Company: LEN
Filing Date: 2025-02-28
Form Type: DEF 14A
Source: 0001193125-25-040938
Chunk: 2

Company: LENNAR CORP /NEW/
Filing Date: 2025-02-28
Form: DEF 14A
Chunk 2
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 their families; |

| • |     | Contributed $1,000 per home delivered in fiscal 2024, for a total of $80.2 million, to the Lennar Foundation, a foundation created in 1989 that is focused on helping people through medical research, education, jobs training, and support for vulnerable groups; and |

| • |     | Recognized again as a Great Place to Work® by the U.S. National Employee Engagement Study. |

For a more detailed discussion regarding ESG highlights, see “Corporate Governance—Sustainability at Lennar—Building a Sustainable Lennar” in this proxy statement. Human Capital Management. At Lennar, our people are at the heart of what we do. Every day, they collaborate with innovation and passion to move our strategy forward, directly contributing to our goal to become the nation’s best homebuilder. Our people are a reflection of our core pillars: integrity, quality and value—the “why” behind what we do and our commitment to our homebuyers. Our success starts and ends with having the best talent, and, as a result, we are not only focused on attracting strong, skilled and diverse associates, but also equally committed to developing, training and retaining them once they have joined us. We are committed to worker safety and regulatory compliance and, among other things, require that office associates with oversight of construction and associates who work in the field take additional safety courses. For a more detailed discussion regarding human capital management highlights, see ”Corporate Governance—Sustainability at Lennar—Building a Sustainable Lennar—Our Key ESG Priorities—Human Capital Management” in this proxy statement. Compensation Practices We employ a number of practices that reflect our pay-for-performancecompensation philosophy and related approach to executive compensation.

|                                                                                                                                                                                                                                                                                                                                                    |     | What we do |     |                                                                                                                                                                                                                                                                                                                                                                                                                                       |     | What we don’t do |
| •  Directly link pay of senior management to performance and stockholder returns   •  Maintain a compensation clawback policy   •  Maintain robust stock ownership guidelines for executive officers and our directors   •  Require a “double-trigger” for change in control severance benefits   •  Retain an independent compensation consultant |     |            |     | •  No hedging by executive officers   •  No excise tax “gross-up” payments, except with respect to required filings