Company: TROW
Filing Date: 2025-03-26
Form Type: DEF 14A
Source: 0001104659-25-028002
Chunk: 28

Company: PRICE T ROWE GROUP INC
Filing Date: 2025-03-26
Form: DEF 14A
Chunk 28
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 Compensation was adjusted so that approximately 50% of it would be composed of cash compensation and 50% would be long-term equity compensation. The result is that 66% of the increase in Incentive Compensation was in the long-term equity portion for Mr. Sharps. The total compensation aligns with the Company's overall performance during 2024, with consideration given to Mr. Sharps' contributions to the achievement of longer-term financial and strategic results discussed below and under "How We Aligned CEO Incentive Compensation to Company Performance in 2024" on page 48. CEO COMPENSATION MIX 2024 VERSUS 2023 2024 Compensation Decisions for Other NEOs The annual compensation for Ms. Dardis and Messrs. Nelson and Veiel also increased in 2024, consistent with Company financial performance and relative investment performance during the year. Our AICP, in which the majority of our NEOs participate, is funded as a percentage of net operating income (adjusted). Our long-term variable awards granted to nearly all of the NEOs have a potential vesting period over five years, split equally between time-based RSUs, which are subject to

| 2025 Proxy Statement | 39 |

a three-year vesting schedule and performance-based RSUs, which are subject to a three-year performance goal followed by a two-year time-based vesting period, which, if achieved, would provide vesting in years four and five from the grant date. 2024 OTHER NEO COMPENSATION COMPOSITION Annual compensation for Mr. August includes a separate bonus opportunity and long-term variable compensation components due to his leadership of our OHA subsidiary and is determined separately from our other NEOs, as described further below. Executive Compensation Practices The Compensation Committee continues to implement and maintain practices in our compensation programs and related areas that reflect responsible corporate governance practices. These include:

| WHAT                                                                                                                                        
 WE DO                                                                                                                                       |     | WHAT                                                                                                       
 WE DON’T DO                                                                                                |
| a  Include                                                                                                                                  
 all independent directors on the Compensation Committee.                                                                                    
 a  Impose                                                                                                                                   
 stock ownership and retention requirements on our independent directors, executive officers, and other select members of senior management. 
 a  Emphasize                                                                                                                                
 variable compensation based on performance, including long-term equity incentive compensation.                                              
 a  Grant                                                                                                                                    
 50% of NEOs’ long-term equity award value as performance-based RSUs, with a three-year objective