Company: PRI
Filing Date: 2025-04-01
Form Type: DEF 14A
Source: 0000950170-25-048061
Chunk: 66

Company: Primerica, Inc.
Filing Date: 2025-04-01
Form: DEF 14A
Chunk 66
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 the interests of stockholders. The independent sales force awards are determined based on specific formulas that are intended to motivate performance, and factors include successful life insurance policy acquisitions and sales of investment and savings products. The following chart details all equity awards, including awards to the independent sales force, granted in fiscal 2024.

| Number of  Equity 
 Awards            |     | Type of Equity               
 Award                        |     | Recipient Group                   |
| 59,240            |     | Stock Payment Awards         |     | Independent Sales Representatives |
| 33,993            |     | RSUs                         |     | Management Employees (Other       
 Than Executive Officers)          |
| 23,844            |     | RSUs                         |     | Executive Officers                |
| 15,005            |     | PSUs                         |     | Executive Officers                |
| 6,840(1)          |     | RSUs (or Deferred            
 Stock Units in lieu thereof) |     | Board of Directors                |

(1) Excludes deferred stock units granted pursuant to dividend reinvestment.

| 68 |

| EXECUTIVE COMPENSATION |

Risks Related to Compensation Policies and Practices The independent compensation consultant performs an annual review of compensation. During fiscal 2024, the Compensation Committee discussed this review and assessed the Company’s compensation programs for all employees, including our executive officers. The Compensation Committee concluded that our compensation policies and practices do not create risks that are reasonably likely to have a material adverse effect on the Company. As part of its review, the Compensation Committee discussed with management the ways in which risk is effectively managed or mitigated as it relates to our compensation programs and policies. The following factors supported the Compensation Committee’s conclusion: • Oversight of programs (or components of programs) by independent committees of our Board, including the Compensation Committee; • Internal controls that are designed to keep our financial and operating results from being susceptible to manipulation by any employee, including our executive officers; • Discretion provided to our Board and the Compensation Committee to set targets, monitor performance and determine final payouts; • Oversight of Company activities by a broad-based group of functions within the organization, including Human Resources, Finance and Legal and at multiple levels within the organization (both corporate and business unit/region); • A mixture of programs that provide focus on both short- and long-term goals and that provide a mixture of cash and stock-based compensation; • Multiple measures in the short-term incentive plan, and multiple award types in the long-term incentive plan; • Incentive