DEF 14A of Ameriprise Financial Inc, Mar 21, 2025

DEF 14A of Ameriprise Financial Inc

Filed Mar 21, 2025 · FY20240001104659-25-026644

Open on EDGAR

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    | REPORT OF THE COMPENSATION AND BENEFITS COMMITTEE | 43 | | COMPENSATION DISCUSSION AND ANALYSIS | 44 | | Executive Summary | 44 | | Our Compensation Philosophy, Program and Approach | 45 | | Annual Incentive Award | 48 | | 2024 Financial Performance Assessment | 49 | | Business and Strategic Performance Assessment | 50 | | 2024 NEO Compensation and Performance Summary | 53 | | PSU Program | 60 | | Compensation Policies and Practices | 61 | | Supplemental Total Direct Compensation Table | 64 | | COMPENSATION TABLES | 65 | | Summary Compensation Table | 65 | | Grants of Plan-Based Awards in 2024 | 67 | | Outstanding Equity Awards at Fiscal Year-End 2024 | 68 | | Option Exercises and Stock Vested in 2024 | 70 | | Non-Qualified Deferred Compensation for 2024 | 71 | | Pension Benefits in 2024 | 72 | | Potential Payments Upon Termination or Change of Control for Named Executive Officers | 74 | | CEO Pay Ratio | 81 | | Pay Versus Performance | 82 | | CERTAIN TRANSACTIONS | 85 | | Related Person Transaction Review Policy | 85 | | Transactions | 85 | | INFORMATION ABOUT THE ANNUAL MEETING AND VOTING | 87 | | APPENDIX: GAAP to Non-GAAP Reconciliations | A-1 | | Source and Disclosure Information | A-4 |

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    | Forward-Looking Statements Certain of the statements included in this Proxy Statement constitute forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements are made based on our current expectations and beliefs concerning future developments and their potential effects upon the Company. Forward-looking statements are subject to risks and uncertainties, which could cause actual results to differ materially from such statements. Certain important factors that could cause actual results to differ, possibly materially, from expectations or estimates reflected in such forward-looking statements can be found in the “Risk Factors” and “Forward-Looking Statements” sections included in our Annual Report on Form 10-K for the year-ended December 31, 2024, and other filings with the U.S. Securities and Exchange Commission. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date on which they are made. Management undertakes no obligation to update publicly or revise any forward-looking statements. Website references and their hyperlinks have been provided for convenience only. The content on any referenced websites is not incorporated by reference into this Proxy Statement, nor does it constitute a part of this Proxy Statement. |

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    PROXY SUMMARY Delivered Record Financial Performance and Strong Business Results In 2024, Ameriprise further strengthened our track record of driving growth and generating shareholder value across market cycles. We delivered record financial and strong business results by remaining focused on helping our clients achieve their goals and executing our plans with excellence, positioning the company to excel in a dynamic market environment.

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    | Drove profitable growth with the strength and leverage within our diversified business | Generated significant free cash flow to reinvest in the business and deliver a differentiated capital return to shareholders | Demonstrated balance sheet strength; effective risk management; and enhanced operational efficiency and effectiveness | Benefited from our high-performing, client-focused culture and employee and advisor engagement |

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    Reflects adjusted operating results, excluding unlocking. This proxy statement contains certain non-GAAP financial measures that management believes best reflect the underlying performance of our operations. Reconciliations of non-GAAP measures to the most directly comparable GAAP measure are on page A-1. Growth percentages compare 2024 to 2023 results. No. 1 in Total Shareholder Return within the S&P 500 Financials Index Since Our Spin-off in 2005*

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    | Time Period | Ameriprise | S&P 500 Financials Index | S&P 500 Index | | 1 – Year | 42% | 31% | 25% | | 3 – Year | 85% | 31% | 29% | | 5 – Year | 250% | 73% | 97% | | Since Spin-off | 2,089% | 202% | 597% |

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    Source: Bloomberg * Ranking calculated based on members of the S&P 500 Financials Index as of September 30, 2005 that are still members as of December 31, 2024. Client Focused and Recognized as an Industry Leader Please refer to pages A-4 and A-5 for source and disclosure information to learn more about the recognition we have received, including information about the methodology behind certain rankings noted on pages 8 and 9, as well as throughout the proxy statement. High-Performing Culture of Caring for Employees, Advisors and our Communities Experienced and Engaged Board of Directors Our directors are highly qualified and hold a broad range of diverse skills, backgrounds, experience and perspectives that we believe are integral to an effective and well-functioning board. Detailed information about each director nominee’s qualifications, experience, skills and expertise along with select professional and community contributions can be found starting on page 13. Directors

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    | | | | | Ameriprise Board Committees | | | | | Name and Occupation | Director Since | Independent | Other Current Public Directorships | Audit and Risk | Compensation and Benefits | Nominating and Governance | Executive | | James M. Cracchiolo Chairman and Chief Executive Officer of Ameriprise Financial, Inc. | 2005 | | — | | | | C | | Robert F. Sharpe, Jr. Independent Presiding Director; Former President of Commercial Foods and Chief Administrative Officer of ConAgra Foods, Inc. | 2005 | | — | | M | M | M | | Dianne Neal Blixt Former Executive Vice President and Chief Financial Officer of Reynolds American Inc. | 2014 | | 2 | M1 | C | | M | | Amy DiGeso Former Executive Vice President, Global Human Resources of The Esteé Lauder Companies Inc. | 2014 | | — | | M | C | M | | Christopher J. Williams Chairman of Siebert Williams Shank & Co., LLC | 2016 | | 2 | C1 | | M | M | | Glynis A. Bryan Former Chief Financial Officer of Insight Enterprises, Inc. | 2025 | | 2 | M1 | | | | | Armando Pimentel, Jr. President and Chief Executive Officer of Florida Power & Light Company | 2022 | | — | M1 | M | | | | Brian T. Shea Former Vice Chairman and Chief Executive Officer, Investment Services of the Bank of New York Mellon | 2019 | | 2 | M1 | | M | | | W. Edward Walter III Senior Advisor at Energy Impact Partners | 2018 | | 2 | M1 | M | | | | C = Chair M = Member | | | | | | | |

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    (1) Audit Committee Financial Expert within the meaning of the Securities and Exchange Commission (SEC) rules. Board Composition * Based on self-identified characteristics. Focused on Sound Governance We employ sound corporate governance policies that include strong Board leadership, strategic deliberation, prudent oversight practices and transparency.

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    | Board Structure and Independence | | | | • Highly skilled Board that provides a range of diverse perspectives and insights • 7 of 8 director nominees are independent • Directors cannot be nominated for election after reaching the age of 75 | • Independent Presiding Director, elected annually by the independent directors • Regular Board executive sessions of independent directors without management present • Executive sessions at committee meetings led by independent committee chairs without management present | • Strategic succession planning resulting in regular Board and committee refreshment with a range of tenures • Overboarding restrictions limit the number of public company boards that a director who is a public company executive may serve on to two and other directors to four |

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    | Shareholder Rights | | | | • All directors are elected annually • Majority voting with director resignation policy in uncontested elections | • Proxy access right • No “poison pill” in effect | • No supermajority voting rights • Annual say on pay vote |

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    | Strong Governance Practices and Board Oversight | | | | • Annual long-range planning meeting with management focused on Company strategy • Annual Board and committee evaluation process • Director education on matters relevant to the Company, its business plan and risk profile • Robust risk management overseen by the Audit and Risk Committee • Focus on workplace culture, including “tone at the top,” values and talent | • Director access to experts and advisors, both internal and external • Board oversight of sustainability strategy and CSR reporting • Statement of Principles Governing Corporate Political Spending and annual report of corporate political spending available at ir.ameriprise.com • Clawback policies include recovery triggers for material misconduct in addition to financial restatements | • Strong succession planning for our Board, CEO and senior executives • Robust stock ownership guidelines for our directors (5x annual retainer) and executive management (10x base salary for CEO and 4x for other NEOs) • Directors, officers and management employees are prohibited from hedging against a decline in the value of our stock • Directors and executive officers are prohibited from pledging our stock |

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    | Shareholder Engagement | | | | • Maintain year-round dialogue with shareholders, which informs relevant Board actions • In 2024, met with shareholders representing approximately one-third of our shares to discuss governance, compensation and other matters | • Investor input taken into account in compensation design, sustainability disclosures, and political contribution reporting | • For additional information on our shareholder engagement program and certain actions the Company has taken based on shareholder feedback, see page 27 |

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    Our Successful Executive Compensation Strategy and Approach Is Balanced, Thoughtful and Aligned to Shareholder and Client Results

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    | Performance-Based Pay Structure Aligned to the Best Interests of Shareholders and Clients | | |

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    * Mr. Davies is excluded from the above chart. Since Mr. Davies is located in the U.K., the terms and composition of his compensation reflect the requirements of local regulations, including the UCITS V Remuneration Code (SYSC 19E) that came into effect in 2017 and the MIFIDPRU Remuneration Code (SYSC 19G) which came into effect in 2022, both of which fall under the Financial Conduct Authority. We have a thoughtful, disciplined approach to compensation that reflects our commitment to recognize and reward our executives’ experience and expertise in delivering outstanding and consistent results for our shareholders and clients. Our compensation structure is appropriately focused on variable compensation where the majority of our executives’ pay is delivered in long-term incentives, half of which are delivered in performance share units with payouts contingent upon 3-year adjusted return on equity, adjusted earnings per share and total shareholder return achievement.

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    | Our 2024 Annual Compensation Reflects | | | • Disciplined, quantitative and objective approach and framework • Majority of incentive pay is delivered in long-term incentives • Tenure, experience and consistency of Executive Leadership Team • Exemplary and essential leadership of Chairman and CEO • Consistently delivered strong results for our shareholders and clients | • Performance over the last five years has been exceptional when compared to peers • Inclusive culture of caring where our employees can thrive and deliver outstanding results for clients and shareholders • Ameriprise delivered record financial and strong metric results and superior total shareholder return |

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    Our shareholders have supported our compensation approach, recognizing the value in retaining and incenting our successful and long-tenured leadership team that has consistently delivered exceptional results for our shareholders and clients since our spin-off in 2005.

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    | Performance-Based Pay Structure Aligned to the Best Interests of Shareholders and Clients | | | • Ongoing shareholder engagement is a priority for our Board. • In 2024, we reached out to our largest shareholders representing approximately one-half of our shares and met with shareholders representing approximately one-third of our shares to discuss governance, compensation and other matters. | • Shareholders expressed support of our Company’s overall approach for our executive compensation program. • Our 2024 say on pay vote received positive support from shareholders representing approximately 89% of the shares voted. See the Compensation and Discussion Analysis starting on page 44. |

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    CORPORATE GOVERNANCE This section highlights our corporate governance program and our Board of Directors. We provide details about these and other corporate governance policies and practices in other sections of the proxy statement and on our website on the Corporate Governance page at ir.ameriprise.com. Information on the Company’s website is not part of or incorporated by reference into this proxy statement. Item 1 — Election of the Eight Director Nominees Named Below

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    | | The Board of Directors recommends a vote “FOR” the election of each of the eight director nominees. Proxies will be voted “FOR” each director nominee unless otherwise specified. |

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    The Board believes a well-qualified and diverse mix of directors best positions the Board to effectively govern and achieve strong results. Our directors have a wealth of leadership experience derived from extensive service guiding large, complex organizations, and possess extensive and complementary qualifications, attributes and skills applicable to our business and long-term strategy. We currently have nine directors on our Board. Armando Pimentel, Jr., who has served as a director since 2022, is not standing for re-election as a director upon the conclusion of his term at the Annual Meeting. The Board has set the size of the board at eight as of the time of the Annual Meeting, and eight nominees have been recommended by the Nominating and Governance Committee and nominated by the Board. The Board believes that the mix of qualifications and the breadth of experience, attributes and skills among the nominees enhances our Board’s effectiveness and is aligned with the Company’s long-term strategy. The Board believes that each of the nominees is qualified to serve as a director of Ameriprise and the Board as a whole possesses the qualities and skills described in the section of the proxy statement captioned “Director Experience and Qualifications,” beginning on page 18. All nominees have indicated they will serve if elected. We do not anticipate that any nominee will be unable or unwilling to stand for election, but if that happens, your proxy may be voted for another person nominated by the Board or the Board may reduce the number of directors to be elected. If elected at the Annual Meeting, the nominees will hold office until the 2026 Annual Meeting of shareholders and until their successors have been elected and qualified. Nominees for Director

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    | Director since: 2005 Age: 66 Committees: • Executive (Chair) Other Current Public Directorships: • None | James M. Cracchiolo Chairman and Chief Executive Officer Career Highlights • Chairman and Chief Executive Officer of Ameriprise Financial since 2005, when the company, American Express Financial Advisors, completed its spin-off from the American Express Company • Group president, American Express Global Financial Services (2000-2005) and held the following additional roles: CEO, president and chairman of American Express Financial Corporation; and chairman of American Express Bank Ltd. • President and CEO of Travel Related Services International (1998-2000) • President of Global Network Services (1997-1998) • Senior vice president of Travel Related Services Quality, Global Reengineering (1993-1997) • Executive vice president and chief financial officer of Shearson Lehman Brothers (then a unit of American Express) (1990-1993) | | | | | Relevant Skills and Qualifications • Global businesses with large scale operations • Financial services industry experience • Public company executive leadership • Long-term strategic planning • Executional and risk management expertise • Large scale acquisitions | Other Experience • Member, Business Roundtable • Former advisory board member, March of Dimes • Former director, American Council of Life Insurers • Former director, Financial Services Roundtable | Education • Master of Business Administration, New York University • Bachelor of Arts, Accounting and Economics, New York University • Financial Industry Regulatory Authority certifications (inactive) • Certified Public Accountant designation in New York State (inactive) |

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    | Director since: 2005 Age: 73 Committees: • Compensation and Benefits • Executive • Nominating and Governance Other Current Public Directorships: • None | Robert F. Sharpe, Jr. Independent Presiding Director Career Highlights • Served as a senior advisor (2009-2010) and served in a variety of senior positions, including president of commercial foods (2005-2008) and chief administrative officer (2008-2009) of ConAgra Foods, Inc. • Partner at the Brunswick Group LLC, an international financial public relations firm (2002-2005) • Senior vice president — public affairs, secretary and general counsel for PepsiCo, Inc. (1998-2002) • Previously senior vice president and general counsel for RJR Nabisco, Inc. | | | | | Relevant Skills and Qualifications • Former general counsel of Fortune 500 company • Financial, legal, regulatory and operational issues facing public companies • Executive compensation programs • Communications with our institutional shareholders • Risk management, financial reporting and disclosure • Corporate governance | Other Experience • Director, New Frontier Foods, Inc., a private corporation • Former director, Swedish Match AB (2011 – 2015) | Education • Juris Doctor, Wake Forest University • Bachelor of Science, Purdue University • Bachelor of Arts, DePauw University |

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    | Director since: 2014 Age: 65 Committees: • Audit and Risk • Compensation and Benefits (Chair) • Executive Other Current Public Directorships: • Scandinavian Tobacco Group (2016-present) • Triad Business Bank (2020-present) | Dianne Neal Blixt Career Highlights • Executive vice president and chief financial officer of Reynolds American Inc. (2004-2007) • Executive vice president and chief financial officer of R.J. Reynolds Tobacco Holdings, Inc. (2003-2004) • Served in various roles of increasing responsibility with Reynolds American Inc. and its subsidiaries beginning in 1988 | | | | | Relevant Skills and Qualifications • Public company financial operations and controls • Merger and acquisition activity • Expense management • Regulatory relations • Communications to investors | Other Experience • Board member for Winston-Salem Police Foundation • Trustee, Reynolda House Museum of American Art • Former director, Lorillard, Inc. (2011-2015) • Former director and former Chair, National Sports Media Association • Former director, LandAmerica Financial Group, Inc. | • Former director, Metavante Technologies, Inc. • Former director, Southern Community Bank and Trust Education • Master of Business Administration and Bachelor of Science, University of North Carolina at Greensboro |

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    | Director since: 2014 Age: 72 Committees: • Executive • Nominating and Governance (Chair) • Compensation and Benefits Other Current Public Directorships: • None | Amy DiGeso Career Highlights • Served as executive vice president, senior advisor (2013-2014), executive vice president, global human resources (2005-2013) and executive director of human resources at The Estée Lauder Companies, Inc. • Previously Managing Partner, Human Capital, responsible for global human resources at PricewaterhouseCoopers • Former president, Popular Club, Inc. a direct marketing and sales subsidiary of Macy’s Inc. • Former chief executive officer, Mary Kay Inc. | | | | | Relevant Skills and Qualifications • Extensive experience leading large scale direct selling businesses • Strategic and operational planning in the consumer products and financial services industries • Developed, implemented and led: • complex human capital strategies for multinational companies • succession planning, talent recruitment and development • executive compensation programs • executive leadership experience | Other Experience • Previously held positions at Bankers Trust Company, the American Express Company and Olivetti Corporation of America | Education • Master of Business Administration, Global Management, Fordham University • Bachelor of Science, Pennsylvania State University • Pennsylvania State University Alumni Fellow, highest recognition by the university |

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    | Director since: 2016 Age: 67 Committees: • Audit and Risk (Chair) • Executive • Nominating and Governance Other Current Public Directorships: • The Clorox Company (2015-present) • Union Pacific Corporation (2019-present) | Christopher J. Williams Career Highlights • Chairman of Siebert Williams Shank & Co., LLC, an investment banking and financial services company (2019-present) • Previously served as chairman and chief executive officer of The Williams Capital Group, L.P. and Williams Capital Management, LLC, an investment banking and financial services firm, from the company’s formation in 1994 until it merged with Siebert Cisneros Shank to form Siebert Williams Shank & Co. in November 2019 • Previously managed the derivatives and structured finance division of Jefferies & Company • Held several roles at Lehman Brothers, including managing groups in the corporate debt capital markets and derivatives structuring and trading | | | | | Relevant Skills and Qualifications • Extensive experience in investment banking and finance • Perspective as board chair and chief executive officer • Public and private company governance • Business planning, finance, and long-term strategy | Other Experience • Director, Cox Enterprises, a private company • Former director, Caesar’s Entertainment Corporation (2008-2019) • Former director, Wal-Mart Stores, Inc. (2004-2014) • Former chair, Tuck School of Business, Dartmouth College • Board member, Lincoln Center for the Performing Arts | Education • Master of Business Administration, Tuck School of Business, Dartmouth College • Bachelor of Architecture, Howard University |

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    | Director since: 2025 Age: 66 Committees: • Audit and Risk Other Current Public Directorships: • Pinnacle West Capital Corporation (2020-present) • Wesco International, Inc. (2023-present) | Glynis A. Bryan Career Highlights • Former chief financial officer of Insight Enterprises, Inc. (2007-2024) • Executive vice president and chief financial officer of Swift Transportation, Co. (2005-2007) • Chief financial officer at APL Logistics (2001-2005) • Former senior vice president and chief financial officer of Ryder Transportation Services, the largest business unit of Ryder System Inc. | | | | | Relevant Skills and Qualifications • Chief financial officer for large multinational companies • Public company financial operations and controls • Public company board experience • Business and strategic planning • Risk management and digital transformation expertise • Mergers and acquisitions | Other Experience • Board Member, Pentair plc (2013-2023) • Board Member, Boys and Girls Clubs of the Valley (2007-2024), served on audit and executive committees and as board chair (2020-2022) | Education • Master of Business Administration, Florida International University • Bachelor of Arts, Psychology, York University |

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    | Director since: 2019 Age: 64 Committees: • Audit and Risk • Nominating and Governance Other Current Public Company or Investment Company Directorships: • The RBB Fund, Inc. (a fund complex of 66 open-end investment co. portfolios) and The RBB Fund Trust (a fund complex of 10 open-end investment co. portfolios) (2018-present) • Barclays PLC (2024-present) | Brian T. Shea Career Highlights • Served as vice chairman and chief executive officer of investment services for BNY Mellon (2013-2017) • Held executive roles at Pershing, LLC, a BNY Mellon company, including chairman, CEO, and president and COO (1983-2014) | | | | | Relevant Skills and Qualifications • More than 30 years financial services industry experience • Mergers and acquisitions • Executive leadership of technology and cybersecurity • Global operations • Banking, brokerage and investment industries • Control functions and corporate governance | Other Experience • Board member, Catholic Charities of New York and Tomorrow’s Hope Foundation • Former director Fidelity National Information Services, Inc. (2018-2024) • Former director, WisdomTree Investments, Inc. (2018-2019) • Former board member, Depository Trust and Clearing Corporation, and the Insured Retirement Institute • Former board member Financial Industry Regulatory Authority (FINRA) and chair of FINRA National Adjudicatory Council | • Former chair of Membership Committee for Securities Industry and Financial Markets Authority and FINRA Membership Committee • Trustee emeritus, St. John’s University in New York Education • Master of Business Administration, Finance, Pace University • Bachelor of Science, Business Management, St. John’s University |

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    | Director since: 2018 Age: 69 Committees: • Audit and Risk • Compensation and Benefits Other Current Public Directorships: • Claros Mortgage Trust (2021-present) • CNS REIT (2022-present) | W. Edward Walter III Career Highlights • Serves as a senior advisor to Energy Impact Partners, a firm that invests in the energy transition (2023-present) • Previously served as global chief executive officer and member of global board of directors of Urban Land Institute (2018-2022) • Served as the Robert and Lauren Steers Chair in Real Estate at the Steers Center for Global Real Estate at Georgetown University’s McDonough School of Business (2014-2018) • Served as president and chief executive officer (2007-2016), executive vice president and chief financial officer (2003-2007), held various senior management positions, including chief operating officer (1996-2003) and served as a member of the board of directors (2007-2016) of Host Hotels & Resorts, Inc. • Former partner with Trammell Crow Residential Company and former president of Bailey Capital Corporation | | | | | Relevant Skills and Qualifications • Public company executive leadership as chief executive officer, chief financial officer and chief operating officer • Real estate and investment expertise • Leadership in the academic world • Board leadership experience | Other Experience • Member, Executive Committee, Steers Center for Global Real Estate • Director, Measurabl • Director, Placemakr • Former director, DC Policy Center • Former director Avalon Bay Communities, Inc. (2008-2024) • Former Member, Board of Visitors, Georgetown University Law Center • Former chair, Federal City Council | • Former chair, National Kidney Foundation • Former chair, National Association of Real Estate Investment Trusts Education • Juris Doctor, Georgetown University Law Center • Bachelor of Arts, Political Science, Colgate University |

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    Director Experience and Qualifications Our Board regularly reviews its composition and size to evaluate its overall effectiveness and alignment with our long-term strategy. The Board believes that directors should have a variety of qualifications, skills and backgrounds, which collectively help the Board effectively oversee our activities and operations to best serve the Company and our shareholders. The Nominating and Governance Committee and Board believe that, at a minimum, directors must have demonstrated significant accomplishment, management and leadership ability in their fields, as well as sound business judgment, integrity, financial literacy and a reputational focus. Consistent with the goal of ensuring a comprehensive mix of skills and expertise are represented on the Board, below we outline the general skills mix and expertise represented by our director nominees:

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    | Director Experience Highlights | | | | | Leadership and Strategy | Experience leading complex business operations and developing and executing strategic plans allows for effective oversight of the Company’s operations | Public Company | Public company governance and management experience provides insights to reputation, financial and risk management | | Human Capital Management | Experience managing a large and/or global workforce brings understanding to the oversight of one of our key resources | Risk Management | Skills in identifying, assessing and managing risks are important to effectively oversee risk management and understand the most significant risks facing the Company | | Finance | Possessing financial expertise and knowledge of the financial reporting and auditing processes aids in the oversight of reporting and internal controls | Consumer | Experience in understanding the needs and interests of consumers is relevant for evaluating new market opportunities | | Global | Business strategy, operations and substantive experience in international matters provides insights to our global operations | Industry Experience | Experience in the financial services industry supports effective oversight of our operations and strategies | | Technology / Cybersecurity | Understanding advancements in technology, cybersecurity and information systems/data management provides insight into opportunities and risks | Legal and Regulatory | Skills and experience with legal and regulatory requirements provides deep perspective on the highly regulated and complex legal frameworks applicable to our business |

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    The Nominating and Governance Committee and Board consider a number of factors when reviewing director candidates, including skills and expertise, work experience, including with global companies, and background, in seeking to develop a Board with a depth of broad and diverse experiences that help the Board effectively oversee our activities and operations to best serve the Company and our shareholders. The Board believes that maintaining and enhancing the Board’s diversity are important considerations when considering director candidates. Balanced Tenure Our directors have an average tenure of approximately nine years and a median tenure of approximately eight years. Our Board believes it is appropriate to maintain a balance of longer tenured members who bring valuable Company-specific knowledge with a historical perspective and newer members who bring fresh viewpoints and new ideas. Director Independence Under our Corporate Governance Guidelines and New York Stock Exchange rules, a director is not independent unless the Board affirmatively determines that he or she does not have a direct or indirect material relationship with the Company. In addition, the director must meet the bright-line test for independence set forth by the New York Stock Exchange rules. The Board has established categorical standards of director independence to assist it in making independence determinations, which are posted on our website on the Corporate Governance page at ir.ameriprise.com. The categorical standards generally classify as “not material”: relationships with our Company arising in the ordinary course of business; relationships with companies of which a director is a shareholder or partnerships of which a director is a partner; contributions made or pledged to charitable organizations with which a director has a relationship; certain familial relationships; and certain social and other relationships. In making independence recommendations, the Nominating and Governance Committee considered relationships and transactions between the director and the Company as described in annual directors’ questionnaires and in materials provided by management. In considering the independence of Mr. Pimentel, who is not standing for re-election, the Board considered that he was appointed in January 2023 as the President and CEO of Florida Power & Light Company (“FPL”), a subsidiary of NextEra Energy, Inc. (“NextEra”), and that we own or manage (including for our clients) debt securities of NextEra and its affiliates in the ordinary course of business, pursuant to transactions that in certain cases predated Mr. Pimentel’s appointment as CEO of FPL and his election to our Board. The amount of payments to and from both NextEra and FPL have been less than 2% of the consolidated gross revenues of NextEra and FPL, respectively, for each of the last three fiscal years. As the transactions arose in the ordinary course of business (and thus were clearly unrelated to Mr. Pimentel’s roles at FPL and the Company), do not involve a material amount of payments, and in certain cases predated Mr. Pimentel’s appointment as the CEO of FPL and his election to our Board, the Board concluded that the relationship does not impair Mr. Pimentel’s independence. Our Board has determined that each of our directors is independent, other than Mr. Cracchiolo, who currently serves as our Chairman and Chief Executive Officer. Independence of Committee Members Only independent directors serve on Audit and Risk, Compensation and Benefits, and Nominating and Governance Committees of the Board. Members of the Audit and Risk Committee also meet the independence standards of Rule 10A-3 of the Securities Exchange Act of 1934, as amended. Members of the Compensation and Benefits Committee are considered “non-employee directors” under Rule 16b-3 of the Securities Exchange Act of 1934, as amended, and meet the heightened standards for compensation committee independence under New York Stock Exchange rules. Director Age Limit Our Corporate Governance Guidelines provide that a person who has reached the age of 75 shall not be nominated for election at the next annual shareholders meeting. Policy on Outside Board Commitments Our Board expects each of our directors to be able to commit sufficient time and attention to Company matters and to use their judgement and consider all of their commitments when accepting additional directorships. Our Corporate Governance Guidelines require that directors advise the Chairman of the Board and the Chair of the Nominating and Governance Committee in advance of accepting an invitation to serve on another public company board. The Nominating and Governance Committee will review the directors’ ability to fulfill their responsibilities as a director. As a general matter, directors should not serve on more than four public company boards (including the Company) and a director who is a public company executive should not serve on more than two public company boards (including the Company). In addition, it is the Board’s policy that no member of the Board’s Audit and Risk Committee may serve on the audit committees of more than three public companies, including the Company’s Audit and Risk Committee. Our Chairman and CEO does not currently serve on any other public company boards, and none of our current directors serve on more than four public company boards (including our Board). Director Stock Ownership We believe that each director should have a substantial personal investment in the Company. A personal holding of Company shares or deferred share units (“DSUs”) having a market value of five times the amount of the current annual cash retainer upon attainment is recommended for each director. A decrease in the price of a share of our common stock after a director has attained the required ownership threshold will not negate the director’s satisfaction of this requirement. Directors are expected to attain this ownership threshold within five years of joining the Board. All directors who have been on the board for five years are in compliance with our ownership threshold. We disclose the dollar value of each outside director’s equity holdings as of March 3, 2025, on page 32. Board Leadership Structure The Board’s leadership structure is designed to promote Board effectiveness and to appropriately allocate authority and responsibility between the Board and management. The Nominating and Governance Committee and full Board review the Board leadership structure periodically. This review considers a variety of factors, including, among others, our governance practices, feedback received in connection with the Board evaluation, and the communication between the Board’s independent directors and management. The Board believes that the current structure to have Mr. Cracchiolo serve as both Chairman and CEO is in the best interest of the Company and its shareholders. Mr. Cracchiolo has led the Company to consistently generate strong results since our spin-off 20 years ago, and his knowledge and experience in the industry, and ability to promote discussion and collegiality among the Board, creates a productive relationship between the Board and management. The Board also believes that the combination of these roles allows for a clear and effective leadership to communicate the Company’s business and long-term strategy to shareholders, clients and others.

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    The Board maintains effective oversight through our strong independent board. Mr. Sharpe serves as the independent presiding director, and the Audit and Risk, Compensation and Benefits, and Nominating and Governance Committees are comprised solely of independent directors. The Board has adopted a number of procedures and policies designed to preserve the effectiveness of the independent directors and the transparency of Board operations. For example, each Board agenda includes an executive session of the independent directors, any director is free to suggest agenda items, to request additional time for an agenda topic, or to request information from management. The independent directors also have regular access to members of management other than the chief executive officer. The Board believes that the Company and its shareholders are best served by maintaining the flexibility to modify our leadership structure based on what is in the best interest of the Company at any given point in time, such as in the context of a succession planning process. The Board recognizes that the Company’s and Board’s circumstances may change in the future and that having a separate chairman and CEO is an option that the Board will consider carefully as circumstances change. Presiding Director The role of the Board’s presiding director is an important part of the Board’s leadership structure. Our independent presiding director has significant authority and responsibilities to provide for an effective and independent Board.

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    | Key Powers and Duties of Presiding Director Role | | • Presides over executive sessions of non-management and independent directors • Serves as principal liaison between the Board and the chairman and chief executive officer on sensitive issues • Provides feedback and counsel concerning the chairman’s interactions with the board • Interviews each independent director separately as part of the annual Board performance evaluation process • Presides at meetings of the Board of Directors in the event of the chairman’s unavailability • Serves as primary board contact for shareholder engagement |

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    Mr. Sharpe has served as our Presiding Director since 2013. Mr. Sharpe brings deep business and board leadership experience to his role as presiding director. He has served as chair of our Nominating and Governance Committee, and currently serves on our Compensation and Benefits, Nominating and Governance, and Executive Committees. Mr. Sharpe has developed strong and effective working relationships with his fellow directors and has demonstrated independent thinking and a deep understanding of our business. The Board believes that Mr. Sharpe’s experience and tenure as a director enables him to provide valuable perspectives on the Company’s business, risk management and governance. Board’s Role in Risk Oversight

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    | Board of Directors Enterprise risk management and our risk management program are critical to how we manage our business. The Board has oversight of the Company’s enterprise risk management policy and framework, which: (i) establishes a structure for effective enterprise risk management, including oversight and governance; (ii) delineates key constituent roles and responsibilities; and (iii) imposes a number of core risk management processes. The enterprise risk management policy is designed to manage risks that may impact the Company, including capital, credit, market, liquidity, operational, strategic, reputational, legal and compliance, and product. The Board and its committees receive risk reporting on a regular basis to support the key role that the Board plays in its oversight of risk. The enterprise risk management policy is supported by underlying risk policies at each Ameriprise business unit that provide further detail on the business unit’s risk governance, appetite and tolerance. Independent directors have access to individual members of management and other employees on a confidential basis. Directors are authorized to conduct independent investigations and to hire outside consultants or experts at our expense. Directors also have access to our records and files, and directors may contact other directors without informing our management of the purpose or even the fact of such contact. Audit and Risk Committee Our chief executive officer, chief financial officer, general counsel, chief risk officer and other members of senior management are responsible for identifying, assessing and managing our exposure to risk. Our Board is responsible for overseeing how management performs those functions. This oversight is directed primarily by the Audit and Risk Committee, whose membership includes six of our eight independent directors. As described in further detail in the Audit and Risk Committee section below, some aspect of risk management and oversight is discussed at virtually every Audit and Risk Committee meeting. As part of its ongoing responsibilities, the Audit and Risk Committee reviews and assesses the quality and clarity of the risk management information its members receive and, if necessary, makes recommendations to management for improving this reporting. In order to confirm that it is receiving candid and complete information, the Audit and Risk Committee holds regular separate executive sessions with members of executive management, our independent auditors, our general auditor and our chief risk officer. Management As a diversified financial services company, our business is subject to a number of risks and uncertainties. Management and our independent auditors provide reports to the Audit and Risk Committee and the Board as a whole on prevailing material risks and the actions we are taking to address and mitigate them. Management also reports to the Audit and Risk Committee and the Board on how we are enhancing our risk management processes and controls to respond to evolving market, business and regulatory conditions. The Audit and Risk Committee and the Board also receive regular reports regarding our regulatory examinations, some of which address risk management topics. Chairman and Chief Executive Officer Our chairman and chief executive officer is ultimately responsible for the effectiveness of the Company’s risk management processes and is an integral part of the related day-to-day activities. He attends Audit and Risk Committee meetings and the Company’s chief risk officer reports directly to the chief executive officer. As a result, he is in an informed position to both lead our enterprise risk management program and assist in the Board’s oversight of that program. |

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    Oversight of Incentive Compensation Risk In response to best practices and regulatory guidelines, the Audit and Risk Committee and the Compensation and Benefits Committee receive reports focused on risks related to our Company-wide incentive compensation plans. We discuss this subject in more detail in the Compensation Discussion and Analysis under the heading “Risk and Incentive Compensation” beginning on page 62. Oversight of Information and Cybersecurity The Board and the Audit and Risk Committee are central to the oversight of the Company’s cybersecurity risk management program operated by senior management. Our executive vice president and chief information officer, our chief information security officer, our chief risk officer, and other officers regularly review with our Board and the Audit and Risk Committee the cybersecurity risk management program as well as the following: the cyber threat landscape; the design, effectiveness and ongoing enhancement of our capabilities to identify, protect, detect, respond to and recover from cyber threats and events; and any incidents that merit discussion. The Audit and Risk Committee also reviews and receives reports on our identity theft prevention and privacy programs, including the following topics: emerging risks; identity theft threats, experience and trends; the effectiveness of existing controls and responses and planned enhancements to controls; and key areas of focus for the identity theft and privacy programs. Oversight of Human Capital Management To ensure our long-term success, we must continue to attract, retain, engage and develop a high-performing workforce. We continually invest in our human capital programs and capabilities to ensure a highly competitive employee value proposition. Our vision is to continue to foster an inclusive culture where everyone at Ameriprise can belong, grow and contribute to realize their potential and deliver value for our clients, community and shareholders. The Board has primary responsibility for CEO succession. In addition, the Board reviews our senior executive succession plans and broader talent development approach in support of our corporate strategy, and frequently discusses human capital topics at its meetings. The Board and the Compensation and Benefits Committee are regularly updated on topics impacting our workforce and dedicates time to reviewing and discussing our Company culture, talent development, retention and recruiting initiatives and engagement survey feedback. Oversight of Sustainability Matters Each committee of the Board has oversight responsibility of sustainability factors. This includes the Audit and Risk Committee’s role in overseeing enterprise risk management and cybersecurity matters, as well as the Compensation and Benefits Committee as it relates to the multiple elements of human capital management such as engagement, retention of high performers and our enterprise and executive compensation programs detailed in this proxy. In addition, the full Board reviews and provides oversight of the overall business and strategy of the Company and the related sustainability matters. With regard to Ameriprise corporate social responsibility reporting (“CSR”), the Nominating and Governance Committee engages with senior management to oversee the Company’s CSR strategy, reporting and other related disclosures. Oversight by the Nominating and Governance Committee ensures appropriate accountability on these topics. The Nominating and Governance Committee also oversees corporate political contributions and reviews a report from management on all material matters relating to corporate political spending. In addition, the Nominating and Governance Committee oversees the Company’s memberships in various trade associations. For more information on our corporate social responsibility strategy and sustainability efforts, please visit ameriprise.com/about/responsible-business.

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    | Board and Management Oversight of Corporate Social Responsibility Strategy and Reporting | | | Nominating and Governance Committee | • Shareholder engagement and communication • Review of corporate social responsibility-related reporting • Political contributions and trade associations | | Executive Leadership Team Corporate Social Responsibility Steering Committee | • Chaired by CEO • Sets overall strategic direction and reporting for Ameriprise; provides constructive challenge • Ensures compliance with regulatory requirements • Membership spans Finance, General Counsel’s Organization, Human Resources, Technology, Business Heads and Corporate Communications | | Corporate Social Responsibility Governance and Strategy Group | • Provides overall governance of priority sustainability reporting • Develops corporate social responsibility strategy • Chair leads development of Ameriprise Responsible Business information on ameriprise.com and related communications |

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    Board’s Role in Strategic Planning Ameriprise has a strategic Long-Range Plan that guides how we lead the Company to maximize long-term shareholder value creation, deliver competitively differentiated value to our clients, and attract and retain talent. Our Board of Directors plays an important role in our strategic planning process, and management and the Board hold joint detailed discussions on the Long-Range Plan at our annual long-range planning offsite meeting. Throughout the year, management and the Board also hold regular discussions on the Company’s performance, progress on the annual plan and remaining goals in the context of our Long-Range Plan. Committees of the Board Board and Committee Meetings During 2024, the Board of Directors met six times. All current director nominees attended all meetings of the Board and the Board committees on which they served during the year. At every committee meeting, committee members have the option to meet in executive session without management present. Committee chairs report to the full Board their committee’s activities and decisions. Board Committee Responsibilities

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    | Audit and Risk Committee | | | | | | Committee Highlights | 11 Meetings in 2024 | Members Christopher J. Williams (Chair) Dianne Neal Blixt Glynis A. Bryan* Armando Pimentel, Jr. Brian T. Shea W. Edward Walter III | Independence Each member of the committee is independent, meets heightened requirements for audit committee independence, and financially literate. | Audit Committee Financial Experts Each of Mses. Blixt and Bryan and Messrs. Pimentel, Shea, Walter and Williams meet the requirements as defined by SEC rules. |

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    | Role and Responsibilities The Audit and Risk Committee’s primary purposes are to: • monitor the integrity of the Company’s consolidated financial statements; • monitor the Company’s compliance with legal and regulatory requirements and our Global Code of Conduct; • oversee the Company’s enterprise-wide risk assessment and risk management processes, including the nature of our major risk exposures, the methods we employ to mitigate risk, and the design and effectiveness of our processes and controls to prevent and detect fraudulent activity; • monitor the Company’s risk related to cybersecurity and privacy programs; • evaluate and monitor the performance of the Company’s independent auditors; • appoint, evaluate and monitor the qualifications and independence of, and approve the compensation of, the independent auditors; • participate in the selection of new lead independent auditor engagement partner; • periodically evaluate whether there should be a regular rotation of the independent auditors; • review the appointment and replacement of the chief risk officer; • receive regular reports from the chief risk officer, including in executive sessions where the chief risk officer is the only officer present; • evaluate and monitor the performance of the Company’s internal audit function; • review the appointment and replacement of the general auditor, and annually review the performance and compensation of the general auditor; • receive regular reports from the general auditor, including in executive sessions where he is the only officer present; and • address specified finance and risk management matters. The Audit and Risk Committee may convene executive sessions with representatives of management, representatives of our independent auditors, the general auditor, or the chief risk officer. All of our directors have access to the Audit and Risk Committee’s meeting materials, including draft minutes, so they can remain informed about our risk oversight function. |

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    * Ms. Bryan joined the Audit and Risk Committee on March 1, 2025.

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    | Compensation and Benefits Committee | | | | | Committee Highlights | 7 Meetings in 2024 | Members Dianne Neal Blixt (Chair) Amy DiGeso Armando Pimentel, Jr. Robert F. Sharpe, Jr. W. Edward Walter III | Independence Each member of the committee is independent and meets the heightened independence requirements for compensation committee members. |

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    | Role and Responsibilities The Compensation and Benefits Committee’s primary purposes are to: • establish the philosophy and objectives that will govern our compensation and benefits programs; • determine compensation for the chief executive officer, after discussion with the independent directors without management present; • oversee and approve the compensation and benefits paid to our executive officers; • review the Company’s strategies and policies related to human capital management; • recommend for approval by the Board of Directors or the shareholders, incentive and equity-based compensation plans; • promote the clear and complete disclosure to shareholders of material information regarding the compensation and benefits of our highest paid executive officers; • confirm that appropriate chief executive officer and management succession plans are in place and regularly reviewed and discussed by the Board; • oversee incentive compensation plans throughout the Company, to the extent and in the manner set forth in relevant regulatory guidance or rules; • make recommendations to the Board on matters related to nonbinding advisory votes of shareholders to approve the compensation of the named executive officers; and • engage, together with senior management, with our institutional investors on all matters related to the foregoing responsibilities. In connection with its responsibilities, the Compensation and Benefits Committee has the authority to: • approve grants of equity-based and other incentive awards; • engage, oversee, compensate, evaluate and terminate a compensation consultant; • retain independent legal or other advisors; • request the support of one or more Company officers or employees to assist it in carrying out its duties; • determine the appropriate amount of funding to be provided by the Company to compensate any compensation consultant or other advisor engaged by the committee, and to cover any administrative expenses that arise as the committee carries out its duties; • delegate its authority to one or more subcommittees, including to the committee chair, who may (so long as consistent with certain federal securities requirements) act on behalf of the committee during the intervals between meetings; and • delegate its authority to one or more officers or employees to the extent permitted by applicable law, the rules of the New York Stock Exchange, or applicable governing compensation plan documents. The Compensation and Benefits Committee has delegated certain administrative authority to our chief human resources officer to promote the efficient and timely administration of our compensation and benefits plans. Compensation Committee Interlocks and Insider Participation No member of the Compensation and Benefits Committee is a former or current officer or employee of the Company or any of its subsidiaries or is an executive officer of another company where an executive officer of Ameriprise Financial is a director. |

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    | Nominating and Governance Committee | | | | | Committee Highlights | 2 Meetings in 2024 | Members Amy DiGeso (Chair) Robert F. Sharpe, Jr. Brian T. Shea Christopher J. Williams | Independence Each member of the committee is independent. |

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    | Role and Responsibilities The Nominating and Governance Committee’s purpose is to: • assume a leadership role in shaping the Company’s corporate governance; • promote the effective functioning of the Board and its committees, including through oversight of the Board and committee evaluation process; • advance the best interests of the Company and its shareholders through the implementation, oversight and disclosure of sound corporate governance guidelines and practices; • consider and recommend candidates for election or appointment to the Board, including evaluating candidates submitted by shareholders; • periodically review the compensation of outside directors and recommend changes to the Board for approval; • promote the clear and complete disclosure to shareholders of material information regarding the compensation and benefits of the Company’s outside directors; • oversee the Company’s corporate social responsibility reporting and strategy; and • oversee corporate political spending and trade association memberships. A Statement of Principles Governing Corporate Political Spending, approved by the Board based on the committee’s recommendation, along with the Company’s annual corporate political spending report, is posted on the Corporate Governance page of our website at ir.ameriprise.com. The Statement of Principles Governing Corporate Political Spending was last amended and restated in March 2020 to enhance Board and management oversight of the Company’s trade association memberships and our dues payments to those trade associations. |

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    | Executive Committee | | | | | Committee Highlights | The Committee meets as needed No meetings were held in 2024 | Members James M. Cracchiolo (Chair) Dianne Neal Blixt Amy DiGeso Robert F. Sharpe, Jr. Christopher J. Williams | Independence Each of Ms. Blixt, Ms. DiGeso, Mr. Sharpe, and Mr. Williams are independent. |

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    | Role and Responsibilities The Executive Committee’s purpose is to: • allow the timely and efficient exercise of the Board’s authority in the intervals between regularly scheduled meetings of the Board, subject to certain limitations; • meet only as required, upon the call of its chairman; and • is not required to meet a minimum number of times each year. The Chairman of the Board serves as the committee chairman and the presiding director and current chairs of the Audit and Risk, Compensation and Benefits, and Nominating and Governance Committees serve as members. |

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    Year-Round Review of Board Composition and Succession The Nominating and Governance Committee engages in a year-round process to identify and evaluate new director candidates in conjunction with its recurring review of Board and committee composition. The Nominating and Governance Committee along with the Board establishes the desired criteria, skills and areas of expertise needed to continue to support the Board in advancing the Company’s business and strategy. The Nominating and Governance Committee, with the help of management, identifies and evaluates new director candidates, placing primary emphasis on the desired criteria, skills and areas of expertise established with the Board and the criteria set forth in our Corporate Governance Guidelines, including: • Judgment, skills, leadership experience and a professional background necessary to gain a sound understanding of our strategic vision, mix of businesses and approach to regulatory relations and enterprise risk management; • Diversity of viewpoints, backgrounds, experience and other demographics; • Independence, financial literacy, and other relevant experiences; and • The interplay of qualifications so that the Board as a whole possesses a mix and breadth of qualities, skills and experience that will enable it and its committees to promote the best interests of the Company and its shareholders. The Nominating and Governance Committee in its discretion may also engage a third-party search firm to identify potential director candidates, and in such circumstances will instruct the firm that identifying a diverse pool of qualified candidates is highly important. During 2024, the Nominating and Governance Committee identified Glynis A. Bryan as a candidate with significant leadership, strategic and financial experience. Ms. Bryan was identified as one of several potential candidates by our internal talent acquisition team as part of its role in supporting the Nominating and Governance Committee’s ongoing director succession planning responsibilities, which include identifying, screening and recruiting individuals qualified to become Board members. After Ms. Bryan was identified as a leading candidate, the Chairman as well as all members of the Nominating and Governance Committee and members of management reviewed her qualifications and conducted interviews with her, and the Nominating and Governance Committee evaluated those qualifications against our Board membership criteria and desired skills before recommending her election to the full Board. Ms. Bryan was appointed to the Board effective March 1, 2025. Consideration of Director Candidates Recommended by Shareholders The Nominating and Governance Committee applies the same standards in considering candidates submitted by shareholders as it does in evaluating candidates submitted by members of the Board of Directors or identified through other means, provided that the requirements explained under the caption “Director Experience and Qualifications” are satisfied. Shareholders who wish to submit nominees for election at an annual or special meeting of shareholders must follow the procedures described starting on page 90. Shareholders who wish to submit a candidate for consideration by the Nominating and Governance Committee may do so by sending the candidate’s name and supporting information to our corporate secretary, at the address shown on page 90 under “Requirements and deadlines for submission of shareholder proposals or nomination of directors for the 2026 Annual Meeting.” Shareholder Engagement We conduct shareholder outreach throughout the year to engage with shareholders on issues that are important to them. We report back to our Board on this engagement as well as specific issues discussed.

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    | Engagement | | Communication | | Feedback | | Executive management, Investor Relations and the corporate secretary engage on a regular basis with shareholders to solicit feedback on a variety of corporate governance matters, including, but not limited to, executive compensation, corporate governance policies and corporate sustainability practices. Our directors also directly engage with shareholders on certain occasions. | + | The Company also routinely interacts and communicates with shareholders through a number of other forums, including quarterly earnings presentations, Securities and Exchange Commission filings (including the annual report and proxy statement), the annual shareholder meeting, investor meetings and conferences and web communications. | + | We share our shareholder feedback and trends and developments about corporate governance matters with our Board, the Compensation and Benefits Committee and the Nominating and Governance Committee as we seek to enhance our governance practices and evolve our disclosures. |

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    We reached out to our top shareholders representing approximately one-half of our outstanding shares during 2024 to offer to discuss governance and other matters of interest to them. Shareholders representing approximately one-third of our shares requested a meeting. The feedback from our discussions with shareholders is collected and conveyed, as appropriate, to the entire Board, and informs our policies and practices.

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    | Examples of topics discussed in past engagements: • board leadership structure • board composition and succession planning, including committee refreshment • director education • oversight of cybersecurity risk • the progression of our sustainability reporting and disclosures as well as our workforce initiatives • performance goals, executive tenure and shareholder engagement practices • support of our Company’s compensation peer group and overall approach for compensating named executive officers • interest in additional information around our political engagement and lobbying activities Examples of actions taken: • enhanced political contributions reporting on ir.ameriprise.com • enhanced shareholder engagement disclosures • additional information regarding our board composition as well as the board succession process • additional information on director education • evolution of our Compensation Discussion and Analysis disclosures, including providing additional information on the setting of performance goals, and factors, such as tenure and sustained strong performance, impacting the determination of executive compensation • enhanced information throughout the proxy statement relating to our long-term performance • continued evolution of our sustainability reporting, publishing our first SASB Index in March 2022 • enhanced information on our website regarding our public policy engagement • information through our sustainability reporting regarding our EEO-1 Report including posting the most recent report to the Company’s website • revisions to our executive compensation program in 2019 and 2020 to address shareholder feedback • adoption of proxy access by-laws in 2018 and expansion of our incentive compensation clawback policy in 2019 • advancement of our climate capabilities in coordination with our asset management business |

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    Communicating with Directors Shareholders and other interested parties may contact any member (or all members) of the Board, any committee or any chair of any such committee by mail or electronically. Correspondence may be sent by:

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    | | Mail: Ameriprise Financial, Inc. Attn: Board of Directors c/o Corporate Secretary 1098 Ameriprise Financial Center Minneapolis, MN 55474 | | Online: Go to the Ameriprise website at ir.ameriprise.com. Under the headings “Corporate Governance / Governance,” you will find a link that may be used to send an email to the Corporate Secretary, who will forward the information to the intended recipients. |

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    The Ameriprise Corporate Secretary Office, Corporate Communications, Investor Relations and General Counsel Organization will review all communications received to determine whether the contents represent a message or matter for our directors’ review. Requests for a meeting with any member of the Board will also be reviewed accordingly and, if appropriate, arranged by the corporate secretary and Investor Relations. Concerns relating to accounting, internal controls or auditing matters are handled in accordance with established procedures. Unsolicited advertisements or invitations to conferences or promotional material, in the discretion of the corporate secretary, may not be forwarded to the directors. Shareholders are encouraged to visit the “Corporate Governance / Governance” page of the Company’s website at ir.ameriprise.com to see the Corporate Governance Guidelines, Global Code of Conduct and additional information about Ameriprise’s Board and its committees and corporate governance policies. The charters for each of the Audit and Risk Committee, the Compensation and Benefits Committee, the Nominating and Governance Committee and the Executive Committee can be found at the same website address. In addition, Ameriprise intends to satisfy any disclosure requirements regarding any amendment to, or waiver from, a provision of the Code of Ethics for Chief Executive and Senior Financial Officers by posting such information on our corporate website. Ameriprise will provide a copy of these documents without charge to each shareholder upon written request. Requests for copies should be addressed to the Corporate Secretary, Ameriprise Financial, Inc. 1098 Ameriprise Financial Center, Minneapolis, Minnesota 55474. Our “whistleblower” policy prohibits us or any of our employees from retaliating or taking any adverse action against anyone for raising a compliance or ethical concern in good faith. If a shareholder, employee or other interested party nonetheless prefers to raise their concern in a confidential or anonymous manner, the concern may be directed to our ethics hotline at (800) 963-6395. This is a confidential, independent service that allows individuals to report compliance or ethical issues and concerns they may have regarding Ameriprise Financial. An ethics specialist will forward accounting and auditing issues to our general auditor and our general counsel, who will confirm that the matter is properly investigated and, if deemed appropriate, report the results to the Audit and Risk Committee. Board Practices Annual Performance Evaluation Process The Board and committees conduct the annual evaluation process set forth below to assess the effectiveness of their practices, identify issues or topics for further exploration and provide feedback on the quality and timeliness of information from management. This process is aided by written discussion guides used to facilitate the assessments. Areas of focus may encompass many factors, including: culture; board composition; succession planning; processes, information and resources; and duties and responsibilities.

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    | Interviews | Board Discussion | Feedback Incorporated | | The Chairman and Presiding Director interview each board member individually to solicit perspectives and feedback. | Results of the Board and committee assessments are discussed at Board and committee meetings. | Input and feedback from the evaluation process are incorporated into Board practices. |

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    Director Education Director education begins when a new director joins our Board. New directors receive comprehensive information about our business, strategy and governance, and have an opportunity to meet with senior leaders from key control, finance and operating functions. Additional training is also provided when a director joins a new committee or assumes a leadership role, such as becoming a chair of a committee. Ongoing education is provided through presentations from business line leaders and subject matter experts and other opportunities, including opportunities to see operations. We also provide educational sessions for the Audit and Risk Committee and full Board, including on topics such as cybersecurity, generative artificial intelligence, regulatory changes, deep dives into certain businesses, accounting matters, emerging risks and other focus areas identified by the Board. The Compensation and Benefits Committee’s Independent Compensation Consultant The Compensation and Benefits Committee engaged Semler Brossy Consulting Group (“Semler Brossy”) as its independent compensation consultant. Semler Brossy has served in this role since June 2019. The committee maintains a Compensation Adviser Policy, which addresses the relationship between the committee and its compensation advisers; the criteria that the committee uses to select its consultant; the consultant’s duties; how the committee evaluates its compensation consultant; the factors the committee will apply in determining whether its consultant is independent of the Company’s management; and the related disclosure to be provided to our shareholders. The Compensation and Benefits Committee annually reviews Semler Brossy’s independence. The Compensation Adviser Policy is available on the Corporate Governance page of our website at ir.ameriprise.com. Semler Brossy works for and reports directly to the Compensation and Benefits Committee, not the Company’s management, with respect to executive compensation matters. The committee recognizes that its consultant will necessarily work with representatives of management but does so as the committee’s representative and solely on the committee’s behalf. The committee annually reviews and discusses Semler Brossy’s performance and engagement in executive session, without representatives of Semler Brossy present. In its capacity as the committee’s consultant, Semler Brossy’s services include the following: • providing advice and guidance with respect to trends and issues related to executive compensation; • assisting with benchmarking competitive compensation, including advising the committee on the composition of a reference peer group; • assisting with the development of the executive compensation philosophy and program suited to our business strategy and goals; and • preparing reports and analyses for the committee’s meeting materials. One or more representatives of Semler Brossy attend committee meetings as needed. At a meeting held on February 20, 2025, the Compensation and Benefits Committee confirmed that Semler Brossy is independent of the Company’s management (applying the independence standards established in the Compensation Adviser Policy). In making this determination, the committee considered relevant issues, including the following six specific factors prescribed by the Securities and Exchange Commission and New York Stock Exchange corporate governance listing standards: the provision of other services to Ameriprise by Semler Brossy; • the amount of fees received during 2024 from Ameriprise as a percentage of Semler Brossy’s 2024 total revenue; • Semler Brossy’s policies and procedures designed to prevent conflicts of interest; • any business or personal relationship between a member of the Semler Brossy engagement team and a member of the committee; • any Ameriprise Financial stock owned by Semler Brossy or by any member of the Ameriprise consulting team or their immediate family members; and • any business or personal relationship of Semler Brossy or any employee of Semler Brossy with an executive officer of Ameriprise Financial. Based on this review and information provided by Semler Brossy, the committee determined that no conflict of interest exists that would preclude Semler Brossy from independently representing the committee. Determining Executive Officer and Director Compensation Various executive officers help the Compensation and Benefits Committee determine the appropriate form and amount of executive compensation. Officers in our human resources department prepare meeting materials for the committee, including compensation tally sheets and other summaries of executive officers’ total compensation. These officers also may propose the adoption of new compensation or benefits plans or amendments to existing plans. The chief executive officer makes recommendations to the committee regarding compensation actions for executive officers other than himself. Our executive vice president of human resources discusses survey and benchmarking data related to executive compensation and other topics of interest to the committee. Our chief financial officer advises the committee about setting and calculating financial performance goals for certain executive compensation plans. No executive officer has the authority to approve their own compensation or to make equity-based grants to any executive officer. Director Attendance at Annual Meeting of Shareholders Our Corporate Governance Guidelines state that directors are expected to attend the Annual Meeting of Shareholders. The corporate secretary reminds each director of this policy in writing in advance of each Annual Meeting of Shareholders. At our 2024 Annual Meeting of Shareholders, all directors then-serving were in attendance. Executive Sessions of Independent Directors The independent directors customarily meet in executive session without management present at each regularly scheduled meeting of the Board. The Board may decide, however, that such an executive session is not required at a particular Board meeting. Corporate Governance Documents and Policies Committee Charters The Board’s Audit and Risk, Compensation and Benefits, and Nominating and Governance Committees each operate under a written charter approved by the Board of Directors. Each committee charter satisfies the requirements of the New York Stock Exchange’s corporate governance listing standards. Each committee reviews and reassesses the adequacy of its charter at least annually. Each committee will recommend any proposed changes to the Board of Directors for consideration and approval. The committee charters are posted on our website on the Corporate Governance page at ir.ameriprise.com and additional information about each committee is contained in the section “Committees of the Board,” beginning on page 23. The Executive Committee also operates under a written charter approved by the Board of Directors. The Executive Committee’s charter is posted on our website at the same location as the other committee charters. Corporate Governance Guidelines The Board of Directors has approved Corporate Governance Guidelines. Among other topics, the Corporate Governance Guidelines address: director qualification standards; director responsibilities; director access to management and, as necessary and appropriate, independent advisors; director compensation; director orientation and continuing education; management succession; and the annual performance evaluation of the Board and its committees. The Corporate Governance Guidelines are posted on our website on the Corporate Governance page at ir.ameriprise.com. Codes of Conduct

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    | Feature | Annual Grant | Elective Retainer Deferral | | Amount | • $190,000 • Outside directors whose first term is less than one year will receive a pro-rata grant based on their length of service between their appointment to the Board and the next Annual Meeting of Shareholders | • Before the beginning of each calendar year, a director may elect to defer up to 100% of the annual cash retainer and any committee chair or member retainer, in 25% increments | | Investment Options | • Only investment option is Ameriprise DSUs, credited to a separate annual equity grant DSU account | • Directors may choose to invest deferred amounts in one or both of these options: Ameriprise DSUs or a cash account that receives a market rate of interest, credited on the last day of each month | | Number of Deferred Share Units Credited | • The number of DSUs is determined by dividing the dollar amount awarded by the closing price of a share of our common stock on the date of our annual shareholders meeting, or for a director who joins the Board after the date of the most recent Annual Meeting, the closing price of a share of our common stock on the third trading day following the release of our financial statements during the quarter the director joins | • The number of DSUs credited is determined by dividing the quarterly deferral amount by the closing price of a share of our common stock on the third trading day following the public release of our financial statements for the quarter | | Dividend Equivalent Reinvestment | • Account is credited with additional DSUs on each dividend payment date for our common stock. The number of additional units is calculated by first multiplying the number of units held on the dividend record date by the dividend payable on a share of our common stock; that number is then divided by the closing price of a share of our common stock on the dividend payment date | • Deemed dividends on DSUs are reinvested in the same manner used for the annual equity grant account | | Distribution | • Single payment in shares of our common stock following a director’s end of service | • A director makes a distribution election at the same time he or she make a deferral election, and that election applies to that year’s deferrals. A director makes a new distribution election each year. A director has three distribution choices: – Lump sum on March 31 of a specified year – Lump sum following the director’s end of service – Two to five or ten annual installments following the director’s end of service | | Change in Control | • Upon a change in control, the entire account will be immediately distributed in shares of our common stock | • Upon a change in control, all amounts held in either account will be immediately distributed in cash, or in shares of our common stock to the extent invested in Ameriprise DSUs |

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    | Name | Annual Retainer Earned or Paid in Cash ($) | Committee Chair/ Presiding Director Retainer Earned or Paid in Cash ($) | Committee Member Retainer Earned or Paid in Cash ($) | Stock Awards(1) ($) | All Other Compensation(3) ($) | Total ($) | | Dianne Neal Blixt | 110,000 | 20,000 | 25,000 | 190,000 | — | 345,000 | | Amy DiGeso | 110,000 | 20,000 | 20,000 | 190,000 | 2,000 | 342,000 | | Armando Pimentel, Jr. | 110,000 | — | 25,000 | 190,000 | — | 325,000 | | Robert F. Sharpe, Jr. | 110,000 | 50,000 | 20,000 | 190,000 | — | 370,000 | | Brian T. Shea | 110,000 | — | 25,000 | 190,000 | 2,000 | 327,000 | | W. Edward Walter III | 110,000 | — | 25,000 | 190,000 | — | 325,000 | | Christopher J. Williams(2) | 110,000 | 30,000 | 25,000 | 190,000 | — | 355,000 |

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    | | DSU Balances as of December 31, 2023 | | | DSUs Credited During 2024 | | | | DSU Balances as of December 31, 2024 | | | | | Annual Equity Grant | Retainer Deferral | Total DSUs† | Annual Equity Grant | Reinvested Deemed Dividends | Retainer Deferral and Reinvested Deemed Dividends | Total DSUs | Annual Equity Grant | Retainer Deferral | Total DSUs† | | Dianne Neal Blixt | 11,424 | — | 11,424 | 460 | 151 | — | 611 | 12,036 | — | 12,036 | | Amy DiGeso | 11,424 | — | 11,424 | 460 | 151 | — | 611 | 12,036 | — | 12,036 | | Armando Pimentel, Jr. | 1,037 | — | 1,037 | 460 | 18 | — | 478 | 1,515 | — | 1,515 | | Robert F. Sharpe, Jr. | 37,632 | 4,571 | 42,202 | 460 | 487 | 59 | 1,006 | 38,579 | 4,629 | 43,208 | | Brian T. Shea | 4,370 | — | 4,370 | 460 | 60 | — | 521 | 4,891 | — | 4,891 | | W. Edward Walter III | 5,715 | — | 5,715 | 460 | 78 | — | 538 | 6,253 | — | 6,253 | | Christopher J. Williams | 8,107 | 3,236 | 11,342 | 460 | 108 | 330 | 898 | 8,675 | 3,565 | 12,241 | | All totals rounded to the nearest share. | | | | | | | | | | |

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    | Aligned to Financial and Business Results | Competitive | Balanced | Responsive to Investor Feedback | | Performance-based pay decisions are directly linked to the Company’s financial and business results | Individual base salary, short-term cash and long-term incentive targets are appropriately positioned against the external competitive market | Pay mix of our executives is balanced between annual cash awards and long-term incentives — the majority of which is delivered in 3-year cliff vested performance share units | Our executive compensation structure is responsive to shareholder feedback, with different performance measures for the annual cash incentive and long-term equity incentives to ensure close alignment with shareholder interests |

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    Our Peer Group Reflects Our Complex, Diversified and Global Business Ameriprise is a large, diversified business and a leader in Advice & Wealth Management, Asset Management and Retirement & Protection Solutions. The Compensation and Benefits Committee (the “Committee”), along with its independent executive compensation consultant, Semler Brossy, conducts an annual review of our external peer group. For 2024, the Committee removed Lincoln Financial from our peer group as it no longer represented an appropriate match due to the differences in the size, scale and scope of the Ameriprise business. No other changes were made, and the Committee believes our peer group continues to accurately reflect the strategic transformation and complexity of our business, as well as the select markets in which we compete for executive talent.

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    | Peer Group | | | | Asset Management | Advice & Wealth Management | Retirement & Protection Solutions | | BlackRock The Carlyle Group Jefferies Financial Group Invesco T. Rowe Price | Bank of New York Mellon Charles Schwab Morgan Stanley Raymond James State Street U.S. Bancorp | Aflac Principal Financial Prudential Financial |

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    We Are Thoughtful and Balanced in Determining CEO Target Pay The Compensation and Benefits Committee engages Semler Brossy, an external compensation consultant, to assess the competitive positioning of the Chairman and CEO, as well as the other NEOs. Annually, Semler Brossy provides a comprehensive analysis and expert advice on our compensation strategy. Following the 2024 evaluation of Mr. Cracchiolo’s target pay competitiveness, the Compensation and Benefits Committee determined that an increase in his long-term incentive award target (and range) was both warranted and appropriate. As a result, Mr. Cracchiolo’s total compensation target includes an unchanged base salary of $1.25 million and an annual incentive target of $5 million (subject to leverage based on formulaic assessment results). The long-term incentive award target range has increased from $12 – $16 million to $14 – $19 million (not subject to leverage). The actual long-term incentive award (“LTIA”) is determined on both the formulaic assessment results and Mr. Cracchiolo’s demonstrated leadership impact on the Company’s business and financial results each year. The decision reflects the Committee’s desire to ensure Mr. Cracchiolo’s target pay appropriately reflects his longstanding, exemplary leadership, consistently outstanding results compared to peers, commitment to the firm and shareholders, and the Board’s desire for his continued leadership in the coming years. Shareholder Engagement on Executive Compensation 2024 Say on Pay Results. Our 2024 say on pay vote received positive support from shareholders owning approximately 89% of the shares voted. In developing the structure and amount of 2024 compensation as described in the Compensation and Discussion Analysis starting on page 44, the Compensation and Benefits Committee discussed and considered this level of support for our 2024 say on pay vote as well as shareholder feedback. Shareholder Engagement. As discussed on page 27, our ongoing shareholder engagement continues to be a priority and feedback received informs the actions of our Board and the Compensation and Benefits Committee. In 2024, executive and senior leaders, including, in certain cases, our Presiding Director, met with or heard from shareholders representing approximately one-third of outstanding shares to discuss governance and compensation-related matters. These shareholders expressed support of our Company’s overall strategy and approach for compensation for our named executive officers, acknowledging the sustained outperformance of our organization and strong alignment of our pay outcomes to business results and shareholder value creation. Our Executive Compensation Structure and Pay Mix is Aligned with Stakeholders’ Interests Our executive pay structure is aligned to our performance and our shareholders’ and clients’ interests with a significant portion of pay for all executives in variable or “at risk” compensation. Further, the majority of our incentive pay is delivered in long-term incentives, half of which are delivered in PSUs, which are further deferred and payouts contingent upon 3-year adjusted return on equity, adjusted earnings per share and total shareholder return achievement. In addition, our pay structure ensures alignment with shareholder interests in the design of the vesting schedules, the holding guideline requirements, and treatment of awards upon qualified retirement. The vesting schedule for our long-term incentive programs is three years, which is market aligned. This includes pro rata vesting on our restricted stock units and non-qualified stock options and a 3-year cliff vesting for our performance share units to ensure full alignment with key financial outcomes. The non-qualified stock options have a 10-year expiration (from date of grant) which encourages continued focus on long-term financial and strategic growth. All NEOs must also adhere to holding guidelines for their AMP stock in multiples of their base salary (CEO is 10 times base salary and all other NEOs are 4 times base salary). Finally, in the event of a qualified retirement, NEOs will receive all unvested value of their LTIA grants at their normal vesting schedule (no accelerated vesting) and all are subject to stringent clawback policies and recovery triggers in the event of material non-compliance of financial disclosures or material misconduct. Detailed elements of our structure include: * Mr. Davies is excluded from the above chart. Since Mr. Davies is located in the U.K., the terms and composition of his compensation reflect the requirements of local regulations, including the UCITS V Remuneration Code (SYSC 19E) that came into effect in 2017 and the MIFIDPRU Remuneration Code (SYSC 19G) which came into effect in 2022, both of which fall under the Financial Conduct Authority (“FCA”). We Have a Disciplined, Quantitative and Objective Approach to Determining Compensation Awards The Compensation and Benefits Committee makes decisions on pay for the Chairman and CEO and other NEOs based on clearly established goals and metrics for both business unit performance outcomes and leadership impact. Step 1: Ratings: Financial Performance and Business and Strategic Performance Ratings of Ameriprise are used to determine the cash incentive pool by applying leverage in accordance with a predetermined scale (see pages 49-51 for details). Step 2: Evaluations: Each executive is evaluated based on performance and results from a Goal and Leadership perspective (see pages 53-59 for details). Step 3: Annual Cash Award: Each executive is awarded an annual cash bonus with leverage applied between 0-175% based on their rating outcome. Step 4: Long-Term Award: Each executive is separately awarded long-term incentive awards within a targeted range. Awards are based on their rating outcome. Inputs to ratings include business results, leadership impact, long-term achievement and contribution to shareholder value creation. Annual Incentive Award (“AIA”) The AIA Scorecard includes a combination of Financial Performance measures (weighted at 70%) and Business and Strategic Performance measures (weighted at 30%), as discussed below. The Compensation and Benefits Committee annually reviews the performance measures that align with our strategy and are appropriate for determining compensation based on the Company’s results. These metrics apply to each NEO for purposes of calculating their annual cash incentive award. In February 2024, the Committee established goals for financial metrics and business and strategic objectives for a range of incentive payouts based on the Company’s 2024 annual business plan. The goals for 2024 continue to provide for a 100% earnout for meeting the annual business plan, with upside and downside based on actual performance relative to plan. Each financial and strategic business goal has pre-determined target levels of performance (set at “3” on a 5-point scale), with clearly established criteria for each goal assessment within the 1-5 scale (e.g., 1 = did not meet, 2 = met some, 3 = achieved expectations, 4 = exceeded expectations, 5 = distinguished). Actual performance is measured against each financial and strategic established target. In evaluating the performance goals at the end of each period, the Committee may adjust positively or negatively for certain factors that are unknown or uncontrollable, including changes in accounting principles, and for equity market performance and interest rates that are outside of pre-established ranges. For the 2024 performance period, the Committee adjusted for equity market performance above the pre-established ranges as well as severance and severance program related expenses associated with the Company’s business transformation initiatives to improve operational efficiency and effectiveness, which is reflected in the 2024 targets below. 2024 Financial Performance Assessment (weighted 70%)

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    Source: Bloomberg * Ranking calculated based on members of the S&P 500 Financials Index as of September 30, 2005 that are still members as of December 31, 2024. 2024 NEO Compensation and Performance Summary Led by Mr. Cracchiolo, our executive team delivered outstanding results while navigating a changing and uncertain environment throughout the year. The annual cash and long-term awards provided to them reflect their consistency and ability to deliver exceptional performance for our stakeholders, including our shareholders. Both the annual and long-term awards provided to Mr. Cracchiolo and other NEOs were calculated (on the Company’s five-point rating scale) based on results achieved and according to the pre-established metrics and target level of performance for each financial and strategic business goal. Both the Annual Incentive Awards and Long-Term Incentive Awards are within target ranges determined by the Compensation and Benefits Committee. Mr. Cracchiolo’s target LTIA opportunity has increased compared to his 2023 performance year opportunity. Following the 2024 assessment of the competitiveness of Mr. Cracchiolo’s target pay, the Compensation and Benefits Committee determined that an increase to his LTIA target (and range) was both warranted and appropriate. His long-term incentive award target range has increased from $12 – $16 million to $14 – $19 million (not subject to leverage). The actual LTIA Award is determined on both the formulaic assessment results and Mr. Cracchiolo’s demonstrated leadership impact on the Company’s business and financial results each year. This decision reflects the Committee’s commitment to ensuring his target pay appropriately reflects Mr. Cracchiolo’s longstanding, exemplary leadership, consistently outstanding results compared to peers, commitment to the firm and shareholders, and our desire for his continued leadership in the coming years.

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    | James M. Cracchiolo Chairman and Chief Executive Officer | 2024 Compensation Decisions ($ in thousands) | | Responsibilities: | | | Base Salary | $1,250 | Mr. Cracchiolo is the Chairman and CEO of Ameriprise Financial. He sets the vision and strategy for the Company and ensures strong execution across our global organization to generate shareholder value. He is also responsible for fostering effective board governance and defining and reinforcing our culture, talent, and organizational effectiveness. | | | Annual Cash Incentive | $8,500 | | | | Long-Term Incentive Award | $19,000 | | | | Total Direct Compensation | $28,750 | |

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    | Summary of 2024 Key Achievements and Compensation-Related Considerations | Mr. Cracchiolo provided exemplary and essential leadership and continued to grow and evolve the business and deliver strong results again in 2024. Through his vision and oversight of the Company’s strategy and execution, Ameriprise continued to generate superior shareholder value with significant financial and strong metric results, while expertly navigating a fluid operating environment. Under Mr. Cracchiolo’s leadership, the Company remained focused on its strategy, made significant investments for future growth, served clients extremely well, and continued to improve organizational efficiency and effectiveness. In addition, he continued to reinforce the Company’s culture and values, maintain strong employee engagement and organizational effectiveness while ensuring effective risk management. |

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    | Financial Performance | • Set new highs for adjusted operating net revenues, earnings and earnings per diluted share, as well as best-in-class return on equity, building off a record 2023 and reflecting successful navigation in a rapidly evolving market and regulatory environment | | | • Significantly outperformed the total shareholder return of peers and market indices in 2024 — far outpacing the S&P 500 Financials Index | | | • Strong outperformance in 2024 was consistent with outperformance over many years and helped Ameriprise reinforce its position as delivering the No. 1 total shareholder return within the S&P 500 Financials Index since our spin-off in 2005 through December 31, 2024 | | | | | Note: Figures exclude annual unlocking. Reconciliations of non-GAAP measures to the most directly comparable GAAP measure start on page A-1. | |

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    | Business and Strategic Performance | Led Company strategy and orchestrated execution to deliver strong results against our annual plan while advancing our long-term growth objectives: • Drove continued profitable growth and performance in Advice & Wealth Management (“AWM”) by investing in and delivering our Ameriprise client experience to drive client engagement and goal-based advice. Drove AWM client assets to $1 trillion (up 14%), $35 billion in client net flows and $33 billion in wrap net flows • Generated record advisor productivity of $1.0 million in adjusted operating net revenue per advisor, up 13% • Continued to invest in and develop leading technology capabilities within our integrated advisor technology suite to help advisors grow their practices and support the Ameriprise client experience • Continued to evolve our Wealth Management product solution set to meet client needs, including within our fee-based investment advisory platform, the expansion of our active ETF program and brokered certificates, and growth of our cash and banking products through Ameriprise Bank, FSB • Served more clients’ needs and continued to enhance flagship products and introduce operational efficiencies to deliver best-in-class service experience for clients and advisors • Continued to grow the Retirement & Protection Solutions business, while managing risk well and generating significant free cash flow • In Asset Management, profitably grew the business with 28% growth in earnings while effectively serving clients and navigating industry headwinds. Complemented legacy mutual fund business by expanding ETFs and separately managed accounts (“SMAs”) while strategically adjusting Alternatives capabilities • Delivered strong short- and longer-term investment performance. Recognized with 108 four- and five-star Morningstar rated funds globally • Continued to invest significantly to meet client needs and grow the business, including more than $300 million to support strategic priorities such as the development of new investment solutions, enhanced operations and infrastructure (i.e. cloud infrastructure), compliance and cybersecurity • Drove global transformation efforts, resulting in $210M in cost savings, further simplified the business, increased automation and better utilization of our geographic footprint to improve efficiency and set a strong foundation for future business growth • Demonstrated excellent balance sheet fundamentals, including differentiated capital return, strong liquidity and excess capital, effective hedging in a dynamic market environment, and a high-quality, AA-rated investment portfolio | | | Fostered innovation, executional excellence and organizational effectiveness through a performance-driven culture focused on care, collaboration and inclusion: • Excellent employee engagement of 84% — consistently outperforming industry peers and benchmarks • Strong high-performer retention rate of 95% and a comprehensive peer-based recognition program • Recognized as an employer of choice: 2024 Military Friendly Employer (11th consecutive year), 2024 Disability Equality Index (4th consecutive year) and 2024 “The Great Place to Work” India • Advanced our Corporate Social Responsibility reporting with a continued focus on governance and controls to meet the Company’s regulatory obligations and maintain strong shareholder engagement. Earned competitive sustainability ratings and rankings from third-party research firms and other organizations, including MSCI and ISS • Sustained our legacy in community giving, volunteerism and nonprofit engagement. Together with our people, Ameriprise contributed more than $18 million in corporate donations, individual giving and gift matching, and 50,000 volunteer hours in support of more than 7,800 nonprofits |

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    | Demonstrated longstanding dedication and commitment as a leader of Ameriprise Financial: • Consistency and continuity of leadership, leading our firm for 25 years as chief executive officer • Provided differentiated leadership by fostering a culture of critical thinking, collaboration, innovation and organizational effectiveness to ensure the Company continues to evolve and adjust to meet and exceed client needs and differentiate among competitors • Assembled and motivated experienced and long-tenured management team to navigate global complexities and drive results and share accountability through trusted relationships | | Achieved excellent recognition for our strong performance in serving clients, shareholders and employees: • Named one of the World’s Best Companies 2024 by TIME • Recognized as one of America’s Most Responsible Companies 2025 by Newsweek • Named one of America’s Best Companies 2025 by Forbes • Recognized by J.D. Power for providing “an outstanding customer service experience” for phone support for advisors (6th consecutive year) and for clients (1st time recognized in this category) • Client Satisfaction ratings of 4.9 / 5.0 |

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    | Walter S. Berman Executive Vice President, Chief Financial Officer | 2024 Compensation Decisions ($ in thousands) | | Responsibilities: | | | Base Salary | $675 | Mr. Berman is responsible for shareholder value creation by generating sustainable financial growth and effective and proactive management and oversite of the balance sheet and ERM process. He provides the financial community with a thorough understanding of the Company’s value proposition and ensures the integrity of our data and reporting. | | | Annual Cash Incentive | $3,325 | | | | Long-Term Incentive Award | $5,000 | | | | Total Direct Compensation | $9,000 | |

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    | Summary of 2024 Key Achievements and Compensation-Related Considerations | Provided outstanding leadership and financial stewardship as CFO and continued to fortify the Company’s excellent foundation, which contributed to Ameriprise exceeding all financial objectives. Achieved record metric, operating and balance sheet performance, which contributed to generation of strong TSR growth of 42% in 2024, substantially higher than our proxy peers. | | Business and Strategic Performance | • Maintained the Company’s focus on profitable growth, leading to Ameriprise delivering record operating performance in net revenues, earnings, earnings per share and operating margin along with strong balance sheet liquidity and capital fundamentals • In conjunction with business leaders, executed on strategic actions, which enhanced the Company’s business mix – Delivered strong growth and performance of Advice & Wealth Management across segment financials, including $35 billion in client flows, 13% increase in advisor productivity and growth of Bank to $23.6 billion in assets – Achieved growth in Retirement & Protection Solutions by delivering key product enhancements, partnering closely with Advice & Wealth Management while managing risk and generating strong free cash flow – Profitably grew Global Asset Management during a year of industry headwinds, while simplifying the business model and managing expenses to position the segment for future growth • Integrally involved in the Company’s investment of more than $300 million to support strategic business growth that advanced our capabilities and elevated our value proposition to meet the needs of clients and shareholders in a rapidly evolving regulatory environment • Led re-engineering and operational efficiency efforts across the firm to evolve business processes and prudently manage expenses, delivering results of $210 million in expense savings • Proactively managed core balance sheet and Enterprise Risk Management fundamentals • Improved operating capital position with excess capital at $2 billion and returned to shareholders $2.8 billion or approximately 80% of 2024 adjusted operating earnings • Successfully managed significant regulatory, rating agency and accounting changes • Partnered with all business units and staff functions to set targets and build strong plans with comprehensive measurement to ensure organic growth and expense discipline • Drove efforts across the firm to further leverage and expand our complementary and integrated business model |

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    | William F. Truscott Chief Executive Officer, Global Asset Management | 2024 Compensation Decisions ($ in thousands) | | Responsibilities: | | | Base Salary | $675 | Mr. Truscott is the CEO for Global Asset Management — leading our global asset management business that provides a broad range of actively managed investment strategies and solutions for individual, institutional and corporate clients around the world. | | | Annual Cash Incentive | $3,040 | | | | Long-Term Incentive Award | $4,300 | | | | Total Direct Compensation | $8,015 | |

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    | Summary of 2024 Key Achievements and Compensation-Related Considerations | Provided comprehensive and consistent leadership for the Company’s global asset management business while optimizing and evolving its operating model in a challenging global environment. Remained focused on serving clients’ needs, executing our strategies and delivering competitive investment performance while leading a two-year transformation effort. | | Business and Strategic Performance | • Grew earnings of the Asset Management segment by 28%. Increased AUM-A to $681 billion during a period with challenged industry headwinds and a mixed market environment with positive equity markets, mixed fixed income markets and elevated geopolitical risk throughout the year • Drove an increase in global retail gross flows, with competitive net flow rates: U.S. mutual fund flow rates were generally in line with active peers and European (ex-UK) flow rates were relatively stronger than peers • Drove global transformation efforts, resulting in substantial cost savings, further simplification of the business, increased automation and better utilization of our geographic footprint to improve efficiency and set a strong foundation for future business growth • Investment teams received recognition for strong investment performance – 108 funds across Columbia Threadneedle Investments earned an overall Morningstar Rating of 4 or 5 stars – Ranked in top 11 of 45+ peers by Barron’s Best Fund Families of 2023 in each of 1-, 5- and 10-year time periods – Ranked #6 among 330+ asset managers in Institutional Investor’s 2024 ranking of America’s Top Asset Management Firms • Continued to develop our ETF, model and SMA capabilities reflecting industry preferences in the U.S. and EMEA for different vehicles that have real or perceived tax advantages over traditional mutual funds, while strategically adjusting the firm’s Alternatives capabilities • Grew model delivery AUA by 36% to a top seven position in the U.S. • Grew the RIA channel in U.S. retail by establishing a dedicated team to develop new business • Increased client engagement through thought leadership and personalized digital content and digital enhancements |

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    | Joseph E. Sweeney President, Advice & Wealth Management Products & Service Delivery | 2024 Compensation Decisions ($ in thousands) | | Responsibilities: | | | Base Salary | $644 | Mr. Sweeney is responsible for the firm’s brokerage, managed products, retail retirement products, Federal Savings Bank, cash & certificates, personal trust, credit card & lending products, supervision & risk mitigation, service delivery and clearing operations, the Advisor Center and India operations. | | | Annual Cash Incentive | $2,380 | | | | Long-Term Incentive Award | $3,000 | | | | Total Direct Compensation | $6,024 | |

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    | Summary of 2024 Key Achievements and Compensation-Related Considerations | In partnership with his Advice & Wealth Management executive colleagues, delivered excellent results that demonstrated significant ongoing and year-over-year improvement and a broad leadership mandate. This was achieved through a strong commercial mindset, ensuring advisors had a robust suite of solutions to meet a variety of client needs, while navigating changing markets and meeting shareholder expectations. Operationally, he provided strategic leadership to monitor and adjust to the evolving regulatory environment and co-led efforts to build operational efficiencies through intelligent automation. | | Business and Strategic Performance | • In partnership with Advice and Wealth Management colleagues, drove profitable growth with total client assets, increasing 14% to more than $1 trillion, demonstrating the strength of our client experience, solutions and capabilities • Continued to evolve and strengthen our Wealth Management product solution set to meet client needs, achieving $33 billion in wrap net inflows, an increase of 37% and strong growth in transactional activity with growth across all product areas • Grew Ameriprise Bank, FSB, assets to $23.6 billion, up 4% year-over-year through introduction of new products, including Ameriprise Bank savings account and Ameriprise brokered certificates of deposit • Helped engage advisors to grow their practices and productivity — adjusted operating net revenue per advisor increased 13% to a record $1.0 million — continued to achieve excellent advisor retention and high satisfaction • Maintained solid bank balance sheet, with strong asset credit quality and good liquidity • Co-led automation and robotics efforts to enhance risk management, improve accuracy and achieve significant operating efficiencies • Continued to lead our Advice & Wealth Management service and operations team; recognized by J.D. Power for achieving the J.D. Power Customer Service Certification for Clients for the 1st time and the J.D. Power Customer Service Excellence Certification for Advisors for the 6th year in a row • Continued to grow Ameriprise India Operations, which provides critical talent, innovation and efficiencies to the enterprise — Ameriprise India was recognized as an ‘Impactful Global Capability Center of India 2024’ by ET Edge (The Times Group) • Delivered strong governance contributions as a member of multiple domestic subsidiary boards of directors and multiple industry boards of directors and committees |

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    | William Davies* Executive Vice President and Global Chief Investment Officer | 2024 Compensation Decisions ($ in thousands) | | Responsibilities: | | | Base Salary | $814 | Mr. Davies plays a key role in shaping Columbia Threadneedle’s global investment capability, including its well-established and highly successful investment process based on collaboration across asset classes, research intensity and independent oversight to foster continuous improvement. | | | Annual Cash Incentive | $2,322 | | | | Long-Term Incentive Award | $995 | | | | Total Direct Compensation | $4,131 | |

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    Mr. Davies is based in the U.K. and his fixed compensation is comprised of salary (£350,000) and his fixed allowance (£300,000), which was payable in equal monthly installments. His annual cash incentive amount is comprised of his variable compensation in addition to his deferred variable compensation that is invested in Threadneedle Fund Deferrals. Mr. Davies is compensated in Great British Pounds (“GBP”) which is converted into U.S. dollars (“USD”) for disclosure in this table. For purposes of this table, the spot exchange rate on December 31, 2024 ($1.25190) was used to convert GBP into USD.

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    | Summary of 2024 Key Achievements and Compensation-Related Considerations | In partnership with his global leadership team, delivered solid results that focused on the growth of the core business while diversifying our book and continuing transformation progress, while navigating global volatility to deliver consistent investment performance for clients. | | Business and Strategic Performance | • Delivered competitive investment performance, with nearly 70% of Columbia and Threadneedle funds delivering above median performance for 1- and 3-year time periods, and more than 80% above median for 5- and 10-year time periods • Investment teams received recognition for strong investment performance – Continued to outperform in key strategies, including anchor and strategic funds in the U.S. – In total, 108 funds across Columbia Threadneedle Investments earned an overall Morningstar Rating of 4 or 5 stars – Ranked in top 11 of 45+ peers by Barron’s Best Fund Families of 2023 in each of 1-, 5-, and 10-year time periods – Ranked #6 among 330+ asset managers in the Institutional Investor’s 2024 ranking of America’s Top Asset Management Firms • In a challenging global market environment with fee pressure, partnered with retail and institutional sales teams to drive flows that were consistent with industry trends • Provided strong, innovative investment leadership to our global asset management business • As part of global leadership team, completed two-year transformation to enhance margins, fund growth investments by simplifying automation processes and optimizing resource allocation globally towards growth opportunities • Continued emphasis on research intensity to further embed data science and dedicated research capabilities within investment team culture and drive differentiation of performance • Enabled delivery of a single technology platform to support investment priorities, including further development of advanced analytics • Prudently leveraged generative AI within the research department to enhance productivity • Evolved investment function to strengthen global research and align portfolio management to maximize value • Continued to advance our Responsible Investment (“RI”) capability, including enhancing our organizational structure with the integration of RI analysts within central research |

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    PSU Program The PSU program is a three-year, cliff-vested, compensation program that incentivizes senior leadership to achieve sustained levels of strong financial results, which are directly aligned to the long-term wealth creation of our clients and shareholders. Performance goals are set at the beginning of each three-year period for average return on equity and the earnings per share compound annual growth rate. PSU awards granted in January 2024 (to be paid in February 2027) used the same metrics, leverage, weighting and modifier structure as the 2022-2024 PSU awards with new performance goals set for the period. 2022-2024 PSU Award Earnout (Granted Jan. 2022) The table below includes the return on equity and earnings per share goals and how they correlate to target and maximum award payouts. Results in between those points are interpolated. Actual performance resulted in the awards being earned at 150% of target before application of the total shareholder return modifier.

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    The PSU Awards granted in January 2022 (paid in February 2025) have a payout of 150% of target based on return on equity and earnings per share performance, with a total shareholder return modifier of up to 25 percentage points. The total shareholder return modifier will either increase or decrease the leverage for a total maximum payout of 175% of target, if achieved. For each percentile Ameriprise is above or below median of the TSR of the S&P 500 Financials, the leverage is increased or decreased by 1 percentage point, with an impact of no more than 25 percentage points. Ameriprise’s total shareholder return performance for the 2022-2024 period ranked 4 out of 60 firms in the S&P 500 Financials index1 or 43 percentage points above median, resulting in +25% TSR adjustment and a total payout of 175%. Similar to our incentive awards, in evaluating the performance goals at the end of each period, the Compensation and Benefits Committee may positively or negatively adjust for certain approved predefined factors that were unknown or uncontrollable at the time goals were set, including changes in accounting principles, and for equity market performance and interest rates that are outside of pre-established ranges. For the 2022-2024 period, the Committee adjusted for equity market performance and interest rates outside of pre-established ranges as well as severance and severance program related expenses related to the Company’s business transformation initiatives to improve operational efficiency and effectiveness in 2024. In addition, targets were adjusted for impacts related to the restatement of the Company’s financial statements due to the new required Long-Duration Targeted Improvements (“LDTI”) accounting standard, effective January 1, 2023. Source: Bloomberg – 12/31/2020 to 12/31/2024 Compensation Policies and Practices Compensation Governance Practices We are committed to ensuring that our executive compensation program and practices reflect principles of good governance as demonstrated by the following key aspects comprising our program and by those practices in which we do not engage.

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    | What We Do | What We Don’t Do | | Incorporate sound risk management and risk avoidance in our incentive plan design Robust stock ownership guidelines (10x base salary for CEO and 4x for other NEOs) and requirement for executives to hold a significant portion of stock once vested Require a “double trigger” to vest in long-term awards following a change in control Regularly review the governance of our programs and make revisions to align with market best practices Majority of NEO pay is performance based (94% for CEO, 89% for other NEOs) 94% of CEO compensation is at risk; 72% of incentives are long-term Substantive shareholder engagement program to seek and incorporate feedback Clawback policies include recovery triggers for certain material noncompliance with any financial reporting requirement and for material misconduct Half of equity awards granted as performance shares, with vesting contingent on further three-year performance period | No employment agreements* No gross-ups for potential excise taxes No repricing of stock options without shareholder approval No hedging against the decline in the value of our stock or pledging our stock as security for a loan No special executive retirement arrangements No perquisite allowance (eliminated in 2019) |

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    The shares that count towards this ownership guideline include shares owned directly and shares or phantom stock units held in qualified or nonqualified plans. Shares underlying outstanding stock options, unearned PSUs as well as unvested RSUs do not count towards the ownership guideline. To ensure achievement of the ownership goals, executive officers who have not yet attained the required level of ownership must retain 75% of any stock received upon vesting or upon exercise of stock options (net of shares withheld for taxes or exercise costs) until the ownership guideline is attained. Clawback Policy In 2023, in response to the recently adopted New York Stock Exchange listing rules, the Committee approved a new clawback policy that provides if Ameriprise is required to prepare an accounting restatement due to material noncompliance with any financial reporting requirement, Ameriprise must (with limited exceptions) recover from any current or former Section 16 officer’s incentive-based compensation that was erroneously granted, earned or vested during the three years before the date such restatement was required. The new policy is effective for incentive compensation received on or after October 2, 2023. In addition, in 2019, in response to shareholder feedback, the Committee approved a clawback provision that covers the entire Executive Leadership Team and gives the Committee the authority to recoup incentive compensation if the executive is found to have engaged in certain types of material misconduct, in addition to certain cases involving an accounting restatement. The new provision is effective for incentive awards made on or after January 1, 2020. Post-Employment Compensation and Benefits We do not enter into individual employment, severance or change in control agreements with our NEOs, except where required by the local regulations or practices (e.g., Mr. Davies’ terms of employment reflect applicable legal requirements and practice in the U.K.). Instead, the rights of our NEOs to post-employment compensation and benefits are covered by our compensation and benefit plans. Under this plan approach, the post-employment compensation and benefits of our U.S.-based NEOs are established uniformly and separately from the other compensation elements. Our use of a plan approach provides many benefits when compared to entering into individual employment agreements with each NEO. In most instances, this method ensures consistent terms and provisions and allows us the flexibility to amend or change our practices in response to market trends and best practices. As part of the Committee’s ongoing review of the Company’s programs, the Committee’s independent consultant reviews our post-employment provisions on an annual basis. Under our U.S. Senior Executive Severance Plan, severance benefits may become payable only in the event of certain involuntary terminations or if an executive is involuntarily or constructively terminated within two years following a change in control. We offer severance benefits upon certain limited involuntary terminations outside the executive officer’s control because we believe that the severance benefits provide income continuity, which results in greater management stability and minimized turnover. Additionally, we have provisions designed to ensure that executives’ interests remain aligned with the interests of shareholders should a change in control occur. We believe that this “double trigger” requirement for qualifying terminations following a change in control maximizes shareholder value because it ensures our NEOs do not receive an unintended windfall by receiving a severance payment while maintaining their positions following a change in control. Additional information regarding each element of our post-employment provisions, as well as detailed information on these benefits and the value of potential payments that our NEOs would receive in various scenarios, is provided in the section Potential Payments Upon Termination or Change of Control for Named Executive Officers, beginning on page 74. Risk and Incentive Compensation The Committee is responsible for oversight of our incentive compensation arrangements, including their alignment with sound risk management, long-term value creation, and compliance with applicable regulations. Management, including representatives from each of our material businesses, as well as our human resources, finance, internal audit and legal departments, conduct an annual internal review of our executive and non-executive incentive compensation programs, policies and practices. Among other factors, the team reviews and discusses: the various design features and characteristics of Company-wide compensation policies and programs as well as those at the business unit level; the performance measures at the Company and business unit levels; and approval mechanisms of all incentive programs for all employees. The team’s objective is to determine whether any of these policies or programs could create risks that are reasonably likely to have a material adverse effect on the Company. The results of this assessment are shared with the Compensation and Benefits Committee and Audit and Risk Committee. As we do every year, the Committee and management reviewed and discussed the structure of the Company’s compensation programs and practices and whether they are reasonably likely to have an adverse material effect on the Company. Following its conversations with management and Semler Brossy, its independent compensation consultant, the Compensation and Benefits Committee concluded that our incentive compensation arrangements and practices do not create risks that are reasonably likely to have a material adverse effect on the Company. The Committee reached this conclusion after considering a number of features of our incentive compensation structure that are designed to mitigate risk, including but not limited to: • Our use of a variety of compensation vehicles that provide a balance of long- and short-term incentives with fixed and variable features, with an emphasis on long-term performance (except for certain sales and sales management positions, whose competitive pay framework is more heavily short-term and where business controls are present to moderate risk); • Our performance goals that we believe are appropriate in light of past performance and market conditions; • Our budgeting and internal controls and procedures are sufficient to prevent the manipulation of performance results to enhance payments under incentive compensation arrangements; Our stock ownership and retention guidelines for our senior leaders that call for significant stock ownership and align the interests of our senior leaders with the long-term interests of our shareholders; Our clawback policy for current or former Section 16 officers requires Ameriprise to recover (with limited exceptions) incentive-based compensation that was erroneously granted, earned or vested during the three years before the date such restatement was required. • Our additional clawback policy for the Executive Leadership Team, which specifies the circumstances under which the Committee may exercise its discretion, to the extent permitted by law, to seek the reimbursement or forfeiture of certain cash or equity awards granted; • Our CEO retains the discretion to adjust plans (other than those for our NEOs) throughout the year in response to changing business conditions or unexpected events; and • Our policy prohibiting our directors and management employees from hedging against a decline in the value of our stock.

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    Also, at the request of the Compensation and Benefits Committee and consistent with our annual processes, its independent compensation consultant conducted a risk review and assessment of the Company’s executive compensation program in which the NEOs participate. In completing this review, the consultant considered such factors as: mix of total compensation; weighted performance metrics; equity incentive grant types and design; stock ownership guidelines; clawback policies; and performance assessment processes, among others. The Committee determined, taking into account the consultant’s review, the discussions with management and the report provided by management that our executive compensation program includes numerous risk-mitigating factors and does not contain features that induce imprudent risk taking. Equity Grant Practices and Procedures The Committee has adopted a Long-Term Incentive Awards Policy that details the policies and procedures we use to grant stock options, RSUs, PSUs and other share-based awards. The policy covers, among other topics: who has the authority to make grants; when grants may be made and when they become effective; required documentation; and our policy for making grants when the Committee or our CEO is aware of material nonpublic information about us or our securities. In order to eliminate the opportunity to manipulate the timing of equity awards based on either positive or negative nonpublic material information and to provide our shareholders with clearer and more candid disclosure about our timing of equity award grants, the policy establishes a fixed schedule of the permissible dates for the grant of equity awards. Furthermore, the policy provides that the Committee and our Chairman and Chief Executive Officer will make grants to be effective as of the scheduled permissible grant dates regardless of whether they are aware of either positive or negative nonpublic material information about Ameriprise Financial or our securities at the time that they approve the grants. A copy of this policy is available on our website on the Corporate Governance page at ir.ameriprise.com. That site also includes an expected schedule of equity award grant dates for 2025, and we plan to update for future years’ grant date schedules. The Committee adopted the policy to document in one place the practices and procedures to be followed in making equity grants, and to provide transparency to our shareholders concerning our grant practices. The Committee does not consider gains or losses from long-term and equity incentive awards made in prior years, such as stock option exercises and RSU vesting, in determining new incentive awards. The Committee believes that reducing or limiting current stock option grants, RSUs or other forms of compensation because of prior gains realized by an executive officer would unfairly penalize the officer for high past performance and reduce the motivation for continued high achievement. Other Considerations Our incentive compensation programs have historically been designed and administered in a manner generally intended to preserve federal income tax deductions. However, the Committee considers the tax and accounting consequences of using various forms of compensation and retains the discretion to pay compensation that is not tax deductible or could have adverse accounting consequences for the Company. Accounting rules govern how to value stock and option awards as of the date of grant, and when those awards are to be recognized as compensation expense. Under the current accounting standard, we calculate the full grant date value of awards using a variety of assumptions. This calculation is performed for accounting purposes, as an executive officer may never realize any value from the award. This may happen when the value of a share of stock subject to an option falls below the exercise price of the option and remains below the exercise price, rendering the option worthless to the executive. In the case of such options, we recognize accounting expense even though the executive officer may never realize any value from the options. Supplemental Total Direct Compensation Table The Securities and Exchange Commission’s rule for when equity awards are reported in the Summary Compensation Table results in a one-year lag between the time the equity awards are granted and when they are reported. As a result of the time lag, the equity awards granted in 2025 will not appear in the Summary Compensation Table (see page 65) until our 2026 Annual Meeting proxy statement. We believe that the supplemental table below more clearly reflects our pay-for-performance philosophy, and the compensation decisions made by the Compensation and Benefits Committee for the chief executive officer and the other named executive officers for each performance year shown.

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    | | Performance Year | Salary ($) | Annual Cash Incentive Awards ($) | Long-Term Incentive Awards(1) ($) | Total Direct Compensation ($) | | James M. Cracchiolo Chairman and Chief Executive Officer | 2024 | 1,250,000 | 8,500,000 | 19,000,000 | 28,750,000 | | | 2023 | 1,250,000 | 8,375,000 | 16,000,000 | 25,625,000 | | | 2022 | 1,025,000 | 8,125,000 | 16,000,000 | 25,150,000 | | Walter S. Berman Executive Vice President, Chief Financial Officer | 2024 | 675,000 | 3,325,000 | 5,000,000 | 9,000,000 | | | 2023 | 675,000 | 3,230,000 | 4,500,000 | 8,405,000 | | | 2022 | 675,000 | 3,088,000 | 4,500,000 | 8,263,000 | | William F. Truscott Chief Executive Officer, Global Asset Management | 2024 | 675,000 | 3,040,000 | 4,300,000 | 8,015,000 | | | 2023 | 675,000 | 2,700,000 | 3,625,000 | 7,000,000 | | | 2022 | 675,000 | 2,610,000 | 3,900,000 | 7,185,000 | | Joseph E. Sweeney President, Advice & Wealth Management Products and Service Delivery | 2024 | 644,233 | 2,380,000 | 3,000,000 | 6,024,233 | | | 2023 | 600,000 | 2,040,000 | 2,575,000 | 5,215,000 | | | 2022 | 600,000 | 1,950,000 | 2,500,000 | 5,050,000 | | William Davies(2) Executive Vice President and Global Chief Investment Officer | 2024 | 813,735 | 2,322,274 | 995,260 | 4,131,270 | | | 2023 | 828,523 | 2,061,109 | 883,332 | 3,772,964 | | | 2022 | 785,817 | 2,039,499 | 874,071 | 3,699,387 |

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    (1) This column shows the grant date fair value for stock options and restricted stock units and the target value as of the grant date for Performance Share Units (“PSUs”). (2) Mr. Davies’ fixed compensation is comprised of salary (£350,000) and his fixed allowance (£300,000), which were payable in equal monthly installments. His annual cash incentive amount is comprised of three components: £530,000 paid in cash in February 2025; £530,000 delivered in fully vested fund-linked units with a six-month holding period and delivered in cash in August 2025; and £795,000 invested into Threadneedle Fund Deferrals, fund-linked instruments vesting in five equal parts at 12, 24, 36, 42 and 54 months from the date of grant and subject to a six-month holding period between vesting and delivery in cash. Mr. Davies is compensated in GBP, which is converted into USD for disclosure in this table. For purposes of this table, the spot exchange rate on December 31, 2024 ($1.25190), December 31, 2023 ($1.27465), and December 31, 2022 ($1.20895) was used to convert GBP into USD. COMPENSATION TABLES Summary Compensation Table The following table contains compensation information for our chief executive officer, chief financial officer, and the three other executive officers who were the most highly compensated for the year ended December 31, 2024.

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    | Name & Principal Position | Year | Salary ($) | Stock Awards ($)(1) | Option Awards ($)(1) | Non-Equity Incentive Plan Compensation ($)(2) | Change in Pension Value and Non- Qualified Deferred Compensation Earnings ($)(3) | All Other Compensation ($)(4) | Total ($) | | James M. Cracchiolo Chairman and Chief Executive Officer | 2024 | 1,250,000 | 4,640,000 | 3,360,000 | 8,500,000 | 1,664,769 | 729,446 | 28,144,215 | | | | | 8,000,000 | | | | | | | | 2023 | 1,241,364 | 4,640,000 | 3,360,000 | 8,375,000 | 1,936,713 | 824,954 | 28,378,031 | | | | | 8,000,000 | | | | | | | | 2022 | 1,025,000 | 3,770,000 | 2,730,000 | 8,125,000 | — | 697,623 | 22,847,623 | | | | | 6,500,000 | | | | | | | Walter S. Berman Executive Vice President, Chief Financial Officer | 2024 | 675,000 | 1,215,000 | 1,035,000 | 3,325,000 | 794,950 | 199,260 | 9,494,210 | | | | | 2,250,000 | | | | | | | | 2023 | 675,000 | 1,215,000 | 1,035,000 | 3,230,000 | 875,241 | 183,298 | 9,463,539 | | | | | 2,250,000 | | | | | | | | 2022 | 675,000 | 1,215,000 | 1,035,000 | 3,088,000 | 342,506 | 177,393 | 8,782,899 | | | | | 2,250,000 | | | | | | | William F. Truscott Chief Executive Officer, Global Asset Management | 2024 | 675,000 | 978,750 | 833,750 | 3,040,000 | 372,431 | 251,508 | 7,963,939 | | | | | 1,812,500 | | | | | | | | 2023 | 675,000 | 1,053,000 | 897,000 | 2,700,000 | 477,715 | 180,672 | 7,933,387 | | | | | 1,950,000 | | | | | | | | 2022 | 675,000 | 1,012,500 | 862,500 | 2,610,000 | — | 224,771 | 7,259,771 | | | | | 1,875,000 | | | | | | | Joseph E. Sweeney President, Advice & Wealth Management Products and Service Delivery | 2024 | 644,233 | 695,250 | 592,250 | 2,380,000 | 382,192 | 146,614 | 6,128,039 | | | | | 1,287,500 | | | | | | | | 2023 | 600,000 | 675,000 | 575,000 | 2,040,000 | 464,998 | 121,184 | 5,726,182 | | | | | 1,250,000 | | | | | | | | 2022 | 600,000 | 594,000 | 506,000 | 1,950,000 | — | 113,917 | 4,863,917 | | | | | 1,100,000 | | | | | | | William Davies(5) Executive Vice President Global Chief Investment Officer | 2024 | 813,735 | 237,667 | 202,457 | 2,322,274 | 380,504 | 34,059 | 4,430,820 | | | | | 440,124 | | | | | | | | 2023 | 828,523 | 241,963 | 206,116 | 2,061,109 | 349,305 | 31,504 | 4,166,599 | | | | | 448,079 | | | | | | | | 2022 | 785,817 | 813,390 | — | 2,039,499 | — | 26,048 | 3,664,754 | | | | | — | | | | | |

  89. SCHEDULE 14A

    (1) The numbers in these columns are not the grant date fair value of restricted stock units, performance share units (“PSUs”), and stock options awarded to the named executive officer for 2024 performance. These amounts represent the grant date fair value of restricted stock units, PSUs, and stock options for 2023 performance, but granted on January 26, 2024. For 2024, there are two amounts listed in the stock awards column. The top number is the restricted stock units earned for 2023. The bottom number is the PSU award granted at target for 2023. The actual number of PSUs that will be earned at the vesting date is dependent upon future Company performance and the PSU awards have a minimum payout of 0% and a maximum payout of 150% of target based on average return on equity and earnings per share growth, with a total shareholder return modifier up or down 25 percentage points. • The Company calculates the grant date fair value of restricted stock units, PSUs, and stock options in accordance with the applicable accounting rules. The grant date fair value represents the total compensation expense that the Company will recognize for restricted stock units and stock options whereas the total compensation expense for PSUs will ultimately be the market value as of the vesting date. For the grant date fair value of restricted stock units, we use the closing share price on the grant date which takes into account future dividends to be paid on restricted shares. Those dividends will be the same as those paid to other shareholders. Mr. Davies received Ameriprise Financial Deferred Stock Units (“DSU”) which function similarly to restricted stock units. Dividends on DSUs are accrued within the Threadneedle Deferral Plan and are paid out as additional shares of common stock in Ameriprise Financial, Inc. on vesting. For the grant date fair value of PSU awards, we use the closing share price on the grant date which takes into account future dividend equivalents to be paid on PSUs once fully vested and earned. Those dividend equivalents will be the same as those paid to other shareholders over the three-year performance period. The value of the PSUs on the grant date assuming that the maximum performance conditions will be achieved is: Mr. Cracchiolo ($13,999,595); Mr. Berman ($3,937,093); Mr. Truscott ($3,171,123); and Mr. Sweeney ($2,252,507), and ($769,884) for Mr. Davies. • In order to calculate the grant date fair value of stock options, we use the Black-Scholes option pricing model. For the stock options that became effective on January 26, 2024, we used the following assumptions for purposes of the Black-Scholes option pricing model: (i) an expected life of 5 years for each option; (ii) a dividend yield of 1.75%; (iii) an expected stock price volatility of 31.2%; and (iv) a risk-free rate of return of 4.00%. Mr. Davies received Ameriprise Financial Deferred Stock Options (“DSO”), which function similarly to stock options and are deemed appropriate and approved by the Committee. (2) This column represents the non-equity incentive plan compensation earned by the named executive officers whether paid or deferred. For 2024, this number is the cash incentive award that was earned for 2024 performance. For 2023, this number is the cash incentive award that was earned for 2023 performance. For 2022, this number is the cash incentive award that was earned for 2022 performance. (3) The 2024 amounts represent the changes in pension value for calendar year 2024 under the Company’s retirement plans, partially driven by changes in actuarial pension assumptions related to an increase in the applicable discount rates. The changes in pension value are also attributable to new Company contributions and earnings on existing account balances. The dollar amounts shown are not part of total direct compensation. See the “Pension Benefits in 2024” table on page 72 for additional information, including the present value assumptions used in this calculation. (4) The 2024 amounts disclosed for All Other Compensation primarily consist of: (i) employer contributions under the Ameriprise Financial 401(k) Plan for the U.S.-based NEOs and to a non-U.S. defined contribution plan; (ii) a Company matching contribution on voluntary deferrals of the 2024 cash incentive award under the deferred compensation plan that are credited in the form of deferred share units; (iii) waiver of fees otherwise charged on investments made in certain Seligman hedge funds; (iv) the incremental cost associated with certain personal use of the aircraft and Company-provided vehicle and driver, as required by the Company’s security program (defined below); (v) club membership fees which are used primarily for business purposes; (vi) Company reimbursement of spousal travel and meals for certain Company events; (vii) gifts provided in conjunction with Company events; (viii) reimbursement of amounts for income tax liabilities relating to a business trip where the Company imputed income to certain named executive officers to optimize the Company’s tax treatment for the business travel; and (ix) reimbursement of certain phone and internet services and wellness services incurred by our named executive officers. As a part of the CEO security program approved by the Compensation and Benefits Committee, the Company provided Mr. Cracchiolo with the following: home security system monitoring and maintenance for his personal residences; use of a car and driver for business and commuting purposes and use of our corporate aircraft by Mr. Cracchiolo and others for business and personal travel. For purposes of calculating the 2024 incremental cost for use of the car and driver, a per mile rate was determined using vehicle maintenance, fuel, and toll expenses and applying the calculated rate to all miles associated with commuting or personal use. The Company used the following methodology for determining the incremental cost for personal usage of the corporate aircraft: (a) when used solely for personal travel, an hourly flight rate (that considers fuel, maintenance, and miscellaneous flight costs) plus any direct expense associated with in-flight catering is applied; and (b) when others accompany executives during regular business travel, the incremental cost reflects those direct expenses associated with in-flight catering only. For purposes of calculating the incremental cost of the personal use of corporate aircraft during 2024, the following per flight hourly costs were used, rounded to the nearest dollar: $6,582 or $6,802, depending upon the aircraft used. • The following table shows the breakout of the major categories of All Other Compensation for the year ended December 31, 2024.

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    | Name | Company Contributions to Defined Contribution Plans ($) | Matching Contributions to Deferred Compensation Plan ($) | Private Investment Fund Fee Reimbursements ($) | Personal Use of Corporate Aircraft ($) | Car and Driver ($) | Club Membership Dues ($) | Home Security ($) | | James M. Cracchiolo | 17,250 | 425,000 | — | 219,651 | 13,287 | 29,274 | 14,012 | | Walter S. Berman | 17,250 | 166,250 | — | 4,201 | — | — | — | | William F. Truscott | 17,250 | 152,000 | 82,196 | — | — | — | — | | Joseph E. Sweeney | 17,250 | 119,000 | — | 200 | — | — | — | | William Davies | 24,036 | — | — | — | — | — | — |

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    (5) Since Mr. Davies is located in the U.K., the terms and composition of his compensation reflect the requirements of local regulations, including the UCITS V Remuneration Code (SYSC 19E) that came into effect in 2017 and the MIFIDPRU Remuneration Code (SYSC 19G) which came into effect in 2022, both of which fall under the Financial Conduct Authority (“FCA”). In 2021, prior to his appointment to the Executive Leadership Team, Mr. Davies’ incentive was subject to 60% deferral which was split as follows: 50% into Threadneedle Fund Deferrals, fund-linked instruments vesting in five equal parts at 12, 24, 36, 42 and 54 months from the date of grant and subject to a six-month holding period between vesting and delivery in cash, and 50% in Deferred Stock Units, vesting in three equal parts at 12, 24 and 36 months from the date of grant and delivering shares of common stock in Ameriprise Financial, Inc. The remainder was split equally with half being paid in cash in February 2022 and half delivered in fully vested fund-linked units with a six-month holding period and delivered in cash in August 2022. In 2022, when Mr. Davies joined the Executive Leadership Team, these requirements include that at least 60% of his variable compensation is deferred and that half of the award is delivered in instruments linked to funds with a six-month holding period. The deferred portion of Mr. Davies’ variable compensation is split as follows: 50% into Threadneedle Fund Deferrals, fund-linked instruments vesting in five equal parts at 12, 24, 36, 42 and 54 months from the date of grant and subject to a six-month holding period between vesting and delivery in cash; 13.5% in Deferred Stock Units, vesting in three equal parts at 12, 24 and 36 months from the date of grant and delivering shares of common stock in Ameriprise Financial, Inc.; 11.5% in Deferred Stock Options, vesting in three equal parts at 12, 24 and 36 months from the date of grant and delivering options in shares of common stock in Ameriprise Financial, Inc. with a 10 year life; and 25% in PSUs. Dividends on Deferred Stock Units are accrued within the Threadneedle Deferral Plan and are paid out as additional shares of common stock in Ameriprise Financial, Inc. on vesting. The remaining 40% of Mr. Davies’ variable compensation is split equally with half being paid in cash in February 2023 and half delivered in fully vested fund-linked units with a six-month holding period and delivered in cash in August 2023. Mr. Davies’ fixed compensation is comprised of salary (£350,000) and his fixed allowance (£300,000), which was payable in equal monthly installments. His Non-Equity Incentive Plan Compensation amount is comprised of his variable compensation that is split equally with half being paid in cash in February 2025 and half delivered in fully vested fund-linked units with a six-month holding period and delivered in cash in August 2025 in addition to his deferred variable compensation that is invested in Threadneedle Fund Deferrals. Mr. Davies is compensated in GBP which is converted into USD for disclosure in this table. For purposes of this table, the spot exchange rate on December 31, 2024 ($1.25190), December 31, 2023 ($1.27465), and December 31, 2022 (1.20895) was used to convert GBP into USD. Grants of Plan-Based Awards in 2024 The table below shows the long-term incentive and equity awards made to our named executive officers in 2024. These awards were based on 2023 performance and funded from the 2023 total incentive pool. Stock options will not have value unless there is an increase in share price above the option exercise price. PSU and cash awards will not have value unless minimum performance results are achieved. The Compensation and Benefits Committee approved the awards at its meeting held on January 23, 2024. The awards became effective as of the grant date shown in the table.

  92. SCHEDULE 14A

    | | Grant Date | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | | | Estimated Future Payouts Under Equity Incentive Plan Awards and Performance Awards(2) | | | All Other Stock Awards (# of Shares of Stock or Units) (#)(3) | All Other Option Awards (# of Securities Underlying Options) (#)(4) | Exercise Base Price of Option Awards ($/share)(5) | Grant Date Fair Value of Awards ($)(6) | | | | Threshold ($) | Target ($) | Maximum ($) | Threshold | Target (#) | Maximum (#) | | | | | | James M. Cracchiolo | | — | 5,000,000 | 8,750,000 | | | | | | | | | | 1/26/2024 | | | | NA | 20,439 | 35,768 | | | | 8,000,000 | | | 1/26/2024 | | | | | | | 11,854 | | | 4,640,000 | | | 1/26/2024 | | | | | | | | 29,766 | 391.40 | 3,360,000 | | Walter S. Berman | | — | 1,900,000 | 3,325,000 | | | | | | | | | | 1/26/2024 | | | | NA | 5,748 | 10,059 | | | | 2,250,000 | | | 1/26/2024 | | | | | | | 3,104 | | | 1,215,000 | | | 1/26/2024 | | | | | | | | 9,169 | 391.40 | 1,035,000 | | William F. Truscott | | — | 1,900,000 | 3,325,000 | | | | | | | | | | 1/26/2024 | | | | NA | 4,630 | 8,102 | | | | 1,812,500 | | | 1/26/2024 | | | | | | | 2,500 | | | 978,750 | | | 1/26/2024 | | | | | | | | 7,386 | 391.40 | 833,750 | | Joseph E. Sweeney | | — | 1,400,000 | 2,450,000 | | | | | | | | | | 1/26/2024 | | | | NA | 3,289 | 5,755 | | | | 1,287,500 | | | 1/26/2024 | | | | | | | 1,776 | | | 695,250 | | | 1/26/2024 | | | | | | | | 5,246 | 391.40 | 592,250 | | William Davies | | — | 1,251,900 | 2,190,825 | | | | | | | | | | 1/26/2024 | | | | NA | 1,124 | 1,967 | | | | 440,124 | | | 1/26/2024 | | | | | | | 607 | | | 237,667 | | | 1/26/2024 | | | | | | | | 1,793 | 391.40 | 202,457 |

  93. SCHEDULE 14A

    (1) Represents the potential threshold, target, and maximum payout opportunities under the 2024 annual incentive award. Actual amounts the NEOs earned are reflected in the summary Compensation Table. More information on the 2024 annual incentive awards is provided in the CD&A. (2) This represents the number of PSUs awarded. These awards are scheduled to vest at the end of a three-year performance period and the number of PSUs that will be earned will be based on earnings per share growth, average return on equity, and relative total shareholder return performance. The PSU Awards have a minimum payout of 0% and a maximum payout of 150% of target based on average return on equity and earnings per share growth, with a total shareholder return modifier up or down 25 percentage points. (3) This represents the number of restricted shares awarded. These awards are scheduled to vest over a three-year period in increments of one-third per year. Under the Threadneedle Deferred Plan, Mr. Davies received Ameriprise Financial Deferred Stock Units (“DSU”) which for Mr. Davies function similarly to the restricted shares awards to U.S.-based NEOs. The grant price is equal to the closing market price of Ameriprise Financial stock on the grant date. (4) This represents the number of stock options awarded. These awards are scheduled to vest over a three-year period in increments of one-third per year. Under the Threadneedle Deferred Plan, Mr. Davies received Ameriprise Financial Deferred Stock Options (“DSO”) which function similarly to stock options to U.S.-based NEOs. (5) The exercise price is equal to the closing market price of Ameriprise Financial stock on the grant date. These amounts are the grant date fair value of the stock options, restricted stock units, deferred stock units, and performance awards as represented by the total ASC 718 compensation expense that will be recognized for these awards. Ameriprise Financial uses the Black-Scholes option pricing model to estimate its compensation cost for stock option awards. The assumptions used in the Black-Scholes model for grants made on January 26, 2024 were: (i) an expected life of 5 years for each option; (ii) a dividend yield of 1.75%; (iii) an expected stock price volatility of 31.2%; and (iv) a risk-free rate of return of 4.00%. Outstanding Equity Awards at Fiscal Year-End 2024 The following table contains information regarding outstanding equity awards held by the named executive officers as of December 31, 2024.

  94. SCHEDULE 14A

    | | Option Awards(3) | | | | | Stock Awards(4) | | | | | | Option Grant Date(1) | Number of Securities Underlying Unexercised Option Shares Exercisable (#) | Number of Securities Underlying Unexercised Option Shares Unexercisable (#) | Option Exercise Price ($/Share) | Option Expiration Date | Stock Grant Date(1) | Number of Shares or Units of Stock That Have Not Vested (#) | Number of Unearned Performance Share Units of Stock That Have Not Vested (#)(5) | Market Value of Shares or Units of Stock That Have Not Vested ($)(6) | | James M. Cracchiolo | 01/31/2020 | 52,932(2) | | 165.41 | 01/31/2030 | 01/28/2022 | 4,217 | | 2,245,257 | | | 01/29/2021 | 52,415(2) | | 197.87 | 01/29/2031 | 01/28/2022 | | 21,805 | 11,609,636 | | | 01/28/2022 | 22,612 | 11,307 | 298.09 | 01/28/2032 | 01/27/2023 | 8,980 | | 4,781,221 | | | 01/27/2023 | 11,216 | 22,432 | 344.45 | 01/27/2033 | 01/27/2023 | | 23,225 | 12,365,687 | | | 01/26/2024 | — | 29,766 | 391.40 | 01/26/2034 | 01/26/2024 | 11,854 | | 6,311,425 | | | | | | | | 01/26/2024 | | 20,439 | 10,882,337 | | Walter S. Berman | 01/31/2020 | 10,905(2) | | 165.41 | 01/31/2030 | 01/28/2022 | 1,359 | | 723,572 | | | 01/29/2021 | 23,206(2) | | 197.87 | 01/29/2031 | 01/28/2022 | | 7,548 | 4,018,782 | | | 01/28/2022 | 8,572 | 4,287 | 298.09 | 01/28/2032 | 01/27/2023 | 2,352 | | 1,252,275 | | | 01/27/2023 | 3,454 | 6,910 | 344.45 | 01/27/2033 | 01/27/2023 | | 6,532 | 3,477,833 | | | 01/26/2024 | — | 9,169 | 391.40 | 01/26/2034 | 01/26/2024 | 3,104 | | 1,652,663 | | | | | | | | 01/26/2024 | | 5,748 | 3,060,408 | | William F. Truscott | 01/31/2020 | 28,546(2) | | 165.41 | 01/31/2030 | 01/28/2022 | 1,132 | | 602,711 | | | 01/29/2021 | 18,276(2) | | 197.87 | 01/29/2031 | 01/28/2022 | | 6,290 | 3,348,985 | | | 01/28/2022 | 7,144 | 3,572 | 298.09 | 01/28/2032 | 01/27/2023 | 2,038 | | 1,085,092 | | | 01/27/2023 | 2,994 | 5,988 | 344.45 | 01/27/2033 | 01/27/2023 | | 5,661 | 3,014,086 | | | 01/26/2024 | — | 7,386 | 391.40 | 01/26/2034 | 01/26/2024 | 2,500 | | 1,331,075 | | | | | | | | 01/26/2024 | | 4,630 | 2,465,151 | | Joseph E. Sweeney | 01/31/2020 | 17,730(2) | | 165.41 | 01/31/2030 | 01/28/2022 | 664 | | 353,534 | | | 01/29/2021 | 11,324(2) | | 197.87 | 01/29/2031 | 01/28/2022 | | 3,690 | 1,964,667 | | | 01/28/2022 | 4,190 | 2,096 | 298.09 | 01/28/2032 | 01/27/2023 | 1,306 | | 695,354 | | | 01/27/2023 | 1,919 | 3,839 | 344.45 | 01/27/2033 | 01/27/2023 | | 3,628 | 1,931,656 | | | 01/26/2024 | | 5,246 | 391.40 | 01/26/2034 | 01/26/2024 | 1,776 | | 945,596 | | | | | | | | 01/26/2024 | | 3,289 | 1,751,162 | | William Davies(7) | 01/27/2023 | 688 | 1,376 | 344.45 | 01/27/2033 | 01/28/2022 | 952 | | 507,097 | | | 01/26/2024 | | 1,793 | 391.40 | 01/26/2034 | 01/27/2023 | 482 | | 256,446 | | | | | | | | 01/27/2023 | | 1,300 | 692,159 | | | | | | | | 01/26/2024 | 615 | | 327,333 | | | | | | | | 01/26/2024 | | 1,124 | 598,451 |

  95. SCHEDULE 14A

    (1) For better understanding of this table, we have included additional columns showing the grant date of stock options, restricted stock, and PSUs. (2) These stock options are fully vested. The vesting schedule for these stock options was disclosed in the tables from prior proxy statements. (3) Stock options vest according to the following:

  96. SCHEDULE 14A

    | Option Grant Date | Vesting Schedule | Remaining Vesting Dates | | 01/28/2022 | 33.33% vests each year for three years beginning one year from date of grant | 01/28/2025 | | 01/27/2023 | 33.33% vests each year for three years beginning one year from date of grant | 01/27/2025 and 01/27/2026 | | 01/26/2024 | 33.33% vests each year for three years beginning one year from date of grant | 01/26/2025, 01/26/2026, and 01/26/2027 |

  97. SCHEDULE 14A

    Restricted stock and deferred stock units vest according to the following:

  98. SCHEDULE 14A

    | Restricted Stock Grant Date | Vesting Schedule | Remaining Vesting Dates | | 01/28/2022 | 33.33% vests each year for three years beginning one year from date of grant | 01/28/2025 | | 01/28/2023 | 33.33% vests each year for three years beginning one year from date of grant | 01/27/2025 and 01/27/2026 | | 01/26/2024 | 33.33% vests each year for three years beginning one year from date of grant | 01/26/2025, 01/26/2026, and 01/26/2027 |

  99. SCHEDULE 14A

    (5) PSUs cliff vest at the end of the three-year performance period (e.g., the PSUs granted in 2024 will vest on the payout date in January 2027) and are subject to the achievement of the established performance measures. The PSU Awards have a minimum payout of 0% and a maximum payout of 150% of target based on average return on equity and earnings per share growth, with a total shareholder return modifier up or down 25 percentage points. (6) The market value of restricted stock and PSUs is based on a market closing price on the New York Stock Exchange of $532.43 on December 31, 2024. Mr. Davies received Ameriprise Financial Deferred Stock Options and Deferred Stock Units under the Threadneedle Deferral Plan instead of stock options and restricted stock which function similarly to stock options and restricted share units to U.S.-based NEOs. Dividends on Deferred Stock Units are accrued within the plan and are paid out as additional shares of common stock in Ameriprise Financial, Inc. on vesting. Option Exercises and Stock Vested in 2024 The following table contains all stock option exercises and vesting events of restricted stock units and PSUs for all named executive officers during fiscal year 2024.

  100. SCHEDULE 14A

    | | Option Awards | | Stock Awards | | Performance Share Units | | | | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise ($) | Number of Shares Acquired on Vesting (#) | Value Realized on Vesting ($)(5) | Number of Shares Acquired on Vesting (#) | Value Realized on Vesting ($)(5) | | James M. Cracchiolo | 39,834 | 8,853,107 | 4,490(1) | 1,757,386(i) | 53,506(4) | 21,033,744 (iv) | | | 25,000 | 9,993,500 | 4,215(2) | 1,649,751(ii) | | | | | | | 5,911(3) | 2,323,673(iii) | | | | Walter S. Berman | 25,000 | 9,993,500 | 1,175(1) | 459,895(i) | 21,544(4) | 8,469,162(iv) | | | | | 1,358(2) | 531,521(ii) | | | | | | | 2,210(3) | 868,773(iii) | | | | William F. Truscott | 30,958 | 6,565,573 | 1,019(1) | 398,837(i) | 16,971(4) | 6,671,470(iv) | | | 39,323 | 12,345,849 | 1,132(2) | 443,065(ii) | | | | | | | 1,743(3) | 685,191(iii) | | | | Joseph E. Sweeney | 24,485 | 10,396,086 | 653(1) | 255,584(i) | 10.505(4) | 4,129,621(iv) | | | 18,220 | 3,814,539 | 664(2) | 259,890(ii) | | | | | | | 1,078(3) | 423,773(iii) | | | | William Davies(6) | | | 238(1) | 93,065(i) | | | | | | | 939(2) | 367,649(ii) | | | | | | | 1,163(3) | 457,075(iii) | | |

  101. SCHEDULE 14A

    (1) On 01/27/2024, the following restricted stock units vested: • For Mr. Cracchiolo: a total of 4,490 shares vested, 1,808 of these shares were withheld to cover taxes, and a net of 2,682 shares were delivered. • For Mr. Berman: a total of 1,175 shares vested, 396 of these shares were withheld to cover taxes, and a net of 779 shares were delivered. • For Mr. Truscott: a total of 1,019 shares vested, 469 of these shares were withheld to cover taxes, and a net of 550 shares were delivered. • For Mr. Sweeney: a total of 653 shares vested, 208 of these shares were withheld to cover taxes, and a net of 445 shares were delivered. • For Mr. Davies: a total of 238 shares vested, 112 of these shares were withheld to cover taxes, and a net of 126 shares were delivered. (2) On 01/28/2024, the following restricted stock units vested: • For Mr. Cracchiolo: a total of 4,215 shares vested, 2,057 of these shares were withheld to cover taxes, and a net of 2,158 shares were delivered. • For Mr. Berman: a total of 1,358 shares vested, 458 of these shares were withheld to cover taxes, and a net of 900 shares were delivered. • For Mr. Truscott: a total of 1,132 shares vested, 521 of these shares were withheld to cover taxes, and a net of 611 shares were delivered. • For Mr. Sweeney: a total of 664 shares vested, 313 of these shares were withheld to cover taxes, and a net of 351 shares were delivered. • For Mr. Davies: a total of 939 shares vested, 442 of these shares were withheld to cover taxes, and a net of 497 shares were delivered. (3) On 01/29/2024, the following restricted stock units vested: • For Mr. Cracchiolo: a total of 5,911 shares vested, 2,855 of these shares were withheld to cover taxes, and a net of 3,026 shares were delivered. • For Mr. Berman: a total of 2,210 shares vested, 1,077 of these shares were withheld to cover taxes, and a net of 1,133 shares were delivered. • For Mr. Truscott: a total of 1,743 shares vested, 802 of these shares were withheld to cover taxes, and a net of 941 shares were delivered. • For Mr. Sweeney: a total of 1,078 shares vested, 510 of these shares were withheld to cover taxes, and a net of 568 shares were delivered. • For Mr. Davies: a total of 1,163 shares vested, 547 of these shares were withheld to cover taxes, and a net of 616 shares were delivered. (4) On 01/29/2024, the following PSU awards vested: • For Mr. Cracchiolo: a total of 53,506 shares vested, 27,377 of these shares were withheld to cover taxes, and a net of 26,129 shares were delivered. • For Mr. Berman: a total of 21,544 shares vested, 11,010 of these shares were withheld to cover taxes, and a net of 10,534 shares were delivered. • For Mr. Truscott: a total of 16,971 shares vested, 8,206 of these shares were withheld to cover taxes, and a net of 8,765 shares were delivered. • For Mr. Sweeney: a total of 10,505 shares vested, 5,216 of these shares were withheld to cover taxes, and a net of 5,289 shares were delivered. (5) The value realized on vesting for restricted stock and PSU awards was based on the market closing price of an Ameriprise share on the date of vesting. (i) For 01/27/2024, the market closing price was $391.40 per share. (ii) For 01/28/2024, the market closing price was $391.40 per share. (iii) For 01/29/2024, the market closing price was $393.11 per share. (iv) For 01/29/2024, the market closing price was $393.11 per share. Under the Threadneedle Deferral Plan, Mr. Davies received Ameriprise Financial Deferred Stock Options (“DSO”) and Ameriprise Financial Deferred Stock Units (“DSU”) which function similarly to stock options and restricted shares units to U.S.-based NEOs. Dividends on DSUs are accrued within the plan and are paid out as additional shares of common stock in Ameriprise Financial, Inc. on vesting. Non-Qualified Deferred Compensation for 2024 This table provides information about the Ameriprise Financial Deferred Compensation Plan. A U.S.-based named executive officer may only participate in the plan if he elects to defer receipt of compensation that would otherwise be payable in cash. All U.S.-based named executive officers elected to participate in the plan for the 2024 performance year. The amounts shown in the column “Executive Contributions” come from a deferral of the U.S.-based named executive officer’s cash incentive award. If the named executive officer had not chosen to defer these amounts, we would have paid these amounts in cash. The amounts shown in this column are part of the dollar amount shown in the Summary Compensation Table on page 65, in the column “Non-Equity Incentive Plan Compensation” for 2024. The amount shown in the column “Executive Contributions” is not an additional award to the named executive officer. Due to U.K. remuneration regulations, Mr. Davies, a non-U.S. based named executive officer, is required to have a portion of his variable compensation deferred into the Threadneedle Deferral Plan. Half of the deferred variable compensation is delivered in instruments linked to funds and vests in five equal parts at 12, 24, 36, 42 and 54 months from the date of grant subject to a six-month holding period between vesting and delivery in cash. The amounts shown in the column “Executive Contributions” for Mr. Davies are part of the dollar amount shown in the Summary Compensation Table on page 65, in the column “Non-Equity Incentive Plan Compensation” for 2024. The amount shown in the column “Executive Contributions” is not an additional award to Mr. Davies.

  102. SCHEDULE 14A

    | | Executive Contributions(1) ($) | Company Contributions(2) ($) | Aggregate Earnings in Last Fiscal Year(3) ($) | Aggregate Withdrawals/ Distributions in Last Fiscal Year(4) ($) | Aggregate Balance as of December 31, 2024(5) ($) | | James M. Cracchiolo | 1,700,000 | 425,000 | 33,360,571 | — | 151,861,815 | | Walter S. Berman | 665,000 | 166,250 | 8,797,302 | — | 41,410,493 | | William F. Truscott | 608,000 | 152,000 | 438,816 | (681,052) | 3,698,637 | | Joseph E. Sweeney | 476,000 | 119,000 | 248,024 | (415,129) | 2,288,729 | | William Davies* | 995,260 | — | 375,929(3a) | (833,283)(4a) | 2,856,481 |

  103. SCHEDULE 14A

    * Mr. Davies is compensated in GBP which is converted into USD for disclosure in this table. For purposes of this table, the spot exchange rate on December 31, 2024 ($1.2519) was used to convert GBP into USD. (1) These amounts are included in the Summary Compensation Table on page 65 in the column captioned “Non-Equity Incentive Compensation Plan Compensation” for 2024. These deferrals will not be credited to deferral accounts until after December 31, 2024 and therefore are not included in the column ‘Aggregate Balance as of December 31, 2024. (2) These amounts are included in the Summary Compensation Table on page 65 in the column labeled ‘All Other Compensation.’ U.S.-based executives received a 25% Company matching contribution on deferrals of 2024 cash incentive awards (deferrals eligible for matching contributions are limited to 20% of such awards). The Company matching contributions are notionally credited to the Ameriprise Common Stock Fund, which tracks the performance of Ameriprise Financial common stock and are subject to a three-year cliff vesting period. The Company matching contributions will not be credited to deferral accounts until after December 31, 2024, and therefore are not included in the column ‘Aggregate Balance as of December 31, 2024. (3) These amounts represent the change in market value on amounts previously deferred under the Deferred Compensation Plan for U.S.-based executives, based on the actual market-rate returns and dividend equivalents credited to deferral accounts for the period January through December 2024. Participants are able to allocate their deferrals among a number of investment options that track the performance of select mutual funds, Ameriprise Financial common stock, and the Moody’s Corporate Bond Yield Index. Future values are not guaranteed and will fluctuate based on changes in the market value of selected investment options. (3a) These amounts represent the change in market value on amounts previously deferred under the Threadneedle Deferral Plan for non-U.S.-based executives, based on the actual market-rate returns and dividend equivalents credited to deferral accounts for the period January through December 2024. Participants are able to allocate their deferrals among a number of investment options that track the performance of select Columbia Threadneedle investments. Future values are not guaranteed and will fluctuate based on changes in the market value of selected investment options. (4) These amounts represent distributions received in 2024 from compensation previously deferred by U.S.-based participants and related vested Company matching contributions. (4a) These amounts represent distributions received in 2024 from compensation previously deferred by non-U.S. based participants. Under the Threadneedle Deferral Plan, deferrals are held for six months after the vesting period and then delivered in cash. These numbers include amounts previously reported as compensation in Summary Compensation Tables for previous years for Messrs. Cracchiolo ($37,313,633); Berman ($13,315,013); Truscott ($10,567,548); and Sweeney ($3,712,000). The amounts shown in the table above for Messrs. Cracchiolo, Berman, Truscott, and Sweeney include amounts that they deferred prior to our spin-off from American Express Company as a public company on September 30, 2005. As a result, those amounts have not been previously reported as compensation in a Summary Compensation Table included in one of our annual meeting proxy statements. Each aggregate balance reflects the deduction of an $80 annual administrative fee. Pension Benefits in 2024 The following table presents information about the participation of our named executive officers in our retirement programs. Assumptions used for purposes of valuation are included in the footnotes.

  104. SCHEDULE 14A

    | | Plan | Number of Years Credited Service | Present Value of Accumulated Benefits(1) ($) | Payments Made During Fiscal 2024 ($) | | James M. Cracchiolo | Retirement Plan | 42 | 1,189,844 | — | | | Supplemental Retirement Plan | 42 | 21,620,147 | — | | | Total | 42 | 22,809,991 | — | | Walter S. Berman | Retirement Plan | 56 | 1,079,249 | — | | | Supplemental Retirement Plan | 56 | 9,024,773 | — | | | Total | 56 | 10,104,022 | — | | William F. Truscott | Retirement Plan | 23 | 449,805 | — | | | Supplemental Retirement Plan | 23 | 4,901,623 | — | | | Total | 23 | 5,351,428 | — | | Joseph E. Sweeney | Retirement Plan | 41 | 975,531 | — | | | Supplemental Retirement Plan | 41 | 3,551,584 | — | | | Total | 41 | 4,527,115 | — | | William Davies | Threadneedle Pension Plan | 16 | 1,736,692 | — |

  105. SCHEDULE 14A

    (1) The Ameriprise Financial Retirement Plan (“Retirement Plan”) is a defined benefit pension plan for U.S.-based executives, commonly referred to as a cash balance plan, which covers eligible employees of the Company. Each payroll period, the Company credits the account of each participating employee with an amount equal to a percentage of such employee’s pension eligible pay (generally, base salary and annual cash incentive compensation, subject to the applicable calendar year limit ($345,000 for 2024) but excluding long-term incentive compensation) for that period. The percentage varies with the employee’s age and years of service. The plan was amended on March 1, 2010, to lower the applicable contribution percentages and base it on years of service only and no longer considers an employee’s age. Employees who were eligible for the Retirement Plan on March 1, 2010 continue to receive the percentage that they were receiving under the “Previous Table” prior to the change, until and if such time the percentage under the “New Table” became more favorable. The Retirement Plan was further amended effective April 10, 2020, to close participation to new employees and to provide that contribution percentages for existing participants will no longer increase with additional years of service. Existing participants, however, will continue to receive the contribution percentage they were receiving in 2020 until they leave the Company or move to an ineligible position. New employees will not be eligible for the Retirement Plan and will instead receive a Company Base Contribution in the Ameriprise Financial 401(k) Plan. Employees who participate in the Retirement Plan are not eligible for the Company Base Contribution.

  106. SCHEDULE 14A

    | Previous Table Sum of Age Plus Years of Service | Applicable Percentage (%) | | Less than 35 | 2.50 | | 35 – 44 | 3.25 | | 45 – 59 | 4.25 | | 60 – 74 | 5.75 | | 75 – 89 | 8.00 | | 90 or more | 10.00 |

  107. SCHEDULE 14A

    | New Table (effective March 1, 2010) (will not increase after April 2020) Years of Service | Applicable Percentage (%) | | Less than 5 | 2.50 | | 5 – 9 | 3.25 | | 10 – 14 | 4.00 | | 15 and over | 5.00 |

  108. SCHEDULE 14A

    The Retirement Plan credits participants with interest on their balances. The Retirement Plan sets the fixed interest rate each year based on the average of the daily five-year U.S. Treasury Note yields for the previous October 1 through November 30. The minimum interest rate is 5%. The maximum rate is the lower of 10% or a specific rate set by the U.S. government under the tax laws. For 2024, the interest rate was 5%. When an employee retires or terminates employment and is vested, the Retirement Plan will pay out the cash balance amounts. The Retirement Plan will make these payments in the form and at the time the employee elects, including payment in a single lump sum or as an annuity. An annuity obligates the Retirement Plan to make payments in monthly installments over time, in amounts based on plan assumptions as to life expectancy and the value of making payments in the future. Employees may choose similar methods of payment for benefits they earned before July 1, 1995. The Retirement Plan balances vest after completing three years of service or employee attains age 65, become disabled or die while an active employee. The Retirement Plan was amended effective April of 2020. There will be no new entrants into the Retirement Plan and no increase in the contribution allocation percentage for those who remain eligible for the Retirement Plan after the effective date. New hires will receive an additional Company contribution under the Ameriprise Financial 401(k) Plan instead of a benefit under the Retirement Plan. The Ameriprise Financial Supplemental Retirement Plan (“SRP”) is a non-qualified pension plan that allows participants to receive contributions on pension earnings that exceed applicable limits under the Internal Revenue Code of 1986, as amended and cannot be allocated to the qualified Retirement Plan. The SRP balances vest after completing three years of service, or if an employee attains age 65, becomes disabled or dies while an active employee. The Retirement Plan account balances for Messrs. Cracchiolo, Berman, Truscott, and Sweeney as of December 31, 2024, were $1,189,844; $1,079,249; $451,924; and $983,202, respectively. The SRP account balances for Messrs. Cracchiolo, Berman, Truscott, and Sweeney as of December 31, 2024, were $21,846,804; $9,119,385; $4,969,628; and $3,608,909, respectively. For all of the U.S.-based named executive officers, their Retirement Plan or SRP balances are fully vested. The December 31, 2024, values shown in the table above for the Retirement Plan assumes a discount rate of 5.66 % and a discount rate of 5.47% for the SRP. The values assume an interest crediting rate of 5.00% and a retirement age of 65, or current age for Mr. Berman, for both the Retirement Plan and the SRP. The U.K.-based NEO, Mr. Davies, is a member of the Threadneedle Pension Plan (the “TPP”), an approved U.K. defined benefit retirement plan that on retirement provides a pension annuity, payable for the lifetime of the member. The plan closed to new members on October 1, 2005 and was amended for active participants effective May 1, 2020, with accrual of pensionable service frozen as at April 30, 2020 (link to pensionable earnings remained). Pension annuity is therefore calculated by reference to the employee’s period of employment up to April 30, 2020, and pensionable salary at the date of retirement or earlier exit from employment. The December 31, 2024 value shown in the table above for Mr. Davies assumes a discount rate of 5.55% per annum. As Mr. Davies has passed the minimum pension age for the plan (which is 60), for the purposes of calculating his pension annuity value, it is assumed that he retired immediately on the accounting date. Mr. Davies is compensated in GBP which is converted into USD for disclosure in this table. For purposes of this table, the spot exchange rate on December 31, 2024 ($1.25190) was used to convert GBP into USD. Potential Payments Upon Termination or Change of Control for Named Executive Officers The tables below describe the potential termination payments for the named executive officers under various termination of employment scenarios as if they occurred on December 31, 2024. As noted earlier, the Company does not have employment, severance, or change in control agreements with any of the named executive officers, except where required by local regulations or practices (e.g., Mr. Davies’ terms of employment reflect applicable legal requirements and practice in the U.K.). Rather, the rights of our executives with respect to specific events, including death, disability, severance, retirement, or a change in control of the Company, are covered by certain compensation and benefit plans of the Company, the material terms of which are summarized below. We are providing two sets of tables for each named executive officer to show you what the officer would receive if he no longer worked for the Company. The first table shows the vested plan amounts that the named executive officer would receive if he left the Company for any reason. Any other employee participating in these plans would also receive any vested amounts in these plans if he no longer worked for the Company. The second table shows what the named executive officers would receive under various hypothetical situations resulting in a termination of their employment. The second table does not include amounts disclosed in the first table. Both tables assume that the named executive officer’s employment terminated on December 31, 2024. Because the numbers disclosed are calculated as of that date and are subject to other estimates and assumptions, the actual amounts the named executive officer may receive may differ materially from those shown in the tables. Additional information on the calculations for the payouts are outlined in the common set of footnotes to the tables. Unless otherwise specified in the common set of footnotes to the tables, all payments and benefits would be provided by Ameriprise Financial, Inc. In addition to the amounts disclosed in these tables, the named executive officers would also receive any restricted stock units and restricted stock (or deferred stock units in the case of Mr. Davies) that vested on or before their termination date. The officer would also be able to exercise any vested stock options (or deferred stock options in the case of Mr. Davies). For more information, please see the Outstanding Equity Awards at Fiscal Year-End 2024 table on page 68. Ameriprise Financial Senior Executive Severance Plan Messrs. Cracchiolo, Berman, Truscott and Sweeney are covered under the Company’s Senior Executive Severance Plan. To be eligible for severance benefits under this plan, a U.S.-based named executive officer must be terminated in connection with a workforce reduction, closure, or other similar event. Additionally, an employee who is involuntarily or constructively terminated within two years after a change in control is eligible for severance benefits. The severance amount is based upon a multiple of (i) the named executive officer’s annual base compensation plus (ii) the average bonus and incentive amount over the previous three years. The named executive officer also is entitled to the bonus amount that he otherwise would have received for the year in which the termination occurred, pro-rated for the period of employment during that year. During the severance period, medical and dental benefits will continue, and the Company has the right to continue other programs.

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    The severance amount is payable in installments according to our regular payroll schedule, except that the payments which would be made during the sixth month period following termination will be made in a lump sum on the first payroll period of the seventh month following termination. If the named executive officer is reemployed by us, he must repay any severance amounts paid and forfeit any severance amounts not yet paid to the extent that those amounts relate to the portion of the severance period after the date of reemployment. In addition, named executive officers who incur an involuntary or constructive termination within two years after a change in control will have a credit made to their book reserve account in the Ameriprise Financial Supplemental Retirement Plan as of the date of termination equal to the value of employer contributions that would have been made to the Ameriprise Financial Retirement Plan, the Ameriprise Financial 401(k) Plan, the Ameriprise Financial Supplemental Retirement Plan, or other similar plans during the period for which the employee receives severance payments under this Plan. A change in control under the Senior Executive Severance Plan generally occurs if an unrelated person or entity acquires at least 30% of the voting power of our securities, an unrelated person or entity acquires at least 50% of the total voting power of our securities and at least 50% of the total fair market value of our equity or assets, or a majority of our Board is replaced during any 12-month period with persons whose appointment or election is not endorsed by a majority of our Board before the date of appointment or election. A constructive termination occurs if, within two years after a change in control, a named executive officer resigns or otherwise terminates employment without consent for any of the following reasons: (i) a reduction in overall total compensation opportunity; (ii) relocation to a location more than 35 miles from the named executive officer’s primary residence and more than 50 miles from the named executive officer’s then current work location; or (iii) a significant reduction in the named executive officer’s position, title, duties, or responsibilities. To constitute a constructive termination, the named executive officer must provide the Company with a thirty-day period to remedy the situation. With regard to golden parachute taxes, the best net approach is used, under which a named executive officer will receive reduced severance benefits if it results in a more favorable after-tax benefit for the officer. Mr. Davies is based in the U.K. and not eligible under the Company’s Senior Executive Severance Plan. If his employment is involuntarily terminated not for cause, he is contractually entitled to six months’ notice pay (whether he is required to work his notice period or not). During this notice period all benefits will continue. Additionally, Mr. Davies would be eligible for a severance payment based upon a percentage of (i) his annual base salary plus (ii) the average bonus and incentive amount over the previous two years prorated for the number of completed months in the performance year in which the termination occurs. Furthermore, if the circumstances of the involuntary not for cause termination amounted to a redundancy under local law Mr. Davies would also qualify for a statutory redundancy payment. Accelerated Vesting of Equity Compensation We do not provide for any “single-trigger” acceleration of unvested incentive compensation upon a change in control for awards of equity compensation granted. Instead, the vesting of awards will only accelerate upon a “double-trigger” (change in control followed by termination for good reason or involuntary termination not for cause within two years). Annual Cash Incentive Compensation A pro rata annual cash incentive award may become payable in the event an executive is involuntarily or constructively terminated within two years of a change in control. The pro rata payment of these awards rewards the executive for performance prior to the change in control of his or her performance prior to the change in control transactions. Detrimental Conduct Agreements To help protect our competitive position, the U.S.-based named executive officers have signed detrimental conduct agreements. Detrimental conduct includes: working for certain competitors; soliciting our customers or employees; and disclosing confidential information for a period of up to one year after termination of employment. The detrimental conduct agreements include a provision that requires the named executive officers to forfeit or repay the proceeds from some or all of their long-term incentive awards received up to two years prior to the end of their employment if they engage in conduct that is detrimental to us. In addition, the severance and post-employment benefits described above require the named executive officer to sign an agreement that includes a general release and other restrictive covenants, in addition to the detrimental conduct agreement. The detrimental conduct agreement was updated in April 2023 in conjunction with the restatement of the Company’s 2005 Incentive Compensation Plan and the termination of the Ameriprise Financial 2008 Employment Incentive Equity Award Plan. Key provisions of the policy, including the repayment terms, were not changed. The detrimental conduct agreement provides more details about the noncompete and nonsolicitation provisions, and also address the enforceability in a few states with different employment laws. In the U.K., Mr. Davies’ employment contract includes protective covenants covering non-solicitation of our customers and employees; non-interference with our suppliers and disclosing confidential information for a period of up to six months after termination of employment. James M. Cracchiolo The following tables describe the potential termination payments for Mr. Cracchiolo for the various termination of employment scenarios, assuming separation of employment on December 31, 2024. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 68.

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    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 1,189,844 | | 401(k) Plan | 8,997,461 | | Supplemental Retirement Plan | 23,683,837 | | Deferred Compensation Plan | 151,861,815 | | Total | $185,732,957 |

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    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | Voluntary Termination/ Retirement ($) | For Cause Termination ($) | Involuntary Not for Cause Termination ($) | Involuntary or Good Reason Termination following a Change in Control(10) ($) | Termination Due to Disability ($) | Termination Due to Death ($) | | Severance benefit(2) | — | — | 19,166,667 | 28,750,000 | — | — | | Payment of annual cash incentive award(3) | 8,500,000 | — | 8,500,000 | 8,250,000 | 8,500,000 | 8,500,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 23,480,873 | 23,480,873 | 23,480,873 | | Accelerated vesting of stock options(4) | — | — | — | 11,064,349 | 11,064,349 | 11,064,349 | | Accelerated vesting of restricted stock units(4) | — | — | — | 13,337,904 | 13,337,904 | 13,337,904 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 2,352,500 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 33,454 | 50,181 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 1,000,000 | | Present value of disability benefits(9) | — | — | — | — | 411,246 | — | | Total | 8,500,000 | — | 27,700,121 | 87,285,807 | 56,794,372 | 57,383,126 |

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    Walter S. Berman The following tables describe the potential termination payments for Mr. Berman for the various termination of employment scenarios, assuming separation of employment on December 31, 2024. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 68.

  113. SCHEDULE 14A

    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 1,079,249 | | 401(k) Plan | 1,504,394 | | Supplemental Retirement Plan | 9,370,736 | | Deferred Compensation Plan | 41,410,493 | | Total | $53,364,872 |

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    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | Voluntary Termination/ Retirement ($) | For Cause Termination ($) | Involuntary Not for Cause Termination ($) | Involuntary or Good Reason Termination following a Change in Control(10) ($) | Termination Due to Disability ($) | Termination Due to Death ($) | | Severance benefit(2) | — | — | 5,834,000 | 11,668,000 | — | — | | Payment of annual cash incentive award(3) | 3,325,000 | — | 3,325,000 | 3,159,000 | 3,325,000 | 3,325,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 7,357,473 | 7,357,473 | 7,357,473 | | Accelerated vesting of stock options(4) | — | — | — | 3,596,661 | 3,596,661 | 3,596,661 | | Accelerated vesting of restricted stock units(4) | — | — | — | 3,628,510 | 3,628,510 | 3,628,510 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 1,219,300 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 24,464 | 48,929 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 675,000 | | Present value of disability benefits(9) | — | — | — | — | — | — | | Total | 3,325,000 | — | 9,183,464 | 30,677,873 | 17,907,644 | 18,582,644 |

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    William F. Truscott The following tables describe the potential termination payments for Mr. Truscott for the various termination of employment scenarios, assuming separation of employment on December 31, 2024. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 68.

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    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 451,924 | | 401(k) Plan | 1,803,454 | | Supplemental Retirement Plan | 5,547,236 | | Deferred Compensation Plan | 3,698,637 | | Total | $11,501,251 |

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    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | Voluntary Termination/ Retirement ($) | For Cause Termination ($) | Involuntary Not for Cause Termination ($) | Involuntary or Good Reason Termination following a Change in Control(10) ($) | Termination Due to Disability ($) | Termination Due to Death ($) | | Severance benefit(2) | — | — | 5,187,500 | 10,375,000 | — | — | | Payment of annual cash incentive award(3) | 3,040,000 | — | 3,040,000 | 2,655,000 | 3,040,000 | 3,040,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 6,180,092 | 6,180,092 | 6,180,092 | | Accelerated vesting of stock options(4) | — | — | — | 3,004,334 | 3,004,334 | 3,004,334 | | Accelerated vesting of restricted stock units(4) | — | — | — | 3,018,878 | 3,018,878 | 3,018,878 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 571,250 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 25,957 | 51,913 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 675,000 | | Present value of disability benefits(9) | — | — | — | — | 564,191 | — | | Total | 3,040,000 | — | 8,253,457 | 25,856,467 | 15,807,495 | 15,918,304 |

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    Joseph E. Sweeney The following tables describe the potential termination payments for Mr. Sweeney for the various termination of employment scenarios, assuming separation of employment on December 31, 2024. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 68.

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    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 983,202 | | 401(k) Plan | 2,477,997 | | Supplemental Retirement Plan | 3,719,084 | | Deferred Compensation Plan | 2,288,729 | | Total | $9,469,012 |

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    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | Voluntary Termination/ Retirement ($) | For Cause Termination ($) | Involuntary Not for Cause Termination ($) | Involuntary or Good Reason Termination following a Change in Control(10) ($) | Termination Due to Disability ($) | Termination Due to Death ($) | | Severance benefit(2) | — | — | 4,160,000 | 8,320,000 | — | — | | Payment of annual cash incentive award(3) | 2,380,000 | — | 2,380,000 | 1,995,000 | 2,380,000 | 2,380,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 3,836,158 | 3,836,158 | 3,836,158 | | Accelerated vesting of stock options(4) | — | — | — | 1,952,675 | 1,952,675 | 1,952,675 | | Accelerated vesting of restricted stock units(4) | — | — | — | 1,994,483 | 1,994,483 | 1,994,483 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 718,100 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 31,316 | 62,632 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 650,000 | | Present value of disability benefits(9) | — | — | — | — | 658,446 | — | | Total | 2,380,000 | — | 6,571,316 | 18,879,048 | 10,821,762 | 10,813,316 |

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    William Davies* The following tables describe the potential termination payments for Mr. Davies for the various termination of employment scenarios, assuming separation of employment on December 31, 2024. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 68.

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    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Threadneedle Pension Plan | $1,736,692 | | Threadneedle Fund Deferral Plan | 315,861 | | Total | $2,052,553 |

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    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | Voluntary Termination/ Retirement ($) | For Cause Termination ($) | Involuntary Not for Cause Termination ($) | Involuntary or Good Reason Termination following a Change in Control(10) ($) | Termination Due to Disability ($) | Termination Due to Death ($) | | Severance benefit(2) | — | — | 3,195,475 | — | — | — | | Payment of annual cash incentive award(3) | 1,327,014 | — | — | — | 1,327,014 | 1,327,014 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 660,923 | 660,923 | 660,923 | | Accelerated vesting of stock options(4) | — | — | 213,525 | 511,527 | 511,527 | 511,527 | | Accelerated vesting of restricted stock units(4) | — | — | 744,252 | 1,090,876 | 1,090,876 | 1,090,876 | | Payout of life insurance benefits(8) | — | — | — | — | — | 3,704,771 | | Total | 1,327,014 | — | 4,153,252 | 2,263,326 | 3,590,340 | 7,295,111 |

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    * Mr. Davies is compensated in GBP which is converted into USD for disclosure in this table. For purposes of this table, the spot exchange rate on December 31, 2024 ($1.25190) was used to convert GBP into USD. (1) In the event of termination of employment for any reason, the U.S.-based executives (Messrs. Cracchiolo, Berman, Truscott, and Sweeney) are eligible to receive these vested amounts under the Company’s retirement, 401(k), supplemental retirement, and deferred compensation plans while the U.K. based executive (Mr. Davies) is eligible to receive these vested amounts under the Threadneedle Pension Plan (applicable in the event of termination of employment for any reason other than the death of the executive) and the Threadneedle Deferral Plan. The amounts deferred under the Company’s Deferred Compensation Plan will also be paid out immediately to the U.S.-based executive following a change in control, including any amounts of unvested Company match which will become vested upon a change in control. (2) Under the U.S.-based Ameriprise Financial Senior Executive Severance Plan, the severance multiples for involuntary not for cause termination unrelated to a change in control are two times the sum of base salary and the average annual cash incentive award over the previous three years for Mr. Cracchiolo. For the named executive officers other than Mr. Cracchiolo, the severance multiple is one and one-half times the sum of base salary and the average annual cash incentive award over the last three years. For involuntary termination not for cause or constructive termination within two years following a change in control, severance is equal to the following multiples of the sum of base salary plus the average annual cash incentive award received over the previous three years: Mr. Cracchiolo (three times); Messrs. Berman, Truscott, and Sweeney (three times); and any new U.S.-based executive officer hired or promoted after March 19, 2008 (two times). For all participants under the Ameriprise Financial Senior Executive Severance Plan, the severance benefit is payable in biweekly installments, beginning on the seventh month following the executive’s termination of employment (i.e., following a six-month delay), not exceeding the duration during which the executive is entitled to receive severance benefits under the plan. Mr. Davies is based in the United Kingdom and would receive benefits under his employment agreement. If his employment is involuntarily terminated not for cause, he is contractually entitled to six months’ notice pay (whether he is required to work his notice period or not). During this notice period all benefits will continue. Additionally, Mr. Davies would be eligible for a severance payment based upon a percentage of (i) his annual base salary plus (ii) the average bonus and incentive amount over the previous two years prorated for the number of completed months in the performance year in which the termination occurs. Furthermore, if the circumstances of the involuntary not for cause termination amounted to a redundancy under local law Mr. Davies would also qualify for a statutory redundancy payment in the amount of £21,000/$26,289.90. (3) If an executive leaves due to involuntary not for cause termination unrelated to change in control, retirement, death or disability, the amount paid to the executive for their annual cash incentive award for the year in which their termination of employment occurs is prorated to reflect the period of the year that was worked, based on actual performance, and fully discretionary. The hypothetical amount shown in the table is based on the actual cash incentive award earned for 2024 performance. In the event of involuntary termination not for cause within two years of a change of control, the U.S.-based executive will receive the average of the prior two years’ annual cash incentive awards in a lump sum following the executive’s termination of employment. The hypothetical amount shown in the table is based on the average of the actual cash incentive awards earned for 2022 and 2023. In the event of termination by the Company for reasons other than cause, Mr. Davies may be considered, at the discretion of the Company, for a cash payment in lieu of an annual incentive compensation award, taking into consideration all circumstances the Company deems relevant, including the circumstances of Mr. Davies leaving and his contributions to the Company over his career. In the event of Involuntary Not for Cause Termination, a portion of the severance benefit amount already includes the average bonus and incentive amount over the previous two years prorated for the number of completed months in the performance year in which the termination occurs, so no additional incentive amount will be award (beyond what is already included in severance). In the event of death or disability, vesting accelerates for all outstanding stock options, restricted shares, and on a prorated basis for all outstanding performance shares. For all awards, vesting of outstanding stock options, restricted shares/deferred stock units, and performance shares is not accelerated solely due to a change in control and also requires an involuntary or good reason termination of employment within two years following the change in control. In such an instance, vesting is accelerated in full for outstanding stock options and restricted shares/deferred stock units and on a prorated basis for outstanding performance shares. In the event of retirement, outstanding restricted shares/deferred stock units, performance shares, and stock options/ deferred stock options will continue to vest according to their original schedule. In the event of death or disability, vesting accelerates for all outstanding deferred stock units and are paid out immediately. In the event of involuntary termination not for cause, deferred stock units scheduled to vest in the next 12 months will vest as scheduled. All other deferred stock units are forfeited. (5) In the event of involuntary termination not for cause or constructive termination within two years of a change of control, the U.S.-based executives will receive the value of Company contributions that would have been made on his behalf to the Company’s retirement, 401(k), and supplemental retirement plans during the severance period. Immediately upon a change in control, the entire value of each executive’s account under the supplemental retirement plan will be transferred to a trust established for this purpose. Continued contributions will be credited to the executive’s account under the supplemental retirement plan as of the date of the executive’s termination of employment. Payment is made from the trust in a lump sum or annual installments based on the executive’s distribution election under the supplemental retirement plan. (6) In the event of a change of control, death or disability, vesting fully accelerates on the Company match portion of the deferred compensation plan for all U.S.-based participants, and each participant is paid his deferred compensation plan balance shortly following the triggering event (i.e., death, disability, or change in control). For participants who are retirement eligible (applicable to our named executive officers), the Company match is currently fully vested. (7) In the event of involuntary termination not for cause or good reason termination of employment within two years of the change in control, the U.S.-based executive is provided continued participation in the medical, dental, and life insurance benefits during the severance period. (8) For U.S.-based executives, reflects the life insurance benefit payable for both Company-provided and employee-purchased coverage. All employees including the named executive officers are provided a Company-funded coverage of one times the base salary.

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    For Mr. Davies, a U.K.-based executive, reflects the life insurance benefit payable for Company provided coverage at four times annual base salary (capped at the U.K. notional earnings cap of £223,800 / $280,175 for the 2023/24 U.K. tax year) plus eight times annual base salary in excess of the notional earnings cap, plus the capital value of a spouse’s pension of £56,536 / $70,777 per annum paid from the Threadneedle Pension Plan. (9) In the event of disability, the U.S. based executive would be eligible to receive disability income as long as they remained disabled until reaching age 65. The amount shown indicates the present value of potential future disability payments that would be received between December 31, 2024 and the executive reaching age 65, using a 5.66% discount rate. (10) Named executive officers are not eligible to receive a payment from the Company to put the executive in the same after-tax position as if no excise taxes under Internal Revenue Code Section 280G had been imposed. Beginning in 2012, named executive offers are no longer eligible to receive a payment from the Company to put the executive in the same after- tax position as if no excise taxes under the Internal Revenue Code Section 280G has been imposed. This excise tax reimbursement and gross up by the Company was eliminated for all executive officers. CEO Pay Ratio Securities and Exchange Commission rules require public companies to disclose the ratio of the annual total compensation of their chief executive officer to the median of the annual total compensation of all of the Company’s employees, other than the chief executive officer. For Ameriprise we explain below how we made reasonable efforts to identify the median employee and calculate both the individual’s annual total compensation and the annual total compensation of our chief executive officer for this purpose. As permitted by the Securities and Exchange Commission, we have used reasonable estimates, assumptions, and methodologies to prepare this disclosure. Because the Securities and Exchange Commission gives companies flexibility to calculate their CEO pay ratio in a manner that best suits their facts and circumstances, our CEO pay ratio is specific to Ameriprise and should not be used as a basis for comparison with the CEO pay ratios disclosed by other companies. Consistent with prior years, we identified our median employee by using total cash compensation: base salary plus any cash bonuses or commissions. Our median employee is the same median employee we used to calculate our 2023 pay ratio. We included the total cash compensation of our approximately 13,600 full- and part-time employees — including our employee financial advisors — from all 21 countries in which we operate. We did not include our approximately 8,200 franchise financial advisors even though they form a significant part of our business, because they — and their staff — are not our employees. We did not make any cost-of-living adjustments, or account separately for regional pay differences other than converting foreign currencies to U.S. dollars. Next, we calculated our median employee’s annual total compensation using the same methodology that we use for our chief executive officer and our other named executive officers for purposes of the Summary Compensation Table on page 65. We then added the value of Company-provided insurance. This is consistent with how we communicate with our employees through our My Ameriprise employee value proposition. Using this methodology, our median employee’s annual total compensation for 2024 was $134,226. We also added the value of Company-provided insurance ($16,727) to our CEO’s 2024 annual total compensation as reported in the Summary Compensation Table. The resulting ratio of our CEO’s annual total compensation to the annual total compensation of our median employee was 210:1. When excluding our employees based in India, the median annual total compensation for employees, other than our CEO, was $147,252. The ratio of this employee’s compensation to that of our CEO was 191:1. Pay Versus Performance The following table sets forth compensation information of our Principal Executive Officer (“PEO”) and our non-PEO NEOs along with total shareholder return, net income, and Adjusted Operating Earnings Per Share excluding Unlocking (diluted) performance results for our fiscal years ending in 2020, 2021, 2022, 2023 and 2024 in accordance with Item 402(v) of Regulation S-K. The amounts reported in this table are not additional amounts received by our PEO and non-PEO NEOs to the amounts reported in the Summary Compensation Table. The calculations and analysis below do not necessarily reflect the Company’s approach to aligning executive compensation with performance. For information concerning the Company’s compensation philosophy and how the Company aligns executive compensation with financial performance, refer to the Compensation Discussion and Analysis section of this Proxy Statement, beginning on page 44.

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    | Year(1) (a) | Summary Compensation Table Total for PEO ($) (b) | Compensation Actually Paid to PEO(2)(3) ($) (c) | Average Summary Compensation Table Total for Non-PEO NEOs ($) (d) | Average Compensation Actually Paid to Non-PEO NEOs(2)(3) ($) (e) | Value of Initial Fixed $100 Investment Based on:(5) | | GAAP Net Income(7) ($m) (h) | Adjusted Operating EPS excluding Unlocking (diluted)(7)(8) (i) | | | | | | | Total Shareholder Return (f) | Peer Group Total Shareholder Return(6) (g) | | | | 2024 | 28,144,215 | 55,940,095(4) | 7,000,039 | 12,146,344(4) | $350 | $173 | $3,401 | $35.07 | | 2023 | 28,378,031 | 48,624,071 | 6,822,427 | 11,135,219 | $246 | $133 | $2,556 | $29.58 | | 2022 | 22,847,623 | 34,989,082 | 6,142,835 | 8,829,365 | $199 | $118 | $3,149 | $24.43 | | 2021 | 21,229,464 | 63,512,752 | 7,395,895 | 20,347,877 | $189 | $132 | $3,417 | $22.53 | | 2020 | 20,794,703 | 43,974,265 | 6,831,573 | 13,278,643 | $120 | $98 | $1,534 | $16.86 |