Adyen Company Culture & Values

Describe how your ERGs are structured. What factors, such as steering committees and leadership support, play a role in upholding these groups?

Our ERGs are employee-founded and employee-led, which drives the success and impact of the program. It’s not a top-down mandate; they’re really an organic movement that’s key to our culture and our broader people strategy. From an infrastructure perspective, we have dedicated resources for our global ERG program, which is composed of 10 communities. Our DEI team supports the program, ensuring consistency across each region, providing training and supporting any necessary resources. To ensure they’re relevant and accessible, each region is enabled to develop local chapters based on local team member interest. We have significant buy-in from senior leadership across the company and we also have executive sponsors in many regions. They actively champion our ERGs, provide counsel and create that crucial link between our ERG programs, senior decision-makers and the business itself. ERG membership is open to all employees and we encourage allies to join and participate. We really want to make sure we’re enabling this source of connection and education for the entire team. 

How do the company’s ERGs ensure employees play a role in the decision-making process? What opportunities do team members have to share their opinions and ideas about initiatives and policies?

Adyen is a fairly flat organization and we really believe that everyone should have a say and that their voices should be heard. Our ERGs aren’t just social communities; they’re a vital space for employee perspectives and where feedback helps shape decisions across the business. Our ERG members are in ongoing conversations with our people team and leadership teams, meaning their opinions on new policies or initiatives actively shape how we move forward. They’re also a significant part of our annual culture and inclusion survey, which helps influence the company’s regional and global strategy – it also directly impacts the DEI strategy. We’re not just listening to feedback, we’re supporting our ERGs in making real, direct change in the business. Whether that’s thinking through employee benefits or professional development, we’re partnering with our ERGs to source feedback and partner on the decision-making process. Their voice is really central to every decision we make.

Share examples of some of the initiatives offered by one or more of your company’s ERGs. How do these opportunities enable employees to connect, learn and grow together?

Our ERG initiatives aren’t just about building community, they’re about empowering growth and creating impact within Adyen and beyond. To highlight just a few examples: Our Women at Adyen ERG launched a cross-functional mentorship program in Amsterdam, pairing employees with senior leaders from different departments to support career development and connection across teams. Our Black at Adyen ERG partnered with our learning and development team to strengthen internal growth programs and introduced an ongoing speaker series featuring Black professionals who share their experiences as leaders. We also consider impact beyond Adyen; in June, we partnered with several other Dutch companies to participate in the NYC Pride March, where we brought our values to life and celebrated the communities our colleagues are part of. Ultimately, our ERGs remind us that inclusion isn’t a separate initiative — it’s a shared commitment that shapes how we connect and collaborate and reinforces a culture that empowers everyone.