Company: PHR
Filing Date: 2025-05-14
Form Type: DEF 14A
Source: 0001412408-25-000027
Chunk: 50

Company: Phreesia, Inc.
Filing Date: 2025-05-14
Form: DEF 14A
Chunk 50
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 20-day volume weighted average price per share (the "20-day VWAP") to determine relative TSR performance at the end of each performance period.

Total Direct Compensation – Our NEOs' target total direct compensation increased for the first time in three years, but the target total direct compensation value of our Chief Executive Officer was 15% below the median of the peer group data reviewed by the compensation committee.

Fiscal 2025 Executive Compensation Policies and Practices

Our executive compensation policies and practices reinforce our pay-for-performance philosophy and align with sound governance principles. Listed below are highlights of our fiscal 2025 compensation policies and practices.

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| What we do                                                                                                                                                                                        |     | What we do not do                                                                                             |
| ☑  Align executive compensation with performance                                                                                                                                                  |     | ☒  No tax gross-ups on severance or change in control benefits                                                |
| ☑  Use equity-based compensation to deliver a majority of the total compensation of our executive officers to further align their interests with those of our stockholders                        |     | ☒  No guaranteed bonuses or base salary increases                                                             |
| ☑  Grant PSUs that are based on 2.5 year and three-year TSR performance relative to substitute investments                                                                                        |     | ☒  No post-termination retirement, pension or deferred compensation benefits                                  |
| ☑  Use “at risk” compensation, in the form of cash bonus and PSUs to align our executive officers’ interests with the interests of our stockholders                                               |     | ☒   No strict benchmarking of compensation to a specific percentile                                           |
| ☑  Maintain a compensation committee consisting solely of independent directors with extensive relevant experience                                                                                |     | ☒   No hedging or pledging of securities by any employees or directors                                        |
| ☑  Conduct an annual review of our executive compensation strategy, competitiveness and peer group                                                                                                |     | ☒   No perquisites, health, or other benefits, other than those that are generally available to our employees |
| ☑  Retain an independent compensation consultant who reports directly to our compensation committee                                                                                               |     |                                                                                                               |
| ☑  Maintain stock ownership guidelines for our directors and executive officers                                                                                                                   |     |                                                                                                               |
| ☑