Qiagen N : 2025 Remuneration Report
QGEN
Published on 05/12/2026 at 03:04 am EDT
QIAGEN N.V.
Remuneration Report 2025
Remuneration Report
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Message from the Chair of the Compensation
& Human Resources Committee
2025 was a year of resilience and transition for QIAGEN. Against a challenging external backdrop, QIAGEN continued to advance its strategic priorities while preparing for an important leadership change. As a Committee, our focus has remained clear: to ensure that executive remuneration supports long-term value creation and reflects a disciplined pay-for-performance culture.
The planned CEO transition announced in November 2025 represents a natural inflection point. As we prepare to appoint new leadership in 2026, we are ensuring our Remuneration Policy continues to support attracting and retaining world-class talent while maintaining rigorous alignment with performance and shareholder interests.
Our approach is grounded in a simple principle: variable, at-risk pay should be the primary driver of remuneration and linked to outcomes that matter for shareholders and other stakeholders, and for the long-term success of QIAGEN.
This approach continues to be supported by our shareholders. At the 2025 Annual General Meeting, our Remuneration Report for 2024 received support from 87% of votes cast, while shareholders also strongly approved the updated Managing Board Remuneration Policy.
Based on that support, we have further sharpened our focus in remuneration for 2025:
Realized pay alignment: Vesting under the 2023-2025 Long-Term Incentive (LTI) plan was 75% of target. This demonstrates that our performance hurdles are demanding and that payouts calibrate directly with value creation.
Simplified incentives: We removed "Personal Goals" for the Managing Board members, and STI payouts were based solely on the achievement of Corporate Goals, which was 106% of target.
Performance-driven culture: LTIs remain the largest component of pay, representing well over 70% of remuneration for our Managing Board members. No awards vest if minimum thresholds for ambitious targets are not met over a three-year period.
We believe this framework is appropriate and balanced. It supports the attraction of Supervisory Board members where equity-based compensation is a standard element of remuneration, while helping ensure QIAGEN has the global expertise necessary for effective oversight.
As we look toward new leadership in 2026, and also based on shareholder feedback, we are proposing targeted refinements to our Managing Board Remuneration Policy at the AGM in June 2026:
Relative Total Shareholder Return (TSR): We intend to include relative TSR as a modifier for LTI grants to better link outcomes directly to our performance against industry peers.
Higher "at-risk remuneration" weighting: We are proposing higher maximum payout opportunities for both STI and LTI elements of Managing Board remuneration. By shifting a larger proportion of pay into performance-linked categories, this further reinforces a framework in which significant rewards depend on significant results.
leadership are based. We believe these refinements strike that balance by remaining simple, transparent and disciplined.
We will continue to engage with shareholders and other stakeholders as we further develop our remuneration policies and their implementation. Their perspectives remain an important input to our deliberations in shaping the framework and in its application.
On behalf of the Committee, I thank you for your continued feedback and support.
Yours sincerely,
Eva Pisa
Chair of the Compensation & Human Resources Committee April 2026
Managing Board Remuneration
This section of the Remuneration Report provides a summary of the Remuneration Policy of the Managing Board that was adopted by the AGM in June 2025 and an account of how it was implemented for the year. It also presents the details of the actual remuneration outcomes for our two Managing Board members for their performance during the year.
This Remuneration Report complies with the European Directive (EU) 2017/828 on Shareholder Engagement, SRD II, as implemented into Dutch law. It also complies with the Dutch Corporate Governance Code. For 2025, there were no deviations from decision-making in respect of the implementation of the remuneration policy and there were no deviations from the remuneration policy itself due to exceptional circumstances as referred to in article 2:135(a)(5) of the Dutch Civil Code. The 2025 Remuneration Policy is available on the QIAGEN website at https://www.qiagen.com.
The Remuneration Policy for the Managing Board supports the long-term development and strategy of QIAGEN in a highly dynamic environment while aiming to address the views of various stakeholders and maintaining an acceptable risk profile. It builds on remuneration principles and practices that have proven to be both fitting and effective for QIAGEN in recent years. The Supervisory Board ensures that the Remuneration Policy for the Managing Board and its implementation are linked to our objectives.
More than ever, the ambition for QIAGEN is to stay true to its mission of advancing the use of its products and solutions for molecular research and clinical testing. These help us achieve our vision of making improvements in life possible. QIAGEN is a global leader in providing a differentiated portfolio of products and services used across the continuum from research in Life Sciences to clinical healthcare using novel products and solutions that are used to unlock valuable insights from any biological sample. Founded in Germany in 1984, QIAGEN has grown by developing new solutions based on consumables kits,
related instruments and bioinformatics, to meet the diverse and rapidly changing needs of more than 500,000 customers worldwide.
QIAGEN's strategy is focused on innovation and sustainable value creation with an emphasis on increasing growth, efficiency, engagement and improving customer experience. To successfully develop and implement this strategy, we need to attract and retain highly trained employees at all levels, including the executive management level. U.S. practices have been taken into consideration to set competitive remuneration levels given that many of our leaders, customers, competitors and employees are based here.
QIAGEN strongly believes in competitive remuneration as a precondition to attracting intrinsically motivated top talent throughout all levels of the organization. Furthermore, we believe in a "pay-for-performance" culture that is based on creating a shared focus on setting ambitious operational and strategic targets that are not rewarded when they are not achieved, rewarded at target when fully achieved, and additionally rewarded when the targets are exceeded.
A system of Corporate Goals (comprised of Financial and Team Goals) and Personal performance goals applies to all members of our global workforce. The percentage weighted toward Corporate Goals and Personal Goals shift in favor of Corporate Goals as job levels rise. Likewise, the variable portion of total compensation linked to achievement of these ambitious annual goals rises with each job level, in line with greater responsibility and more significant impact on overall results.
At the executive level, QIAGEN believes that pay for performance should primarily focus on long-term value creation for shareholders and other stakeholders. Short-Term Incentives (STIs) are essential to highlight the operational targets that are a precondition to realizing our strategy.
At the highest level, in particular for our Managing Board members, only the Corporate Goals apply in terms of STI achievement, and in line with the Remuneration Policy approved by shareholders at the AGM in June 2025.
These are complemented by Long-Term Incentives (LTIs), which have the benefits of being achieved only if QIAGEN is successful in delivering on ambitious goals and also contributing to long-term retention. In view of these aspects, variable components represent the most significant element of total remuneration for our senior leadership, and are clearly aligned based on the use of a three year performance period with our aim for long-term value creation for our shareholders.
The remuneration principles are simple, transparent and provide internal consistency. It helps the Supervisory Board to maintain equitable internal pay ratios that support efficient talent recruitment and development and succession planning. The principles are ingrained in our culture, and have proven successful in attracting the global talent that QIAGEN needs to successfully develop and implement a sustainable growth strategy.
Remuneration Policy principles
Simple and transparent Remuneration schemes are clear and practical Compliant Remuneration conforms to high governance standards
Aligned Remuneration is true to our mission, vision and strategy, ensures internal pay consistency
Competitive Remuneration is competitive and benchmarked to relevant peers
Performance-driven Major portion of remuneration value is at risk
Long-term focus Share-based incentives focused on sustainable long-term value creation
The Remuneration Policy and overall remuneration levels offered to members of the Managing Board are benchmarked regularly against a selected group of reference companies to ensure overall competitiveness.
The benchmarking group consists of both European and U.S.-based companies. This is due to QIAGEN's international scope as a Dutch corporation with stock market listings on the New York Stock Exchange and the Frankfurt Stock Exchange, our strong commercial presence in the U.S. with over 45% of total
sales in this country and a large share of employees and senior leaders based in the U.S. as well.
Additionally, this group also reflects QIAGEN's significant U.S. shareholder base and the location of key competitors. It is designed to provide a balanced mix of companies, particularly in the Life Sciences and diagnostics industries. The median remuneration in the benchmarking group serves as a reference level for total remuneration.
The following 18 companies comprise the reference group for 2025. They have been selected based on their market capitalization, direct competition for talent, similar complexity, revenue, scope of international activities, presence in similar industries, and data transparency. To ensure a more balanced representation between US and European companies, as well to address the views of stakeholders, an additional European company was added to the peer group and a U.S. company was removed compared to the group for 2024.
The benchmarking group includes eight European and 10 U.S. companies, as listed in the table below, to provide the best comparison and reflect our global competitive position.
Europe
bioMerieux SA Evotec SE
Carl Zeiss Meditec AG Merck KGaA
Diasorin S.p.A. Sartorius AG
Eurofins Scientific SE Tecan Group AG
United States
Agilent Technologies, Inc. Exact Sciences Corporation
Avantor, Inc. Hologic, Inc.
Bio-Rad Laboratories, Inc. Illumina, Inc.
Bruker Corporation Revvity, Inc. Charles River Laboratories International, Inc. Waters Corporation
Disclaimer
Qiagen NV published this content on May 12, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on May 12, 2026 at 07:03 UTC.