prior Fiscal Years For Which Applicable Vesting Conditions Were Satisfied During Fiscal Year | $— | | − Fair Value as of Prior Fiscal Year-End of Option Awards and Stock Awards Granted in Prior Fiscal Years That Failed to Meet Applicable Vesting Conditions During Fiscal Year | $— | | ‘+ Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total Compensation | $— | | Compensation Actually Paid | $7,894,728 |

  87. PAY VERSUS PERFORMANCE

    *The assumptions used for determining the fair values shown in these tables are materially consistent with those used to determine the fair values disclosed as of the grant date of such awards. 79 Table of Contents (d) These amounts are the average of the total compensation paid to our NEOs other than our PEO in each listed year, as shown in our Summary Compensation Table for such listed year. The names of the non-PEO NEOs in each year are listed in the table below.

  88. PAY VERSUS PERFORMANCE

    | | Fiscal Year Position | | | | | | Officer Name | 2021 | 2022 | 2023 | 2024 | 2025 | | Sarah Glickman | NEO | NEO | NEO | NEO | NEO | | Ryan Damon | NEO | NEO | NEO | NEO | NEO | | Brian Gleason | N/A | N/A | N/A | NEO | NEO |

  89. PAY VERSUS PERFORMANCE

    (e) These amounts are the average of compensation actually paid for our NEOs other than our PEO in each listed year. Compensation actually paid does not mean that these NEOs were actually paid those amounts in the listed year, but this is a dollar amount derived from the starting point of Summary Compensation Table total compensation under the methodology prescribed under the SEC's rules as shown in the table below, with the indicated figures showing an average of such figure for all NEOs other than our PEO in each listed year.

  90. PAY VERSUS PERFORMANCE

    | Average NEO | | | Prior FYE | 12/31/2024 | | Current FYE | 12/31/2025 | | Fiscal Year | 2025 | | Summary Compensation Table Total | $4,670,402 | | − Change in Pension Value and Above Market Non-Qualified Deferred Compensation | $— | | − Grant Date Fair Value of Option Awards and Stock Awards Granted in Fiscal Year | $(3,944,264) | | + Fair Value at Fiscal Year-End of Outstanding and Unvested Option Awards and Stock Awards Granted in Fiscal Year | $1,482,090 | | + Change in Fair Value of Outstanding and Unvested Option Awards and Stock Awards Granted in Prior Fiscal Years | $(3,362,963) | | + Fair Value at Vesting of Option Awards and Stock Awards Granted in Fiscal Year That Vested During Fiscal Year | $— | | + Change in Fair Value as of Vesting Date of Option Awards and Stock Awards Granted in Prior Fiscal Years For Which Applicable Vesting Conditions Were Satisfied During Fiscal Year | $(332,056) | | − Fair Value as of Prior Fiscal Year-End of Option Awards and Stock Awards Granted in Prior Fiscal Years That Failed to Meet Applicable Vesting Conditions During Fiscal Year | $— | | ‘+ Value of Dividends or other Earnings Paid on Stock or Option Awards not Otherwise Reflected in Fair Value or Total Compensation | $— | | Compensation Actually Paid | $(1,486,790) |

  91. PAY VERSUS PERFORMANCE

    *Note that the fair value assumptions shown with respect to footnote (c) apply to the figures in this table as well. (f) Total shareholder return is calculated by assuming that a $100 investment was made on the day prior to the first fiscal year reported below and reinvesting all dividends until the last day of each reported fiscal year. (g) The peer group used is the Nasdaq Internet Index, as used in the Company's performance graph in our annual report. Total shareholder return is calculated by assuming that a $100 investment was made on the day prior to the first fiscal year reported below and reinvesting all dividends until the last day of each reported fiscal year. 80 Table of Contents (h) The dollar amounts reported are the Company's net income reflected in the Company’s audited financial statements. (i) In the Company's assessment Adjusted EBITDA is the financial performance measure that is the most important financial performance measure (other than total shareholder return and net income) used by the company in 2025 to link compensation actually paid to performance. Adjusted EBITDA can be determined from net income by adding back financial income (expense), income taxes, depreciation and amortization, and adjusting to eliminate the impact of equity awards compensation expense, pension service costs, certain restructuring, integration and transformation costs, certain acquisition costs and a loss contingency related to a regulatory matter. Description of Relationships Between Compensation Actually Paid and Performance We believe the Company’s pay-for-performance philosophy is well reflected in the table above because the Compensation Actually Paid tracks well to the performance measures disclosed in such tables. The graphs below describe, in a manner compliant with the relevant rules, the relationship between Compensation Actually Paid and the individual performance measure shown. 81 Table of Contents 82 Table of Contents Tabular List of Financial Performance Measures As described in greater detail in “Compensation Discussion and Analysis,” the objectives of our executive compensation program are to ensure that we are able to attract and retain highly skilled executives and to provide a compensation program that incentivizes management to optimize business performance, deploy capital productively, and increase long-term shareholder value. The most important financial performance measures used by the Board of Directors for the most recently completed fiscal year to link compensation actually paid to our named executive officers to the Company’s performance are as follows (unranked):

  92. PAY VERSUS PERFORMANCE

    | Most Important Financial Performance Measures | | Contribution ex-TAC | | Adjusted EBITDA | | Retail Media Contribution ex-TAC |

  93. PAY VERSUS PERFORMANCE

    83 Table of Contents