Company: SFB
Filing Date: 2025-04-25
Form Type: DEF 14A
Source: 0001193125-25-094691
Chunk: 15

Company: STIFEL FINANCIAL CORP
Filing Date: 2025-04-25
Form: DEF 14A
Chunk 15
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 people. Our Board regularly reviews our human capital practices to ensure that compensation, benefits, working conditions and culture are aligned to foster every associate’s success and growth at Stifel. Fostering an ownership mindset in our people has been an essential part of our more than two decades of growth and success. Extending opportunities and ownership is one way the Company fosters a One Firmculture. We strive to enable each associate to think long-term, care about the Company like an owner, and grow individually.

| u |     | Development and Growth |

| u |     | By listening to our associates, including those who have joined us through acquisitions, Stifel integrates best practices and strengthens the Company. Many parts of our business have formal cross-training and continued education programs. |

| u |     | Our management development programs identify and prepare leaders at Stifel for wider responsibility. In 2024, we provided new resources to managers to reinforce their leadership and ability to develop their teams. |

| u |     | Succession Planning |

| u |     | The Board has established the Office of the President, consisting of our two Co-Presidents, and developed a succession plan. The Board discusses succession planning in its executive sessions. |

| u |     | In addition, many of our larger departments have developed management succession processes that identify employees with high potential and prepare them to lead our future. |

| u |     | Welcoming Environment |

| u |     | We are dedicated to cultivating a welcoming environment at Stifel. |

| u |     | In our related report, available on our website, we describe the broad range of actions taken and efforts underway throughout Stifel to improve ourselves as a place for every associate to work and as a resource to every part of the many communities we serve. |

| Proxy Statement for the 2025 Annual Meeting of Shareholders |     | 30 |

EXECUTIVE COMPENSATION DETERMINATIONS FOR 2024 The Committee seeks to utilize a balanced mix of compensation elements to achieve its goals, with total compensation for our executive officers heavily weighted towards “ At-Risk ” elements that reward performance, encourage retention, or both. By emphasizing At-Riskcompensation elements, particularly with respect to our CEO for 2024 , the Committee maintains close alignment of executive compensation to shareholder outcomes. We describe our Key Executive Compensation Program Elements in detail beginning on page 40.

| Realized                                                                                                                                                                                                  |     | At-Risk                                                                                                                                                                                                |
| “Realized” compensation is paid