Company: PRI
Filing Date: 2025-04-01
Form Type: DEF 14A
Source: 0000950170-25-048061
Chunk: 6

Company: Primerica, Inc.
Filing Date: 2025-04-01
Form: DEF 14A
Chunk 6
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 the increasing array of financial services needs of our clients. We intend to leverage the independent sales force to meet these client needs, which will drive long-term value for all of our stakeholders. Our Board of Directors (our or the “Board” or “Board of Directors”) oversees strategy, which has been organized across the following four primary areas: • Maximizing sales force growth, leadership and productivity; • Broadening and strengthening our protection product portfolio; • Becoming the middle-income market’s provider of choice for retirement and investment products; and • Developing powerful digital capabilities that deepen our relationships with clients and extend our reach in the market.

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| PROXY SUMMARY |

Looking forward to 2025 and beyond, we updated our corporate strategic plan to include the following growth pillars: • Understand and solve the financial challenges faced by current and prospective clients; • Enable leaders in the independent sales force to grow their teams and build new leaders, expanding our distribution capabilities across business lines; • Expand representative and client digital experiences to create connected conversations; • Deepen our talent pool to ensure our success, now and in the future; and • Proactively ensure the Company's image accurately reflects who we are. Corporate Governance Highlights See “Governance” beginning on page 12 for more information. Our Board of Directors currently consists of eleven members. We are pleased that our Board reflects the diversity of the independent sales representatives and the communities that we serve. Our Board members bring an array of backgrounds and expertise that benefit the middle-income market. The highlights of our corporate governance program are set forth below:

| •73% of the Board Members are Independent                                             
 •Independent Lead Director of the Board                                               
 •Separate Non-Executive Chairman of the Board and Chief Executive Officer Roles       
 •Independent Audit, Compensation and Corporate Governance Committees of the Board     
 •Regular Executive Sessions of Independent Directors                                  
 •Annual Board and Committee Self-Assessments                                          
 •Significant Number of Directors that Demonstrate Gender, Racial and Ethnic Diversity 
 •Limit on the Number of Boards on Which our Directors are Allowed to Serve            
 •Mandatory Retirement Age for Directors (unless waived by the Board)                  |     | •Proxy Access                                                                                                                           
 •Annual Election of Directors                                                                                                           
 •Regular Director Refreshment                                                                                                           
 •Majority Voting for Directors in Uncontested Elections                                                                                 
 •No Poison Pill in Effect                                                                                                               
 •Annual Stockholder Engagement to Discuss Corporate Governance, Executive Compensation and Environmental, Social and Governance Matters 
 •Multiple Avenues for Stockholders to Communicate