SPLK Splunk Inc

© 2022 SPLUNK INC. Robust Board Oversight of ESG Our Board works closely with management to oversee ESG as we leverage our technology, expertise and talent to advance lasting solutions to important issues Climate Resilience and Innovation • Governance and strategy • Risks and opportunities • TCFD disclosures and metrics • Scenario planning and targets ESG Business Integration • Governance and standards • Risk, audit and compliance • Reporting and metrics Global Impact Strategy • Social impact • Ethical and inclusive growth • Data responsibility • Environmental sustainability For more information, please refer to our 2021 Global Impact Report, pages 10-11. ESG High-Level Objectives Proposal 1: Election of Class I Directors Governance & Sustainability Committee • General oversight of ESG activities, programs and public disclosure • Factors in any feedback received from stockholders Audit Committee • Oversight of enterprise risk management framework • Oversight of disclosure of ESG metrics and key performance indicators Talent & Compensation Committee • Oversight of human capital management • Includes talent acquisition, talent management and development, employee engagement, and DEI Cybersecurity & Data Responsibility Committee • Oversight of cybersecurity and data responsibility objectives, strategies, capabilities, initiatives, risks and mitigation protocols Board Oversight 8

© 2022 SPLUNK INC. Performance-Based Pay Aligned with Strategy In line with our pay-for-performance philosophy, the majority of our NEOs’ FY22 compensation, other than our interim CEO’s1, was performance-based and in the form of long-term equity Proposal 3: Advisory Vote to Approve Executive Compensation 9 Element Objective FY22 Design Features Base Salary Recognize ongoing performance of job responsibilities • Reviewed on an annual basis • Salaries determined after considering several factors, including compensation data from our peer group Annual Cash Bonus Align compensation with rigorous performance goals • Earned solely based on achievement against corporate financial performance • Based on ARR growth achievement aligned with increasing stockholder value and our growth strategy Long-Term Equity Compensation3 Emphasize long-term performance objectives Align NEO and stockholder interests Motivate and retain key executives through performance and time- based vesting periods Performance-based RSUs (“PSUs”) (60%) • Based on ARR (60%) and operating cash flow (40%) achievement • One-year performance period, given the Company’s rapid growth and ongoing business model transition (see slide 13 for information on go-forward change to three-year performance period and elimination of overlapping metrics with annual cash bonus plan) • Additional portion of the PSUs eligible to vest quarterly beginning June 2023 if stock price hurdles are achieved • Earned portions time vest over three years (1/3 vesting after approximately one year; 2/3 quarterly over remaining two years) Time-based RSUs (40%) • Based on continued service through vesting date • Time vests over three years (1/3 vesting after approximately one year; 2/3 quarterly over remaining two years) 1 Per the offer letter between the Company and Graham Smith, the interim CEO compensation did not include annual cash bonus or long-term compensation components, and his salary of $12,000,000 was on an annualized basis. 2 Excludes sign-on bonuses awarded to new hire NEOs and interim CEO compensation. 3 Ms. Carlson received 69% of her long-term equity compensation in RSUs, a portion of which had a 4-year vesting schedule. FY22 Normal Course NEO Compensation Program2

© 2022 SPLUNK INC. Thoughtfully Designed Interim CEO Compensation Interim CEO compensation was structured to be simple and less than the median CEO total direct compensation for CEOs in our compensation peer group Proposal 3: Advisory Vote to Approve Executive Compensation 1 Per the offer letter between the Company and Graham Smith, the interim CEO compensation was awarded on an annualized basis (i.e., salary of $1,000,000 per month of service). 2 Mr. Smith’s annual total compensation, as reported in the Summary Compensation Table, was $3,010,388, which includes director fees paid to Mr. Smith in FY22 and the aggregate grant date fair value of RSUs granted to Mr. Smith in FY22, in both cases for his service as a member of our Board. • Structured as cash given the temporary and transitional nature of Mr. Smith’s role as interim CEO, and his existing meaningful equity stake in Splunk • As interim CEO, Mr. Smith was not eligible for an annual cash bonus opportunity or equity awards, considering that more than three-quarters of the one-year performance periods within our FY22 annual and long-term performance-based incentive programs had elapsed at time of appointment • Equity awards previously granted to Mr. Smith in connection with his services as a member of our Board continued to vest, and he did not receive any other compensation for his services as a member of our Board during his term as interim CEO 10 Interim CEO Compensation1 Program Base Salary $12,000,000 annually Cash Bonus Not eligible Long-Term Equity Compensation Not eligible Graham Smith’s prorated salary for serving as our interim CEO in FY22 was ~$2.6 million(2)

© 2022 SPLUNK INC. FY22 Incentive Pay Outcomes Aligned with Long Term Value Creation Our FY22 Annual Cash Bonus and PSU Plan payouts reflect strong performance in our business, which will drive stockholder value over time Incentive Plan Results Payout Cash Bonus • ARR: Achieved $3.12B vs. $3.027B target – $3.12B in ARR represented a ~32% increase from FY21 ARR – Target ARR represented 28% YoY growth, demonstrating rigor • 167.72% of each eligible NEO’s target bonus opportunity Performance Share Units (PSUs) (60% of total LTI) • ARR (60%): Achieved $3.12B vs. $3.027B target • Operating Cash Flow (40%): Achieved $128.0M vs. $80M target – Compared to FY21 OCF of $(191M) • 167.97% of each eligible NEO’s target PSU award 1/3 of earned Corporate PSUs vested in March 2022. The remaining Corporate PSUs vest over remaining 2 years; up to 50% of earned corporate PSUs eligible to be earned based on aggressive stock price growth goals As discussed further on slide 13, beginning with FY23, we eliminated overlapping performance metrics in our annual bonus plan and PSU program Continued Strong ARR Growth Will Drive Stockholder Value Broad-Based Strong Performance Provides Building Blocks for Growth(1) Total Revenues Cash Flow Customers with ARR > $1 million $2.67 billion Up 20% year-over-year Operating Cash Flow of $128 million Free Cash Flow of $117 million(2) 675 Customers Up 32% year-over-year ($ in millions) – FYE January 31 50% 54% 41% 32% Proposal 3: Advisory Vote to Approve Executive Compensation 11 1 As of FY22. 2 To supplement our consolidated financial statements, which are prepared and presented in accordance with GAAP, we provide investors with certain non-GAAP financial measures, including non- GAAP free cash flow. For a full reconciliation between GAAP and net cash used in operating activities and free cash flow, please see Appendix A.

© 2022 SPLUNK INC. We engaged extensively with stockholders to solicit feedback on our executive compensation practices, approach to equity compensation and other topics of importance to investors 2022 Stockholder Engagement We reached out to institutional stockholders representing 62% of shares outstanding Scope of Outreach Responsive Actions to Address Stockholders’ Feedback • Did not lower or otherwise adjust FY22 performance metrics • Committed that, in the future, would only lower performance metrics for in-flight incentives in extraordinary circumstances that could not have been foreseen • In the event of such a circumstance, committed to capping any related payout at its original target level • Provided extensive disclosure of context and rationale for 2022 Equity Incentive Plan • Continued to thoughtfully consider the cost of equity compensation to investors • Enhanced FY23 compensation program to better align with strategy and respond to stockholder feedback and 2021 Say-on-Pay vote (see next slide for details) Proposal 3: Advisory Vote to Approve Executive Compensation Lead Independent Director participated in calls with institutional stockholders representing 27% of shares outstanding We engaged with institutional stockholders that voted against 2021 Say-on-Pay representing 29% of shares outstanding We engaged with institutional stockholders representing 43% of shares outstanding 12

© 2022 SPLUNK INC. Recent Responsive Compensation Program Enhancements Proposal 3: Advisory Vote to Approve Executive Compensation Beginning with FY23, we are transitioning to longer performance periods for PSUs and eliminating overlapping performance metrics between our annual and PSU incentive programs Elimination of overlapping metrics in our annual executive bonus plan and our PSU program Transition to a three-year performance period for PSUs 13 • As a result of stockholder feedback and in line with best practices, we have eliminated overlapping metrics in our annual executive bonus plan and our PSU program • FY23 annual executive bonus plan metrics: annual recurring revenue and operating cash flow – to motivate and incentivize executives to drive top-line growth and operational discipline • FY23 PSU program: relative total stockholder return metric, measured relative to companies in the SPDR S&P Software & Services ETF – to reward executives for outperformance • Our business has matured and our financial results have become more predictable, enabling us to respond to stockholder feedback and transition to a PSU program with a three-year performance period • Relative total stockholder return (TSR) metric will be the sole metric to align financial incentives with long-term stockholder value • As we transition to this new structure, the FY23 PSUs include interim payout opportunities after the end of the first and second year of the three-year performance period to avoid a payout gap at the end of year one and year two • Comparator Group: Companies in the SPDR S&P Software & Services ETF, given its representation of our technology industry peers and the fact that it is challenging relative to other potential benchmark index companies • Challenging Performance Hurdles: The minimum, target and maximum relative TSR metrics for the FY23 program are the 25th, 55th and 75th percentile • Negative TSR Cap: Payouts under the FY23 PSUs are capped at the target level if the Company’s absolute total stockholder return is negative Key Design Features