DEF 14A of Ameriprise Financial Inc, Mar 20, 2026

DEF 14A of Ameriprise Financial Inc

Filed Mar 20, 2026 · FY20250001104659-26-032725

Open on EDGAR

  1. SCHEDULE 14A

    SCHEDULE 14A Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 (Amendment No. ) Filed by the Registrant ☒ Filed by a Party other than the Registrant ☐ Check the appropriate box:

  2. SCHEDULE 14A

    | ☐ | Preliminary Proxy Statement |

  3. SCHEDULE 14A

    | ☐ | Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) |

  4. SCHEDULE 14A

    | ☒ | Definitive Proxy Statement |

  5. SCHEDULE 14A

    | ☐ | Definitive Additional Materials |

  6. SCHEDULE 14A

    | ☐ | Soliciting Material Pursuant to §240.14a-12 |

  7. SCHEDULE 14A

    Ameriprise Financial Inc. (Name of Registrant as Specified In Its Charter) (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check all boxes that apply):

  8. SCHEDULE 14A

    | ☒ | No fee required. |

  9. SCHEDULE 14A

    | ☐ | Fee paid previously with preliminary materials. |

  10. SCHEDULE 14A

    | ☐ | Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11. |

  11. SCHEDULE 14A

    | | Message from our Chairman and Chief Executive Officer March 20, 2026 Dear Fellow Shareholders: We invite you to join us for the Ameriprise Financial Annual Meeting of Shareholders, which will be held virtually on Wednesday, April 29, 2026, at 11:00 a.m. Central time via a live webcast. Details on how to access the virtual meeting are on the following page. At the meeting, we will provide an update on our business and review our results in 2025 – a year that marked the 20th anniversary of Ameriprise becoming an independent, publicly traded company, building upon our more than 130-year legacy. Ameriprise stands tall as a global financial services leader: we’re focused on serving clients exceptionally well, reinforcing our strong reputation in the marketplace and generating long-term shareholder value. This proxy statement provides detailed information about our business strategy and performance, corporate governance practices, shareholder engagement and executive compensation. We encourage you to review the proxy materials and vote online, by phone or by mail. You will also have the opportunity to vote during the meeting. On behalf of my fellow directors and everyone at Ameriprise, thank you for your continued support. Sincerely, James M. Cracchiolo Chairman and CEO | | Please join us for our Annual Meeting of Shareholders April 29, 2026 | |

  12. SCHEDULE 14A

    Notice of 2026 Annual Meeting of Shareholders

  13. SCHEDULE 14A

    | | Date & Time Wednesday, April 29, 2026 11:00 a.m. Central time | | Location www.virtualshareholdermeeting.com/amp2026 | | Record Date March 2, 2026 |

  14. SCHEDULE 14A

    Voting Matters At or before the 2026 Annual Meeting of Shareholders (“Annual Meeting”), we ask that you vote on the following items:

  15. SCHEDULE 14A

    | Proposal | | Board Recommendation | Page Reference | | Item 1 | Election of eight director nominees named in the proxy statement | Vote FOR each director nominee | 13 | | Item 2 | Ratification of the appointment of PricewaterhouseCoopers LLP as our independent registered public accounting firm for 2026 | Vote FOR | 40 | | Item 3 | Approval of the compensation of the named executive officers by a nonbinding advisory vote | Vote FOR | 42 | | | In addition, we will transact any other business that may properly come before the meeting. | | |

  16. SCHEDULE 14A

    How to vote

  17. SCHEDULE 14A

    | | By Internet. Go to the website at www.proxyvote.com, 24 hours a day, seven days a week. You will need the control number that appears on your proxy card or on your Notice of Internet Availability of Proxy Materials. | | | By Telephone. Call 1-800-690-6903, 24 hours a day, seven days a week. You will need the control number that appears on your proxy card. | | | By Mail. If you received a full set of printed materials, sign and date your proxy card exactly as your name appears, and return it in the postage-paid envelope provided. If you received a Notice of Internet Availability of Proxy Materials, you may request a proxy card by following the instructions in your Notice. You do not need to mail the proxy card if you vote online or by telephone. | | | During the Meeting. Go to virtualshareholdermeeting.com/amp2026. You will need the control number that appears on your proxy card or on your Notice of Internet Availability of Proxy Materials. |

  18. SCHEDULE 14A

    Beginning on March 20, 2026, we will mail or otherwise make available to each of our shareholders a Notice of Internet Availability of Proxy Materials, which contains instructions on how to access our proxy materials and vote online. If you attend the Annual Meeting virtually, you may withdraw your proxy and vote online during the Annual Meeting, if you so choose. Your vote is important, and we encourage you to vote promptly, whether or not you plan to attend the Annual Meeting.

  19. SCHEDULE 14A

    | By order of the Board of Directors, Wendy B. Mahling Senior Vice President — Corporate Secretary March 20, 2026 | | | | Your vote is important. |

  20. SCHEDULE 14A

    We are providing these proxy materials to you in connection with the solicitation of proxies by the Board of Directors of Ameriprise Financial, Inc. for the 2026 Annual Meeting of Shareholders and for any adjournment or postponement of the meeting. In this proxy statement, we may also refer to Ameriprise Financial, Inc. as “Ameriprise Financial,” “Ameriprise,” “the Company,” “we,” “our” or “us.”

  21. SCHEDULE 14A

    | Proxy Summary | 6 | | Corporate Governance | 13 | | Item 1 — Election of the Eight Director Nominees | 13 | | Nominees for Director | 14 | | Director Experience and Qualifications | 18 | | Board Leadership Structure | 20 | | Board’s Role in Risk Oversight | 21 | | Board’s Role in Strategic Planning | 23 | | Committees of the Board | 23 | | Year-Round Review of Board Composition and Succession | 26 | | Shareholder Engagement | 27 | | Communicating with Directors | 28 | | Board Practices | 29 | | Corporate Governance Documents and Policies | 31 | | Compensation of Directors | 32 | | Compensation Philosophy for Outside Directors | 32 | | 2025 Annual Compensation for Outside Directors | 33 | | Compensation Paid to Outside Directors in 2025 | 35 | | Deferred Share Units Issued to Outside Directors in 2025 | 35 | | Ownership of our Common Shares | 37 | | Report of the Audit and Risk Committee | 39 | | Item 2 — Ratification of the Appointment of Our Independent Registered Public Accounting Firm | 40 | | Item 3 — To Approve the Compensation of the Named Executive Officers by a Nonbinding Advisory Vote | 42 |

  22. SCHEDULE 14A

    | 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 | | 2025 Financial Performance Assessment | 49 | | Business and Strategic Performance Assessment | 50 | | 2025 NEO Compensation and Performance Summary | 53 | | PSU Program | 57 | | Compensation Policies and Practices | 58 | | Supplemental Total Direct Compensation Table | 61 | | Compensation Tables | 62 | | Summary Compensation Table | 62 | | Grants of Plan-Based Awards in 2025 | 64 | | Outstanding Equity Awards at Fiscal Year-End 2025 | 65 | | Option Exercises and Stock Vested in 2025 | 66 | | Non-Qualified Deferred Compensation for 2025 | 67 | | Pension Benefits in 2025 | 68 | | Potential Payments Upon Termination or Change of Control for Named Executive Officers | 69 | | CEO Pay Ratio | 76 | | Pay Versus Performance | 77 | | Certain Transactions | 80 | | Related Person Transaction Review Policy | 80 | | Transactions | 80 | | Information about the Annual Meeting and Voting | 82 | | Appendix: GAAP to Non-GAAP Reconciliations | A-1 | | Source and Disclosure Information | A-4 |

  23. SCHEDULE 14A

    | 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, 2025 (“2025 Form 10-K”), 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. |

  24. SCHEDULE 14A

    Proxy Summary Delivered Record Financial Performance with Continued Strong Capital Management

  25. SCHEDULE 14A

    | Drove profitable growth from the strength and leverage of 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, expense discipline, and enhanced operational efficiency and effectiveness | Benefited from our high-performing, client-focused culture and employee and advisor engagement |

  26. SCHEDULE 14A

    | 2025 Highlights(1) | | | | | | $18.2B Net Revenues (as adjusted) up 6% | | $3.9B Earnings (as adjusted) up 7% | | 26.9% Margin (as adjusted) up 40 bps | | | | | | | | | $39.34 Earnings Per Diluted Share (as adjusted) up 12% | | 53.3% Return on Equity Excluding AOCI (as adjusted) up 60 bps | | | | | | | | | $1.7T Assets Under Management, Administration and Advisement up 11% | | $3.4B Capital Returned to Shareholders up 20% | | 8% Growth in Quarterly Dividend 21st Increase Since 2005 | | | | | | |

  27. SCHEDULE 14A

    | (1) 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 2025 to 2024 results. |

  28. SCHEDULE 14A

    A Proud Record Of Generating Shareholder Value

  29. SCHEDULE 14A

    | as of September 30, 2005 that were still members as of December 31, 2025. | | | Source: Bloomberg * Ranking calculated based on members of the S&P 500 Financials Index as of September 30, 2005 that were still members as of December 31, 2025. | Ameriprise Financial 2026 Proxy Statement | 7 |

  30. SCHEDULE 14A

    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 14.

  31. SCHEDULE 14A

    | | | | | Ameriprise Board Committees | | | | | Director Name and Occupation | Director Since | Independent | Other Current Public Company 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 | | — | M(1) | 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 | C(1) | | M | M | | Glynis A. Bryan Former Chief Financial Officer of Insight Enterprises, Inc. | 2025 | | 3 | M(1) | | | | | Liane J. Pelletier Former Chairwoman, Chief Executive Officer and President of Alaska Communications Systems Group | 2025 | | 2 | M(1) | | | | | Brian T. Shea Former Vice Chairman and Chief Executive Officer, Investment Services of the Bank of New York Mellon | 2019 | | 2 | M(1) | | M | | | W. Edward Walter III Senior Advisor at Energy Impact Partners | 2018 | | 2 | M(1) | M | | | | C = Chair M = Member | | | | | | | |

  32. SCHEDULE 14A

    | (1) Audit Committee Financial Expert within the meaning of the Securities and Exchange Commission (SEC) rules. |

  33. SCHEDULE 14A

    Board Composition * Based on self-identified characteristics. Focused on Sound Governance

  34. SCHEDULE 14A

    | Independent Oversight Core to Sound Governance | | | | ● 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 |

  35. SCHEDULE 14A

    | Transparent Policies Support 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 |

  36. SCHEDULE 14A

    | Strong Governance Practices Drive Accountability | | | | ● 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 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 |

  37. SCHEDULE 14A

    | Consistent Engagement Builds Trust and Transparency | | | | ● Maintain year-round dialogue with shareholders, which informs relevant Board actions ● In 2025, met with shareholders to discuss governance, compensation and other matters | ● Investor input taken into account in compensation design and sustainability disclosures | ● For additional information on our shareholder engagement program and certain actions the Company has taken based on shareholder feedback, see page 27 |

  38. SCHEDULE 14A

    Our Successful Executive Compensation Strategy and Approach Is Balanced, Thoughtful and Aligned with Stakeholders’ Interests

  39. SCHEDULE 14A

    | |

  40. SCHEDULE 14A

    | * 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) and the MIFIDPRU Remuneration Code (SYSC 19G), both of which fall under the Financial Conduct Authority (“FCA”). |

  41. SCHEDULE 14A

    We have a thoughtful, disciplined approach to compensation that reflects our commitment to recognize and reward our executives’ experience and expertise in delivering consistently strong results for our stakeholders, including shareholders. Our compensation structure is appropriately focused on variable compensation where the majority of our executives’ pay is delivered in long-term incentives. Half of these long-term incentives are granted as performance share units, which are further deferred and payouts are contingent upon achieving 3-year adjusted return on equity, adjusted earnings per share and total shareholder return goals.

  42. SCHEDULE 14A

    | Our 2025 Annual Compensation Reflects: | | | ● Disciplined, quantitative and objective approach and framework ● Majority of incentive pay is delivered in long-term incentives ● Exemplary and essential leadership of Chairman and CEO ● Tenure, experience and consistency of Executive Leadership Team ● Track record of strong results for our stakeholders across multiple time periods | ● Competitive results compared to peers with outstanding long-term performance ● Engaged leadership which is core to our culture of care where our employees can thrive and deliver outstanding results for stakeholders ● Record Ameriprise financial performance in 2025 |

  43. SCHEDULE 14A

    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 strong results for our stakeholders, including shareholders, since our spin-off in 2005.

  44. SCHEDULE 14A

    | Performance-Based Pay Structure Aligned with Stakeholders’ Interests | | | ● Ongoing shareholder engagement is a priority for our Board. ● In 2025, we met with shareholders to discuss governance, compensation and other matters. ● Shareholders expressed support of our Company’s overall approach for our executive compensation program. | ● Our 2025 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. |

  45. SCHEDULE 14A

    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 Governance Overview 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

  46. SCHEDULE 14A

    | | 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. |

  47. SCHEDULE 14A

    The Board believes a well-qualified mix of directors with a broad range of backgrounds and experience best positions the Board to govern effectively 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. W. Edward Walter III, who has served as a director since 2018, 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 that 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 2027 Annual Meeting of shareholders and until their successors have been elected and qualified. Nominees for Director

  48. SCHEDULE 14A

    | Director since: 2005 Age: 67 Committees: ● Executive (Chair) Other Current Company 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) |

  49. SCHEDULE 14A

    | Director since: 2005 Age: 74 Committees: ● Compensation and Benefits ● Executive ● Nominating and Governance Other Current Company Directorships: ● New Frontier Foods, Inc., a private corporation | 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 ● Former director, Swedish Match AB (2011 – 2015) | Education ● Juris Doctor, Wake Forest University ● Bachelor of Science, Purdue University ● Bachelor of Arts, DePauw University |

  50. SCHEDULE 14A

    | Director since: 2014 Age: 66 Committees: ● Audit and Risk ● Compensation and Benefits (Chair) ● Executive Other Current Company 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 |

  51. SCHEDULE 14A

    | Director since: 2014 Age: 73 Committees: ● Compensation and Benefits ● Executive ● Nominating and Governance (Chair) Other Current Company 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 |

  52. SCHEDULE 14A

    | Director since: 2016 Age: 68 Committees: ● Audit and Risk (Chair) ● Executive ● Nominating and Governance Other Current Company Directorships: ● The Clorox Company (2015-present) ● Cox Enterprises, a private company ● 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 ● 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 |

  53. SCHEDULE 14A

    | Director since: 2025 Age: 67 Committees: ● Audit and Risk Other Current Company Directorships: ● Pinnacle West Capital Corporation (2020-present) ● Wesco International, Inc. (2023-present) ● Benchmark Electronics, Inc. (2025-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 ● Former director, 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 |

  54. SCHEDULE 14A

    | Director since: 2025 Age: 68 Committees: ● Audit and Risk Other Current Company Directorships: ● Expeditors International of Washington, Inc. (2013-present) ● Frontdoor, Inc. (2018-present) | Liane J. Pelletier Career Highlights ● Former chairwoman, chief executive officer and president of Alaska Communications Systems Group (2003-2011) ● Senior executive roles, including senior vice president of corporate strategy and business development at Sprint Corporation (1986-2003) ● Held roles at Touche Ross and at Temple Barker & Sloane | | | | | Relevant Skills and Qualifications ● Executive leadership in telecommunications and technology sectors ● Public and private company board and committee experience ● Strategic planning and corporate development ● Board leadership experience | Other Experience ● Former director, Switch, Inc. (2020-2022) ● Former director, ATN International, Inc. (2012-2023) ● Former director, The Nature Conservancy (2009-2015) ● Former director, Icicle Seafoods (2009-2015) ● Former director, Washington Federal (2011-2015) | Education ● Master of Science in Management, Massachusetts Institute of Technology – Sloan School of Management ● Bachelor of Arts, Economics, magna cum laude, Wellesley College |

  55. SCHEDULE 14A

    | Director since: 2019 Age: 65 Committees: ● Audit and Risk ● Nominating and Governance Other Current Company Directorships: ● The RBB Fund, Inc. and The RBB Fund Trust (fund complexes of 101 and 30 open-end investment co. portfolios, respectively) (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 ● Former director Fidelity National Information Services, Inc. (2018-2024) ● Former director, WisdomTree Investments, Inc. (2018-2019) ● Former board member of the Depository Trust and Clearing Corporation, the Insured Retirement Institute and the Financial Industry Regulatory Authority (FINRA) ● Trustee emeritus, St. John’s University in New York ● Board member, Catholic Charities of New York and Tomorrow’s Hope Foundation | Education ● Master of Business Administration, Finance, Pace University ● Bachelor of Science, Business Management, St. John’s University |

  56. SCHEDULE 14A

    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:

  57. SCHEDULE 14A

    | 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 |

  58. SCHEDULE 14A

    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 and highly regulated companies, and background, in seeking to develop a Board with a depth of broad 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 breadth of experiences are important considerations when considering director candidates.

  59. Presiding Director

    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.

  60. Presiding Director

    | 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 |

  61. Presiding Director

    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

  62. Presiding Director

    | 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. |

  63. Determining Executive Officer and Director Compensation

    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.

  64. Outside Directors Compensation Program for 2025

    Outside Directors Compensation Program for 2025

  65. Outside Directors Compensation Program for 2025

    | Annual Cash Retainer | $110,000 | | Annual Equity Retainer | $210,000 in the form of DSUs | | Board Meeting Fees | No board meeting fees | | Committee Meeting Fees | No committee meeting fees | | Committee Member Annual Retainer | Committee members receive an annual retainer as follows: ● Audit and Risk Committee — $15,000 ● Compensation and Benefits Committee — $10,000 ● Nominating and Governance Committee — $10,000 There is no committee member retainer for the members of the Executive Committee. | | Committee Chair Annual Retainer | Committee chairpersons receive an annual retainer in addition to the committee member retainer, as follows: ● Audit and Risk Committee chair — $30,000 ($45,000 total committee retainer) ● Compensation and Benefits Committee chair — $20,000 ($30,000 total committee retainer) ● Nominating and Governance Committee chair — $20,000 ($30,000 total committee retainer) | | Presiding Director Annual Retainer | $50,000 | | Charitable Matching Gift Program | Up to $2,000 annually |

  66. Deferred Share Plan for Outside Directors for 2025

    | Feature | Annual Grant | Elective Retainer Deferral | | Amount | ● $210,000 ● 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 |

  67. Deferred Share Plan for Outside Directors for 2025

    | | | Committee Chair/ | Committee | | | | | | Annual Retainer | Presiding Director Retainer | Member Retainer | Stock | All Other | | | Name | Paid in Cash ($) | Paid in Cash ($) | Paid in Cash ($) | Awards(1) ($) | Compensation(2) ($) | Total ($) | | Dianne Neal Blixt | 110,000 | 20,000 | 25,000 | 210,000 | 1,000 | 366,000 | | Glynis A. Bryan*(3) | 91,972 | — | 12,542 | 241,233 | — | 345,747 | | Amy DiGeso | 110,000 | 20,000 | 20,000 | 210,000 | 2,000 | 362,000 | | Liane J. Pelletier** | 14,946 | — | 2,038 | — | — | 16,984 | | Armando Pimentel, Jr.*** | 36,566 | — | 8,310 | — | — | 44,876 | | Robert F. Sharpe, Jr. | 110,000 | 50,000 | 20,000 | 210,000 | — | 390,000 | | Brian T. Shea | 110,000 | — | 25,000 | 210,000 | 2,000 | 347,000 | | W. Edward Walter III | 110,000 | — | 25,000 | 210,000 | — | 345,000 | | Christopher J. Williams(4) | 110,000 | 30,000 | 25,000 | 210,000 | — | 375,000 |

  68. Deferred Share Plan for Outside Directors for 2025

    | (1) The dollar amounts in this column show the grant date fair value of the annual grant of DSUs. For 2025, the number of DSUs credited to a director’s account is calculated as follows: for directors elected at the 2025 Annual Meeting of Shareholders, the dollar value to be received by the director is divided by the closing price of a share of our common stock on the date of our Annual Meeting of Shareholders; for Ms. Bryan, the pro rata dollar value based on her service from March 1, 2025 to the date of the 2025 Annual Meeting is divided by the closing price of a share of our common stock on the third trading day following the Company’s earnings release for the first quarter (the quarter in which Ms. Bryan joined the board); and, in accordance with the Ameriprise Financial Deferred Share Plan for Outside Directors, Ms. Pelletier, who joined the Board on November 12, 2025, received her pro rata annual grant of DSUs in February 2026 and, accordingly, no grant is reflected for her in 2025. The aggregate incremental cost of perquisites and personal benefits is less than $10,000 for each director. As a result, the Securities and Exchange Commission does not require us to disclose those costs. |

  69. Deferred Share Plan for Outside Directors for 2025

    | (2) Amounts reflect matching contributions made under the charitable giving match program available to employees. |

  70. Deferred Share Plan for Outside Directors for 2025

    | (3) In 2025, Ms. Bryan elected to defer 100% of her cash retainers under the Ameriprise Financial Deferred Share Plan for Outside Directors, with 100% allocated into the Ameriprise Common Stock Fund. |

  71. Deferred Share Plan for Outside Directors for 2025

    | (4) In 2025, Mr. Williams elected to defer 100% of his cash retainers under the Ameriprise Financial Deferred Share Plan for Outside Directors, with 50% allocated into the Ameriprise Common Stock Fund. |

  72. Deferred Share Plan for Outside Directors for 2025

    Deferred Share Units Issued to Outside Directors in 2025 This table shows the number of DSUs issued to outside directors during 2025. In order to simplify the presentation, we have rounded the numbers shown to the nearest unit. Directors’ accounts were credited with deemed dividends on the DSUs at the same rate as the dividends paid on a share of our common stock. These deemed dividends were reinvested in additional DSUs.

  73. Deferred Share Plan for Outside Directors for 2025

    | | DSU Balances | | | | | | | DSU Balances | | | | | as of December 31, 2024 | | | DSUs Credited During 2025 | | | | as of December 31, 2025 | | | | | Annual | | | Annual | Reinvested | Retainer Deferral | | Annual | | | | | Equity | Retainer | Total | Equity | Deemed | and Reinvested | Total | Equity | Retainer | Total | | | Grant | Deferral | DSUs† | Grant | Dividends | Deemed Dividends | DSUs | Grant | Deferral | DSUs† | | Dianne Neal Blixt | 12,036 | — | 12,036 | 446 | 156 | — | 602 | 12,638 | — | 12,638 | | Glynis A. Bryan* | — | — | — | 512 | 5 | 220 | 737 | 517 | 220 | 737 | | Amy DiGeso | 12,036 | — | 12,036 | 446 | 156 | — | 602 | 12,638 | — | 12,638 | | Liane J. Pelletier** | — | — | — | — | — | — | — | — | — | — | | Armando Pimentel, Jr.*** | 1,515 | — | 1,515 | — | 14 | — | 14 | — | — | — | | Robert F. Sharpe, Jr. | 38,579 | 4,629 | 43,208 | 446 | 492 | 58 | 996 | 39,516 | 4,688 | 44,204 | | Brian T. Shea | 4,891 | — | 4,891 | 446 | 66 | — | 512 | 5,403 | — | 5,403 | | W. Edward Walter III | 6,253 | — | 6,253 | 446 | 83 | — | 529 | 6,782 | — | 6,782 | | Christopher J. Williams | 8,675 | 3,565 | 12,241 | 446 | 114 | 214 | 774 | 9,234 | 3,780 | 13,014 | | All totals rounded to the nearest share. | | | | | | | | | | |

  74. Deferred Share Plan for Outside Directors for 2025

    | † Includes deemed dividends invested in additional DSUs. |

  75. Deferred Share Plan for Outside Directors for 2025

    | * Ms. Bryan was elected to the Board and became a member of the Audit and Risk Committee effective March 1, 2025. The dollar amounts of her cash retainers were prorated to reflect her service on the Board effective as of March 1, 2025 to December 31, 2025. |

  76. Deferred Share Plan for Outside Directors for 2025

    | ** Ms. Pelletier was elected to the Board and became a member of the Audit and Risk Committee effective November 12, 2025. The dollar amounts of her cash retainers were prorated to reflect her service on the Board effective as of November 12, 2025 to December 31, 2025. |

  77. Deferred Share Plan for Outside Directors for 2025

    | *** Mr. Pimentel did not stand for reelection to the Board in 2025. The dollar amount of his cash retainer was prorated to reflect his service on the Board from January 1, 2025 to April 30, 2025. He received a distribution of shares of common stock following the end of his service to the Board as provided by the Company’s Deferred Share Plan for Outside Directors. |

  78. Perquisites and Personal Benefits

    Perquisites and Personal Benefits Our outside directors receive occasional perquisites or personal benefits of reasonable value, such as: commemorative items in connection with their Board service; welcoming gifts at the hotel where they stay during Board meetings or events; holiday gifts; and recreational or other services and amenities when attending an offsite Board long-range planning meeting. We do not provide our directors with a tax gross-up amount on any gifts or other items given to them. We pay for or reimburse our outside directors for their reasonable travel, lodging, food and other expenses related to their attendance at Board, committee or annual shareholder meetings. Our outside directors may use our corporate aircraft for Board-related travel, subject to the aircraft’s availability and other restrictions. In extraordinary or unusual circumstances, we may make our corporate aircraft available to our outside directors on an exception basis. Our outside directors are eligible to participate in our charitable gift matching program on the same basis as employees. We will match a director’s personal contributions to one or more qualifying charitable organizations subject to an annual aggregate limit, which is currently $2,000. Directors’ requests for matching gifts are processed by the same outside vendor that we use for employee matching gift requests. Ownership of our Common Shares The table below shows how many Ameriprise common shares certain individuals and entities beneficially owned on March 2, 2026. These individuals and entities include: (1) owners of more than 5% of our outstanding common shares; (2) our current directors and director nominees; (3) our named executive officers; and (4) all current directors and executive officers as a group. A person has beneficial ownership over shares if the person has or shares voting or investment power over the shares or the right to acquire such power within 60 days of March 2, 2026. None of the shares owned by our directors or executive officers are subject to any kind of pledge. Each person has sole voting and investment power over the shares, except as we describe below. The column captioned “Deferred Share Units and Restricted Share Units” shows DSUs owned by non-management directors through the Company’s Deferred Share Plan for Outside Directors and restricted stock units (“RSUs”) and DSUs of Ameriprise common stock owned by the executive officers under the Company’s Supplemental Retirement Plan and Deferred Compensation Plan. The information in this column is not required by the rules of the Securities and Exchange Commission because these units carry no voting rights and will be settled in shares of common stock that the recipient does not have the right to acquire within 60 days of March 2, 2026. Nevertheless, we believe that this information provides a more complete picture of the financial stake that our directors and executive officers have in the Company.

  79. Perquisites and Personal Benefits

    | | | | | | Total Shares | | | | | | | Beneficially | | | Number of Shares | Right to | Percent of | DSUs and | Owned Plus | | Name | Owned(1)(2) | Acquire(3) | Class | RSUs(4) | DSUs and RSUs | | The Vanguard Group 100 Vanguard Blvd. Malvern, PA 19355 | 13,005,378(5) | — | 14.3% | — | — | | BlackRock, Inc. 50 Hudson Yards New York, NY 10001 | 9,121,526(6) | — | 10.1% | — | — | | Dianne Neal Blixt | 1,000(7) | — | * | 12,681 | 13,681 | | Glynis A. Bryan | 200(7) | — | * | 739 | 939 | | Amy DiGeso | 156 | — | * | 12,681 | 12,837 | | Liane J. Pelletier | 200 | — | * | 183 | 383 | | Robert F. Sharpe, Jr. | 12,977(7) | — | * | 44,355 | 57,332 | | Brian T. Shea | 3,179(7) | — | * | 5,421 | 8,600 | | W. Edward Walter III | 1,000(7) | — | * | 6,805 | 7,805 | | Christopher J. Williams | 200 | — | * | 13,098 | 13,298 | | James M. Cracchiolo | 86,666 | 200,844 | * | 194,821 | 482,331 | | Walter S. Berman | 493 | 65,776 | * | 58,608 | 124,877 | | William Davies | 13,459 | 3,720 | * | 1,074 | 18,253 | | Joseph E. Sweeney | 8,468 | 45,992 | * | 4,106 | 58,566 | | William F. Truscott | 12,458(7) | 44,902 | * | 5,976 | 63,336 | | All current directors and executive officers (17 individuals) | 158,700 | 388,712 | * | 370,071 | 917,483 |

  80. Perquisites and Personal Benefits

    | (3) These are shares that the executive officers have the right to acquire within 60 days of March 2, 2026, upon the exercise of stock options that they hold. |

  81. Perquisites and Personal Benefits

    | (4) Amounts deferred into the Ameriprise stock fund under the Company’s Deferred Compensation Plan are paid out as Ameriprise common shares and must be held in the stock fund until distribution. See "Outstanding Equity Awards at Fiscal Year-End 2025" on page 65 for information regarding RSU holdings. |

  82. Policy on Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

    | ● | Aligns with long-term interests of our shareholders; |

  83. Policy on Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

    | ● | Thoughtfully incentivizes successful execution of our long-term strategy. |

  84. Policy on Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

    | ● | Compensation outcomes, approach and pay structures of our external Peer Group to ensure market competitiveness |

  85. Policy on Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

    | 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 |

  86. Policy on Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

    | Business and Strategic Performance | Generated substantial client and shareholder value, delivering strong annual results while advancing our long term growth objectives: • Led company strategy and execution to deliver financial results that were favorable to plan while advancing our long-term growth objectives and leveraging our integrated business model to provide revenue stability and consistency across market cycles. • Grew assets under management, administration and advisement to a record $1.7 trillion, up 11%. Drove continued profitable growth and maintained expense discipline to deliver a firm-wide margin of 26.9%. • In Advice & Wealth Management, delivered goal-based advice and our differentiated Ameriprise client experience to more than 3.5 million clients: increased total client assets 13% to nearly $1.2 trillion, drove $31.3 billion in client net flows, increased client acquisition in our target market, and grew bank assets to more than $25 billion, up 7% year over year. • Prudently managed the Retirement & Protection Solutions business to generate consistent returns and manage risk while supporting the Ameriprise client experience through high-quality income and protection products. Provided consistent source of free cash flow generation and return on capital to shareholders. • Grew Asset Management segment earnings by 10% and increased assets under management and advisement to $721 billion. Expanded product solutions to capture client flows globally (e.g. active ETFs and SMAs) while expanding alternative solutions (e.g. Credit Income Opportunities Fund, CLO equity). Optimized operating platform to outsource back-office and more fully leverage firm-wide operational capabilities. • Demonstrated excellent balance sheet fundamentals, while optimizing capital and liquidity capacity and proactively managing risk. Sizeable excess capital position of $2.1 billion provides organic and inorganic flexibility; opportunistically increased capital return to 88% of adjusted operating earnings to shareholders. Fostered innovation, investments and continued transformation of the business: • Strong free cash flow generation allowed for significant investments in the business focused on key growth opportunities to meet client needs, including the launch of the Ameriprise Signature Wealth Program, Bank products, active ETFs, Cloud infrastructure, digital capabilities and AI. • Drove global transformation efforts to enhance operating model and drive efficiencies and set a strong foundation for future business growth, resulting in significant cost savings. • Invested in leading-edge technology capabilities and continued to differentiate the company in the marketplace. Supported large change agenda, enhanced critical infrastructure, continued to strengthen cybersecurity capabilities. • Continued expansion and leverage of Ameriprise India to provide global support and leadership and innovation. Demonstrated continued dedication and commitment as 26-year leader of Ameriprise Financial: • Motivated experienced leadership team to elevate our performance driven culture, through strong stewardship, shared accountability, collaboration and trusted relationships. • Continued to meet and exceed clients’ evolving expectations and achieved 4.9 out of 5 client satisfaction scores. • Employees feel engaged and supported: employee survey results reported 83% strong engagement and 89% leader effectiveness. We continue to retain high-performing employees at 96%. • The exceptional management was increasingly recognized and appreciated in 2025, and we were recently recognized by TIME as one of America’s Most Iconic Companies, ranked first amongst diversified financial services firms. |

  87. Policy on Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

    | * 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, 2025 ($1.34795) was used to convert GBP into USD. | Business and Strategic Performance • Provided consistent and dedicated investment leadership to our Global Asset Management business while navigating global volatility to deliver solid investment performance for clients. • Delivered consistently competitive investment performance: 66%, 80%, 74%, and 82% of funds beating Lipper median performance for 1-, 3-, 5-, and 10-year on an asset weighted basis. • Investment teams received recognition for solid investment performance. o Continued to outperform in key strategies, with particular improvement in North American credit. o In total, 103 funds across Columbia Threadneedle Investments earned an overall Morningstar Rating of 4 or 5 stars. o Placed in the Top 15 of Barron’s annual best fund family rankings for investment performance for all three time periods (1-, 5- and 10-years); ranked #3 for best-performing firms (tax-exempt category). • 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. • Continued to emphasize research intensity to maximize investment outcomes and adjust portfolios where appropriate. • Developed investment models to support the launch of Ameriprise Signature Wealth Program in Advice & Wealth Management. • Continued to expand use of generative AI within research department to enhance productivity. • In partnership with senior leadership, launched new products, including active exchange traded funds in North America and Columbia Threadneedle’s first in Europe, as well as the Credit Income Opportunities (interval) Fund and a CLO. |

  88. 2023-2025 PSU Award Earnout (Granted Jan. 2023)

    2023-2025 PSU Award Earnout (Granted Jan. 2023) 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 145% of target before application of the total shareholder return modifier.

  89. 2023-2025 PSU Award Earnout (Granted Jan. 2023)

    | Award Leverage | Average Return on Equity | Earnings Per Share Compound Annual Growth Rate | | 2023-2025 Actual (excluding Unlocking) | 51.9% | 17.2% | | Maximum (150%) | 48.9% or above | 18.1% or above | | Target (100%) | 41.9% | 14.1% | | Performance Rating (pre-TSR modifier) | 150% | 139% |

  90. 2023-2025 PSU Award Earnout (Granted Jan. 2023)

    The PSU Awards granted in January 2023 (paid in February 2026) have a payout of 145% 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 Index, the leverage is increased or decreased by 1 percentage point, with an impact of no more than 25 percentage points. The Company’s total shareholder return performance for the 2023-2025 period ranked 25 out of 59 firms in the S&P 500 Financials index(1)F or 8 percentage points above median, resulting in +8% TSR adjustment and a total payout of 153%. 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 2023-2025 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.

  91. 2023-2025 PSU Award Earnout (Granted Jan. 2023)

    | (1) Source: Bloomberg – 12/31/2020 to 12/31/2025 |

  92. 2023-2025 PSU Award Earnout (Granted Jan. 2023)

    Compensation Policies and Practices

  93. Compensation Governance Practices

    | 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 (95% for CEO, 89% for other NEOs) 95% of CEO compensation is at risk; 76% 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 | x No employment agreements* x No gross-ups for potential excise taxes x No repricing of stock options without shareholder approval x No hedging against the decline in the value of our stock or pledging our stock as security for a loan x No special executive retirement arrangements x No perquisite allowance |

  94. Post-Employment Compensation and Benefits

    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 69.

  95. Risk and Incentive Compensation

    | ● | Balanced compensation design that incorporates a mix of long- and short-term incentives, cash and equity compensation, and fixed and variable compensation, with an emphasis on long-term performance for most roles (other than certain sales and sales management positions, where short-term elements are common in the market and paired with appropriate business controls to moderate risk); |

  96. Risk and Incentive Compensation

    | ● | Performance goals that we believe are appropriately calibrated in light of past performance, current market conditions and the Company’s strategic objectives; |

  97. Equity Grant Practices and Procedures

    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 Governance Overview page at ir.ameriprise.com. That site also includes an expected schedule of equity award grant dates for 2026, 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.

  98. Other Considerations

    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 2026 will not appear in the Summary Compensation Table (see page 62) until our 2027 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.

  99. Other Considerations

    | | | | Annual Cash | Long-Term | | | | | | Incentive | Incentive | Total Direct | | | Performance | Salary | Awards | Awards(1) | Compensation | | | Year | ($) | ($) | ($) | ($) | | James M. Cracchiolo | 2025 | 1,250,000 | 7,750,000 | 22,000,000 | 31,000,000 | | 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 | | Walter S. Berman | 2025 | 675,000 | 3,200,000 | 5,500,000 | 9,375,000 | | 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 | | William F. Truscott | 2025 | 675,000 | 3,000,000 | 5,000,000 | 8,675,000 | | 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 | | Joseph E. Sweeney | 2025 | 650,000 | 2,325,000 | 3,355,000 | 6,330,000 | | 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 | | William Davies(2) | 2025 | 876,168 | 2,406,091 | 1,031,182 | 4,313,440 | | 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 |

  100. Other Considerations

    | (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”). |

  101. Other Considerations

    | (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: £510,000 paid in cash in February 2026; £510,000 delivered in fully vested fund-linked units with a six-month holding period and delivered in cash in August 2026; and £765,000 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. |

  102. Other Considerations

    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, 2025 ($1.34795), December 31, 2024 ($1.25190), and December 31, 2023 ($1.27465) 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, 2025.

  103. Other Considerations

    | | | | | | | Change in | | | | | | | | | | Pension | | | | | | | | | | Value and | | | | | | | | | Non-Equity | Non-Qualified | | | | | | | | | Incentive | Deferred | | | | | | | Stock | Option | Plan | Compensation | All Other | | | | | Salary | Awards | Awards | Compensation | Earnings | Compensation | Total | | Name & Principal Position | Year | ($) | ($)(1) | ($)(1) | ($)(2) | ($)(3) | ($)(4) | ($) | | James M. Cracchiolo | 2025 | 1,250,000 | 5,510,000 | 3,990,000 | 7,750,000 | 2,186,112 | 642,356 | 30,828,468 | | Chairman and Chief | | | 9,500,000 | | | | | | | 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 | | | | | | | Walter S. Berman | 2025 | 675,000 | 1,350,000 | 1,150,000 | 3,200,000 | 1,018,877 | 185,706 | 10,079,583 | | Executive Vice President, | | | 2,500,000 | | | | | | | 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 | | | | | | | William F. Truscott | 2025 | 675,000 | 1,161,000 | 989,000 | 3,000,000 | 533,514 | 280,697 | 8,789,211 | | Chief Executive Officer, | | | 2,150,000 | | | | | | | 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 | | | | | | | Joseph E. Sweeney(5) | 2025 | 650,000 | 810,000 | 690,000 | 2,325,000 | 544,812 | 136,121 | 6,655,933 | | President, Advice & | | | 1,500,000 | | | | | | | Wealth Management | 2024 | 644,233 | 695,250 | 592,250 | 2,380,000 | 382,192 | 146,614 | 6,128,039 | | Products and Service Delivery | | | 1,287,500 | | | | | | | | 2023 | 600,000 | 675,000 | 575,000 | 2,040,000 | 464,998 | 121,184 | 5,726,182 | | | | | 1,250,000 | | | | | | | William Davies(6) | 2025 | 876,168 | 268,109 | 228,389 | 2,406,091 | 8,200 | 35,286 | 4,318,739 | | Executive Vice President | | | 496,497 | | | | | | | 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 | | | | | |

  104. Other Considerations

    | (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 2025 performance. These amounts represent the grant date fair value of restricted stock units, PSUs, and stock options for 2024 performance, but granted on January 31, 2025. For 2025, there are two amounts listed in the stock awards column. The top number is the restricted stock units earned for 2024. The bottom number is the PSU award granted at target for 2024. 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. |

  105. Other Considerations

    | ● | 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. |

  106. Other Considerations

    | ● | 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”) |

  107. Other Considerations

    | 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. |

  108. Other Considerations

    | ● | 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 ($16,625,000); Mr. Berman ($4,375,000); Mr. Truscott ($3,762,500); Mr. Sweeney ($2,625,000); and ($868,870) for Mr. Davies. |

  109. Other Considerations

    | ● | 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 31, 2025, 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 1.50%; (iii) an expected stock price volatility of 31.3%; and (iv) a risk-free rate of return of 4.32%. Mr. Davies received Ameriprise Financial Deferred Stock Options (“DSO”), which function similarly to stock options and are deemed appropriate and approved by the Committee. |

  110. Other Considerations

    | (2) This column represents the non-equity incentive plan compensation earned by the named executive officers whether paid or deferred. For 2025, this number is the cash incentive award that was earned for 2025 performance. 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. |

  111. Other Considerations

    | (3) The 2025 amounts represent the changes in pension value for calendar year 2025 under the Company’s retirement plans. Annual amounts for Mr. Cracchiolo, Mr. Berman, Mr. Truscott and Mr. Sweeney increased compared to 2024, primarily because discount rates declined between year-end 2024 and year-end 2025. 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 2025” table on page 68 for additional information, including the present value assumptions used in this calculation. |

  112. Other Considerations

    | (4) The 2025 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 2025 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 ($163,622) and Company-provided vehicle and driver ($13,733), and home security ($16,755), as required by the Company’s security program (discussed 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; and (vii) 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. |

  113. Other Considerations

    For purposes of calculating the 2025 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 2025, the following per flight hourly costs were used, rounded to the nearest dollar: $6,761 or $7,251, depending upon the aircraft used.

  114. Other Considerations

    | ● | The following table shows the breakout of the major categories of All Other Compensation for the year ended December 31, 2025 |

  115. Other Considerations

    | | Company | Matching | | | | | | Contributions | Contributions | Private | | | | | to Defined | to Deferred | Investment | Security | Club | | | Contribution | Compensation | Fund Fee | Related | Membership | | | Plans | Plan | Reimbursements | Amounts | Dues | | Name | ($) | ($) | ($) | ($) | ($) | | James M. Cracchiolo | 17,500 | 387,500 | — | 194,110 | 30,396 | | Walter S. Berman | 17,500 | 160,000 | — | — | — | | William F. Truscott | 17,500 | 150,000 | 113,197 | — | — | | Joseph E. Sweeney | 17,500 | 116,250 | — | — | — | | William Davies | 25,880 | — | — | — | — |

  116. Other Considerations

    | (5) Mr. Sweeney has decided to retire from the Company on April 3, 2026. |

  117. Other Considerations

    | (6) 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) and the MIFIDPRU Remuneration Code (SYSC 19G), both of which fall under the Financial Conduct Authority (“FCA”). |

  118. Other Considerations

    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:

  119. Other Considerations

    | ● | 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; |

  120. Other Considerations

    | ● | 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.; |

  121. Other Considerations

    | ● | 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 |

  122. Other Considerations

    | ● | 25% in PSUs. |

  123. Other Considerations

    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 in two halves. The first half is paid in cash in February following the year in which the compensation is earned. The other half is delivered in fully vested fund-linked units with a six-month holding period, paid in cash in August following the year in which the compensation is earned. For example, amounts earned related to 2025 performance are paid 50% in February 2026 and 50% in August 2026. Mr. Davies’ fixed compensation is comprised of salary (£350,000) and his fixed allowance (£300,000), which was payable in equal monthly installments. The amount displayed in the Non-Equity Incentive Plan Compensation column is inclusive of his:

  124. Other Considerations

    | ● | Variable compensation earned during 2025 that is split equally with half being paid in cash in February 2026 and half delivered in fully vested fund-linked units with a six-month holding period and delivered in cash in August 2026, plus |

  125. Other Considerations

    | ● | His deferred variable compensation that is invested in Threadneedle Fund Deferrals. |

  126. Other Considerations

    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, 2025 ($1.34795), December 31, 2024 ($1.25190), and December 31, 2023 (1.27465) was used to convert GBP into USD. 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 2025 The table below shows the long-term incentive and equity awards made to our named executive officers in 2025. These awards were based on 2024 performance and funded from the 2024 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 28, 2025. The awards became effective as of the grant date shown in the table.

  127. Other Considerations

    | | | | | | | | | All Other | All Other | | | | | | | | | Estimated Future Payouts Under | | | Stock Awards | Option Awards | Exercise | | | | | Estimated Future Payouts Under | | | Equity Incentive Plan Awards and | | | (# of Shares of | (# of Securities | Base Price | Grant Date | | | | Non-Equity Incentive Plan Awards(1) | | | Performance Awards(2) | | | Stock or | Underlying | of Option | Fair Value | | | Grant | Threshold | Target | Maximum | | Target | Maximum | Units) | Options) | Awards | of Awards | | | Date | ($) | ($) | ($) | Threshold | (#) | (#) | (#)(3) | (#)(4) | ($/share)(5) | ($)(6) | | James M. Cracchiolo | | — | 5,000,000 | 8,750,000 | | | | | | | | | | 1/31/2025 | | | | NA | 17,483 | 30,595 | | | | 9,500,000 | | | 1/31/2025 | | | | | | | 10,140 | | | 5,510,000 | | | 1/31/2025 | | | | | | | | 24,258 | 543.36 | 3,990,000 | | Walter S. Berman | | — | 2,000,000 | 3,500,000 | | | | | | | | | | 1/31/2025 | | | | NA | 4,601 | 8,052 | | | | 2,500,000 | | | 1/31/2025 | | | | | | | 2,484 | | | 1,350,000 | | | 1/31/2025 | | | | | | | | 6,991 | 543.36 | 1,150,000 | | William F. Truscott | | — | 2,000,000 | 3,500,000 | | | | | | | | | | 1/31/2025 | | | | NA | 3,956 | 6,923 | | | | 2,150,000 | | | 1/31/2025 | | | | | | | 2,136 | | | 1,161,000 | | | 1/31/2025 | | | | | | | | 6,013 | 543.36 | 989,000 | | Joseph E. Sweeney | | — | 1,500,000 | 2,625,000 | | | | | | | | | | 1/31/2025 | | | | NA | 2,760 | 4,830 | | | | 1,500,000 | | | 1/31/2025 | | | | | | | 1,490 | | | 810,000 | | | 1/31/2025 | | | | | | | | 4,195 | 543.36 | 690,000 | | William Davies | | — | 1,347,950 | 2,358,913 | | | | | | | | | | 1/31/2025 | | | | NA | 913 | 1,598 | | | | 496,497 | | | 1/31/2025 | | | | | | | 493 | | | 268,109 | | | 1/31/2025 | | | | | | | | 1,388 | 543.36 | 228,389 |

  128. Other Considerations

    | (1) Represents the potential threshold, target, and maximum payout opportunities under the 2025 annual incentive award. Actual amounts the NEOs earned are reflected in the summary Compensation Table. More information on the 2025 annual incentive awards is provided in the CD&A on page 44. |

  129. Other Considerations

    | (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. |

  130. Other Considerations

    | (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. |

  131. Other Considerations

    | (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. |

  132. Other Considerations

    | (5) The exercise price is equal to the closing market price of Ameriprise Financial stock on the grant date. |

  133. Other Considerations

    | (6) 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 31, 2025 were: (i) an expected life of 5 years for each option; (ii) a dividend yield of 1.50%; (iii) an expected stock price volatility of 31.3%; and (iv) a risk-free rate of return of 4.32%. |

  134. Other Considerations

    Outstanding Equity Awards at Fiscal Year-End 2025 The following table contains information regarding outstanding equity awards held by the named executive officers as of December 31, 2025.

  135. Other Considerations

    | | Option Awards(3) | | | | | Stock Awards(4) | | | | | | | Number of | Number of | | | | | | | | | | Securities | Securities | | | | | Number of | Market | | | | Underlying | Underlying | | | | Number of | Unearned | Value of | | | | Unexercised | Unexercised | | | | Shares or | Performance | Shares or | | | | Option | Option | Option | | | Units of | Share Units | Units of | | | Option | Shares | Shares | Exercise | Option | Stock | Stock That | of Stock That | Stock That | | | Grant | Exercisable | Unexercisable | Price | Expiration | Grant | Have Not | Have Not | Have Not | | | Date(1) | (#) | (#) | ($/Share) | Date | Date(1) | Vested (#) | Vested (#)(5) | Vested ($)(6) | | James M. Cracchiolo | 01/31/2020 | 52,932(2) | | 165.41 | 01/31/2030 | 01/27/2023 | 4,490 | | 2,201,627 | | | 01/29/2021 | 52,415(2) | | 197.87 | 01/29/2031 | 01/27/2023 | | 23,225 | 11,388,147 | | | 01/28/2022 | 33,919(2) | | 298.09 | 01/28/2032 | 01/26/2024 | 7,903 | | 3,875,157 | | | 01/27/2023 | 22,432 | 11,216 | 344.45 | 01/27/2033 | 01/26/2024 | | 20,439 | 10,022,059 | | | 01/26/2024 | 9,922 | 19,844 | 391.40 | 01/26/2034 | 01/31/2025 | 10,140 | | 4,972,048 | | | 01/31/2025 | — | 24,258 | 543.36 | 01/31/2035 | 01/31/2025 | | 17,483 | 8,572,614 | | Walter S. Berman | 01/31/2020 | 10,905(2) | | 165.41 | 01/31/2030 | 01/27/2023 | 1,177 | | 577,130 | | | 01/29/2021 | 23,206(2) | | 197.87 | 01/29/2031 | 01/27/2023 | | 6,532 | 3,202,901 | | | 01/28/2022 | 12,859(2) | | 298.09 | 01/28/2032 | 01/26/2024 | 2,070 | | 1,015,004 | | | 01/27/2023 | 6,908 | 3,456 | 344.45 | 01/27/2033 | 01/26/2024 | | 5,748 | 2,818,474 | | | 01/26/2024 | 3,056 | 6,113 | 391.40 | 01/26/2034 | 01/31/2025 | 2,484 | | 1,218,005 | | | 01/31/2025 | — | 6,991 | 543.36 | 01/31/2035 | 01/31/2025 | | 4,601 | 2,256,054 | | William F. Truscott | 01/29/2021 | 18,276(2) | | 197.87 | 01/29/2031 | 01/27/2023 | 1,019 | | 499,656 | | | 01/28/2022 | 10,716(2) | | 298.09 | 01/28/2032 | 01/27/2023 | | 5,661 | 2,775,815 | | | 01/27/2023 | 5,988 | 2,994 | 344.45 | 01/27/2033 | 01/26/2024 | 1,667 | | 817,397 | | | 01/26/2024 | 2,462 | 4,924 | 391.40 | 01/26/2034 | 01/26/2024 | | 4,630 | 2,270,274 | | | 01/31/2025 | — | 6,013 | 543.36 | 01/31/2035 | 01/31/2025 | 2,136 | | 1,047,366 | | | | | | | | 01/31/2025 | | 3,956 | 1,939,785 | | Joseph E. Sweeney | 01/31/2020 | 17,730(2) | | 165.41 | 01/31/2030 | 01/27/2023 | 653 | | 320,192 | | | 01/29/2021 | 11,324(2) | | 197.87 | 01/29/2031 | 01/27/2023 | | 3,628 | 1,778,954 | | | 01/28/2022 | 6,286(2) | | 298.09 | 01/28/2032 | 01/26/2024 | 1,184 | | 580,563 | | | 01/27/2023 | 3,838 | 1,920 | 344.45 | 01/27/2033 | 01/26/2024 | | 3,289 | 1,612,728 | | | 01/26/2024 | 1,748 | 3,498 | 391.40 | 01/26/2034 | 01/31/2025 | 1,490 | | 730,607 | | | 01/31/2025 | — | 4,195 | 543.36 | 01/31/2035 | 01/31/2025 | | 2,760 | 1,353,338 | | William Davies(7) | 01/27/2023 | 1,376 | 688 | 344.45 | 01/27/2033 | 01/27/2023 | 244 | | 119,578 | | | 01/26/2024 | 597 | 1,196 | 391.40 | 01/26/2034 | 01/27/2023 | | 1,300 | 637,442 | | | 01/31/2025 | | 1,388 | 543.36 | 01/31/2035 | 01/26/2024 | 415 | | 203,677 | | | | | | | | 01/26/2024 | | 1,124 | 551,142 | | | | | | | | 01/31/2025 | 499 | | 244,790 | | | | | | | | 01/31/2025 | | 913 | 447,680 |

  136. Other Considerations

    | (1) For better understanding of this table, we have included additional columns showing the grant date of stock options, restricted stock, and PSUs. |

  137. Other Considerations

    | (2) These stock options are fully vested. The vesting schedule for these stock options was disclosed in the tables from prior proxy statements. |

  138. Other Considerations

    | (3) Stock options vest according to the following: |

  139. Other Considerations

    | Option Grant Date | Vesting Schedule | Remaining Vesting Dates | | 01/27/2023 | 33.33% vests each year for three years beginning one year from date of grant | 01/27/2026 | | 01/26/2024 | 33.33% vests each year for three years beginning one year from date of grant | 01/26/2026 and 01/26/2027 | | 01/31/2025 | 33.33% vests each year for three years beginning one year from date of grant | 01/31/2026, 01/31/2027, and 01/31/2028 |

  140. Other Considerations

    | (4) Restricted stock and deferred stock units vest according to the following: |

  141. Other Considerations

    | Restricted Stock Grant Date | Vesting Schedule | Remaining Vesting Dates | | 01/27/2023 | 33.33% vests each year for three years beginning one year from date of grant | 01/27/2026 | | 01/26/2024 | 33.33% vests each year for three years beginning one year from date of grant | 01/26/2026 and 01/26/2027 | | 01/31/2025 | 33.33% vests each year for three years beginning one year from date of grant | 01/31/2026, 01/31/2027, and 01/31/2028 |

  142. Other Considerations

    | (5) PSUs cliff vest at the end of the three-year performance period (e.g., the PSUs granted in 2025 will vest on the payout date in January 2028) 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. |

  143. Other Considerations

    | (6) The market value of restricted stock and PSUs is based on a market closing price on the New York Stock Exchange of $490.34 on December 31, 2025. |

  144. Other Considerations

    | (7) 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. |

  145. Other Considerations

    Option Exercises and Stock Vested in 2025 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 2025.

  146. Other Considerations

    | | Option Awards | | Stock Awards | | | | Number of Shares | | Number of Shares | | | | Acquired on | Value Realized | Acquired on | Value Realized | | | Exercise (#) | on Exercise ($)(1) | Vesting (#) | on Vesting ($)(2) | | James M. Cracchiolo | | | 50,816 | 28,979,021 | | Walter S. Berman | | | 16,777 | 9,572,928 | | William F. Truscott | 28,546 | 9,738,753 | 13,991 | 7,983,074 | | Joseph E. Sweeney | | | 8,366 | 4,772,293 | | William Davies(3) | | | 1,398 | 795,131 |

  147. Other Considerations

    | (1) Amounts reflect the difference between the exercise price and the market price of our common stock at the time of exercise. |

  148. Other Considerations

    | (2) Amounts reflect the market value of our common stock on the vesting dates of the Stock Awards and Performance Share Units. |

  149. Other Considerations

    | (3) 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 awards 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. |

  150. Other Considerations

    Non-Qualified Deferred Compensation for 2025 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 2025 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 62, in the column “Non-Equity Incentive Plan Compensation” for 2025. 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 62, in the column “Non-Equity Incentive Plan Compensation” for 2025. The amount shown in the column “Executive Contributions” is not an additional award to Mr. Davies.

  151. Other Considerations

    | | | | | Aggregate | Aggregate | | | | | Aggregate | Withdrawals/ | Balance as of | | | Executive | Company | Earnings in Last | Distributions in | December 31, | | | Contributions(1) | Contributions(2) | Fiscal Year(3) | Last Fiscal Year(4) | 2025(5) | | | ($) | ($) | ($) | ($) | ($) | | James M. Cracchiolo | 1,550,000 | 387,500 | 2,768,139 | — | 156,754,954 | | Walter S. Berman | 640,000 | 160,000 | (1,064,265) | — | 41,177,478 | | William F. Truscott | 600,000 | 150,000 | 320,446 | (1,004,558) | 3,774,525 | | Joseph E. Sweeney | 465,000 | 116,250 | 85,534 | (585,961) | 2,383,302 | | William Davies* | 1,031,182 | — | 419,756(3a) | (1,030,374)(4a) | 3,536,643 |

  152. Other Considerations

    | * 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, 2025 ($1.34795) was used to convert GBP into USD. |

  153. Other Considerations

    | (1) These amounts are included in the Summary Compensation Table on page 62 in the column captioned “Non-Equity Incentive Compensation Plan Compensation” for 2025. These deferrals will not be credited to deferral accounts until after December 31, 2025 and therefore are not included in the column ‘Aggregate Balance as of December 31, 2025. |

  154. Other Considerations

    | (2) These amounts are included in the Summary Compensation Table on page 62 in the column labeled ‘All Other Compensation. U.S.-based executives received a 25% Company matching contribution on deferrals of 2025 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. Starting in 2026, Company matching contributions will be invested in accordance with a participant’s existing investment elections. The Company matching contributions will not be credited to deferral accounts until after December 31, 2025, and therefore are not included in the column ‘Aggregate Balance as of December 31, 2025. |

  155. Other Considerations

    | (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 2025. 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. |

  156. Other Considerations

    | (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 2025. 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. |

  157. Other Considerations

    | (4) These amounts represent distributions received in 2025 from compensation previously deferred by U.S.-based participants and related vested Company matching contributions. |

  158. Other Considerations

    | (4a) These amounts represent distributions received in 2025 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. |

  159. Other Considerations

    | (5) These numbers include amounts previously reported as compensation in Summary Compensation Tables for previous years for Messrs. Cracchiolo ($39,251,133); Berman ($14,115,013); Truscott ($11,317,548); and Sweeney ($4,293,250). 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. |

  160. Other Considerations

    Pension Benefits in 2025 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.

  161. Other Considerations

    | | | | Present Value of | | | | | | Accumulated | Payments Made | | | | Number of Years | Benefits(1) | During Fiscal 2025 | | | Plan | Credited Service | ($) | ($) | | James M. Cracchiolo | Retirement Plan | 43 | 1,278,195 | — | | | Supplemental Retirement Plan | 43 | 23,717,908 | — | | | Total | 43 | 24,996,103 | — | | Walter S. Berman | Retirement Plan | 57 | 1,169,272 | — | | | Supplemental Retirement Plan | 57 | 9,953,627 | — | | | Total | 57 | 11,122,899 | — | | William F. Truscott | Retirement Plan | 24 | 492,550 | — | | | Supplemental Retirement Plan | 24 | 5,392,392 | — | | | Total | 24 | 5,884,942 | — | | Joseph E. Sweeney | Retirement Plan | 42 | 1,060,202 | — | | | Supplemental Retirement Plan | 42 | 4,011,725 | — | | | Total | 42 | 5,071,927 | — | | William Davies | Threadneedle Pension Plan | 17 | 1,878,136 | — |

  162. Other Considerations

    | (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 2025) 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. |

  163. Other Considerations

    | Previous Table | Applicable | New Table (effective March 1, 2010) | Applicable | | Sum of Age Plus Years of Service | Percentage (%) | (will not increase after April 2020) Years of Service | Percentage (%) | | Less than 35 | 2.50 | Less than 5 | 2.50 | | 35 – 44 | 3.25 | 5 – 9 | 3.25 | | 45 – 59 | 4.25 | 10 – 14 | 4.00 | | 60 – 74 | 5.75 | 15 and over | 5.00 | | 75 – 89 | 8.00 | | | | 90 or more | 10.00 | | |

  164. Other Considerations

    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 2025, 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, 2025, were $1,278,195; $1,169,272; $492,550; and $1,061,210, respectively. The SRP account balances for Messrs. Cracchiolo, Berman, Truscott, and Sweeney as of December 31, 2025, were $23,723,213; $9,955,853; $5,393,470; and $4,012,718, respectively. For all of the U.S.-based named executive officers, their Retirement Plan or SRP balances are fully vested. The December 31, 2025, values shown in the table above for the Retirement Plan assumes a discount rate of 5.40% and a discount rate of 5.01% for the SRP. The values assume an interest crediting rate of 5.00% and a retirement age of 65, or current age for Mr. Cracchiolo and 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, 2025 value shown in the table above for Mr. Davies assumes a discount rate of 5.60% 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, 2025 ($1.34795) 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, 2025. 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, 2025. 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 could differ materially from those shown in the tables. Additional information on the calculations for the payouts is 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 2025 table on page 65.

  165. Ameriprise Financial Senior Executive Severance Plan

    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. 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.

  166. Accelerated Vesting of Equity Compensation

    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).

  167. Annual Cash Incentive Compensation

    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 rewards the executive for his or her performance prior to the change in control.

  168. Detrimental Conduct Agreements

    Detrimental Conduct Agreements To help protect our competitive position, the U.S.-based named executive officers have signed detrimental conduct agreements. These agreements prohibit certain actions during employment and for one year following termination, including: working for specified competitors; making disparaging statements about the Company to the media, financial analysts, or current or prospective clients or investors; soliciting our employees, franchise advisors, or customers; and disclosing the Company’s confidential information. 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 the U.K., Mr. Davies’ employment contract includes restrictive covenants covering non-solicitation of our customers and employees; non-interference with our suppliers; and disclosure of 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, 2025. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 66.

  169. Detrimental Conduct Agreements

    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 1,278,195 | | 401(k) Plan | 10,258,400 | | Supplemental Retirement Plan | 25,793,816 | | Deferred Compensation Plan | 156,754,954 | | Total | $194,085,365 |

  170. Detrimental Conduct Agreements

    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | | | | Involuntary or | | | | | | | | Good Reason | | | | | | | | Termination | | | | | Voluntary | | Involuntary | following a | Termination | | | | Termination/ | For Cause | Not for Cause | Change in | Due to | Termination | | | Retirement | Termination | Termination | Control(10) | Disability | Due to Death | | | ($) | ($) | ($) | ($) | ($) | ($) | | Severance benefit(2) | — | — | 18,916,667 | 28,375,000 | — | — | | Payment of annual cash incentive award(3) | 7,750,000 | — | 7,750,000 | 8,437,500 | 7,750,000 | 7,750,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 20,169,113 | 20,169,113 | 20,169,113 | | Accelerated vesting of stock options(4) | — | — | — | 3,599,668 | 3,599,668 | 3,599,668 | | Accelerated vesting of restricted stock units(4) | — | — | — | 11,048,831 | 11,048,831 | 11,048,831 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 2,324,000 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 33,569 | 50,354 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 1,000,000 | | Present value of disability benefits(9) | — | — | — | — | 357,967 | — | | Total | 7,750,000 | — | 26,700,236 | 74,004,466 | 42,925,579 | 43,567,612 |

  171. Detrimental Conduct Agreements

    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, 2025. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 66.

  172. Detrimental Conduct Agreements

    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 1,169,272 | | 401(k) Plan | 1,689,673 | | Supplemental Retirement Plan | 10,233,077 | | Deferred Compensation Plan | 41,177,478 | | Total | $54,269,500 |

  173. Detrimental Conduct Agreements

    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | | | | Involuntary or | | | | | | | | Good Reason | | | | | | | | Termination | | | | | Voluntary | | Involuntary | following a | Termination | | | | Termination/ | For Cause | Not for Cause | Change in | Due to | Termination | | | Retirement | Termination | Termination | Control(10) | Disability | Due to Death | | | ($) | ($) | ($) | ($) | ($) | ($) | | Severance benefit(2) | — | — | 5,890,000 | 11,780,000 | — | — | | Payment of annual cash incentive award(3) | 3,200,000 | — | 3,200,000 | 3,277,500 | 3,200,000 | 3,200,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 5,625,124 | 5,625,124 | 5,625,124 | | Accelerated vesting of stock options(4) | — | — | — | 1,109,016 | 1,109,016 | 1,109,016 | | Accelerated vesting of restricted stock units(4) | — | — | — | 2,810,139 | 2,810,139 | 2,810,139 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 1,232,000 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 24,890 | 49,781 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 675,000 | | Present value of disability benefits(9) | — | — | — | — | — | — | | Total | 3,200,000 | — | 9,114,890 | 25,883,560 | 12,744,279 | 13,419,279 |

  174. Detrimental Conduct Agreements

    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, 2025. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 66.

  175. Detrimental Conduct Agreements

    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 492,550 | | 401(k) Plan | 2,092,881 | | Supplemental Retirement Plan | 6,054,462 | | Deferred Compensation Plan | 3,774,525 | | Total | $12,414,418 |

  176. Detrimental Conduct Agreements

    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | | | | Involuntary or | | | | | | | | Good Reason | | | | | | | | Termination | | | | | Voluntary | | Involuntary | following a | Termination | | | | Termination/ | For Cause | Not for Cause | Change in | Due to | Termination | | | Retirement | Termination | Termination | Control(10) | Disability | Due to Death | | | ($) | ($) | ($) | ($) | ($) | ($) | | Severance benefit(2) | — | — | 5,382,500 | 10,765,000 | — | — | | Payment of annual cash incentive award(3) | 3,000,000 | — | 3,000,000 | 2,870,000 | 3,000,000 | 3,000,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 4,759,461 | 4,759,461 | 4,759,461 | | Accelerated vesting of stock options(4) | — | — | — | 923,975 | 923,975 | 923,975 | | Accelerated vesting of restricted stock units(4) | — | — | — | 2,364,419 | 2,364,419 | 2,364,419 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 592,250 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 26,683 | 53,366 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 675,000 | | Present value of disability benefits(9) | — | — | — | — | 465,041 | — | | Total | 3,000,000 | — | 8,409,183 | 22,328,471 | 11,512,896 | 11,722,855 |

  177. Detrimental Conduct Agreements

    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, 2025. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 66.

  178. Detrimental Conduct Agreements

    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Retirement Plan | 1,061,210 | | 401(k) Plan | 2,714,483 | | Supplemental Retirement Plan | 4,137,739 | | Deferred Compensation Plan | 2,383,302 | | Total | $10,296,734 |

  179. Detrimental Conduct Agreements

    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | | | | Involuntary or | | | | | | | | Good Reason | | | | | | | | Termination | | | | | Voluntary | | Involuntary | following a | Termination | | | | Termination/ | For Cause | Not for Cause | Change in | Due to | Termination | | | Retirement | Termination | Termination | Control(10) | Disability | Due to Death | | | ($) | ($) | ($) | ($) | ($) | ($) | | Severance benefit(2) | — | — | 4,347,500 | 8,695,000 | — | — | | Payment of annual cash incentive award(3) | 2,325,000 | — | 2,325,000 | 2,210,000 | 2,325,000 | 2,325,000 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 3,185,313 | 3,185,313 | 3,185,313 | | Accelerated vesting of stock options(4) | — | — | — | 626,201 | 626,201 | 626,201 | | Accelerated vesting of restricted stock units(4) | — | — | — | 1,631,361 | 1,631,361 | 1,631,361 | | Continued contributions to supplemental retirement plan(5) | — | — | — | 749,600 | — | — | | Accelerated vesting of deferred compensation plan match(6) | — | — | — | — | — | — | | Continued participation in health and welfare benefits(7) | — | — | 32,414 | 64,828 | — | — | | Payout of life insurance benefits(8) | — | — | — | — | — | 650,000 | | Present value of disability benefits(9) | — | — | — | — | — | — | | Total | 2,325,000 | — | 6,704,914 | 17,162,303 | 7,767,875 | 8,417,875 |

  180. Detrimental Conduct Agreements

    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, 2025. These amounts are in addition to the payout of vested stock options and restricted stock units listed on page 66.

  181. Detrimental Conduct Agreements

    | Vested Plan Balances Payable Upon Termination of Employment for any Reason(1) | | | Threadneedle Pension Plan | $1,878,136 | | Threadneedle Fund Deferral Plan | 894,030 | | Total | $2,772,166 |

  182. Detrimental Conduct Agreements

    | | Other Amounts Payable Upon Termination of Employment | | | | | | | | | | | Involuntary or | | | | | | | | Good Reason | | | | | | | | Termination | | | | | Voluntary | | Involuntary | following a | Termination | | | | Termination/ | For Cause | Not for Cause | Change in | Due to | Termination | | | Retirement | Termination | Termination | Control(10) | Disability | Due to Death | | | ($) | ($) | ($) | ($) | ($) | ($) | | Severance benefit(2) | — | — | 3,602,396 | — | — | — | | Payment of annual cash incentive award(3) | 1,374,909 | — | — | — | 1,374,909 | 1,374,909 | | Accelerated vesting of long-term performance share unit awards(4) | — | — | — | 1,112,813 | 1,112,813 | 1,112,813 | | Accelerated vesting of stock options(4) | — | — | 154,440 | 218,705 | 218,705 | 218,705 | | Accelerated vesting of restricted stock units(4) | — | — | 302,596 | 568,045 | 568,045 | 568,045 | | Payout of life insurance benefits(8) | — | — | — | — | — | 4,219,453 | | Total | 1,374,909 | — | 4,059,432 | 1,899,563 | 3,274,472 | 7,493,925 |

  183. Detrimental Conduct Agreements

    | * 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, 2025 ($1.34795) was used to convert GBP into USD. |

  184. Detrimental Conduct Agreements

    | (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. |

  185. Detrimental Conduct Agreements

    | (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. |

  186. Detrimental Conduct Agreements

    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 £21,570/$29,075.

  187. Detrimental Conduct Agreements

    | (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 is fully discretionary, subject to their compliance with a detrimental conduct agreement described on page 70 and any applicable notice requirements. The hypothetical amount shown in the table is based on the actual cash incentive award earned for 2025 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 2023 and 2024. |

  188. Detrimental Conduct Agreements

    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).

  189. Detrimental Conduct Agreements

    | (4) 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 deferred stock units and deferred stock options continue to vest in accordance with their original schedule. Starting in 2026, outstanding restricted stock units, performance shares, and stock options also continue to vest according to their original schedule upon retirement. 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. |

  190. Detrimental Conduct Agreements

    | (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. |

  191. Detrimental Conduct Agreements

    | (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. |

  192. Detrimental Conduct Agreements

    | (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. |

  193. Detrimental Conduct Agreements

    | (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. |

  194. Detrimental Conduct Agreements

    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 £181,800 / $245,057 since the 2021/22 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 £58,192 / $78,440 per annum paid from the Threadneedle Pension Plan.

  195. Detrimental Conduct Agreements

    | (9) In the event of disability, the U.S. based executive would be eligible to receive disability income based on their age at the onset of the disability (per the Plan rules). The amount shown indicates the present value of potential future disability payments that would be received between December 31, 2025 and assumes the greater of the executive reaching age 65 or older based on a) the Plan rules and b) their age at the time of disability, using a 5.40% discount rate. |

  196. Detrimental Conduct Agreements

    | (10) Under a best net approach, an executive’s severance benefits may be reduced if doing so results in a better after-tax outcome, thereby avoiding excise taxes under Internal Revenue Code Section 280G. Executives are not eligible for any payment to offset excise taxes under Section 280G. Beginning in 2012, the Company eliminated 280G excise tax gross-up provisions for all executive officers. |

  197. Detrimental Conduct Agreements

    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. Because the median employee identified in the prior year is no longer employed, the Company identified a new median employee to calculate our 2025 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 19 countries in which we operate. We did not include our approximately 8,500 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 62. 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 2025 was $133,001. We also added the value of Company-provided insurance ($16,785) to our CEO’s 2025 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 232:1. When excluding our employees based in India, the median annual total compensation for employees, other than our CEO, was $142,997. The ratio of this employee’s compensation to that of our CEO was 216:1. 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 2021, 2022, 2023, 2024 and 2025 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.

  198. Detrimental Conduct Agreements

    | | | | Average | | Value of Initial Fixed $100 | | | | | | | | Summary | Average | Investment Based on:(5) | | | Adjusted | | | Summary | | Compensation | Compensation | | Peer Group | | Operating | | | Compensation | Compensation | Table Total for | Actually Paid | Total | Total | GAAP Net | EPS excluding | | | Table Total | Actually Paid | Non-PEO | to Non-PEO | Shareholder | Shareholder | Income(7) | Unlocking | | | for PEO | to PEO(2)(3) | NEOs | NEOs(2)(3) | Return | Return(6) | ($m) | (diluted)(7)(8) | | Year(1) | ($) | ($) | ($) | ($) | ($) | ($) | ($) | ($) | | (a) | (b) | (c) | (d) | (e) | (f) | (g) | (h) | (i) | | 2025 | 30,828,468 | 33,081,532(4) | 7,460,866 | 7,751,268(4) | 272 | 203 | 3,563 | 39.34 | | 2024 | 28,144,215 | 55,940,095 | 7,000,039 | 12,325,209(8) | 292 | 176 | 3,401 | 35.07 | | 2023 | 28,378,031 | 48,624,071 | 6,822,427 | 11,135,219 | 205 | 135 | 2,556 | 29.58 | | 2022 | 22,847,623 | 34,989,082 | 6,142,835 | 8,829,365 | 166 | 121 | 3,149 | 24.43 | | 2021 | 21,229,464 | 63,512,752 | 7,395,895 | 20,347,877 | 158 | 135 | 3,417 | 22.53 |

  199. Detrimental Conduct Agreements

    | (1) Year | PEO | Non-PEOs | | 2025 | Mr. Cracchiolo | Messrs. Berman, Davies, Sweeney and Truscott | | 2024 | Mr. Cracchiolo | Messrs. Berman, Davies, Sweeney and Truscott | | 2023 | Mr. Cracchiolo | Messrs. Berman, Davies, Sweeney and Truscott | | 2022 | Mr. Cracchiolo | Messrs. Berman, Moore, Sweeney and Truscott | | 2021 | Mr. Cracchiolo | Messrs. Berman, Moore, Sweeney and Truscott |

  200. Detrimental Conduct Agreements

    | (2) Fair value or change in fair value, as applicable, of equity awards in the above table, was determined by reference to (1) for RSU awards (or DSU awards for Mr. Davies), closing price on applicable year-end date(s) or, in the case of vesting dates, the actual vesting price plus the dollar value of any dividends paid on the RSU in the covered fiscal year prior to the vesting date that is not reflected in the fair value of the award (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), (2) for stock options (or DSOs Mr. Davies), a Black-Scholes value as of the applicable year-end or vesting date(s), determined based on the same methodology as used to determine grant date fair value; the inputs of the model include (a) dividend yield which represents the Company’s expected dividend yield based on its historical dividend payouts and management’s expectations, (b) expected volatility which is based on the Company’s historical and implied volatilities, (c) risk-free interest rate based on the U.S. Treasury yield curve for a period commensurate with the expected life, and (d) expected life of the option based on the Company’s past experience and other considerations, and (3) for PSU awards, target awards multiplied by the leverage ratio at applicable year-end date(s) or actual vesting date, at closing price on applicable year-end date(s) or, in the case of vesting dates, the actual vesting price. |

  201. Detrimental Conduct Agreements

    | (3) For the portion of Compensation Actually Paid that is based on year-end stock prices, the following prices were used: 2025 — $490.34, 2024 — $532.43, 2023 — $379.83, 2022 — $311.37, 2021 — $301.66. |

  202. Detrimental Conduct Agreements

    | (4) 2025 Compensation Actually Paid (CAP) to PEO (Mr. Cracchiolo) and the average CAP to non-PEOs reflects the following adjustments from Total Compensation reported in the Summary Compensation Table: |

  203. Detrimental Conduct Agreements

    | (8) The 2024 average compensation actually paid to non-PEO NEOs reflects a minor technical correction that resulted in a revised value of $12,325,209 compared to $12,146,344 displayed in our last year's proxy disclosure. |

  204. Transactions Between the Company and Our Directors and Officers

    Transactions Between the Company and Our Directors and Officers Our executive officers and directors may from time to time take out certain pledge or margin loans from certain of our subsidiaries on the same terms that these subsidiaries offer to the general public. By way of example, our broker-dealer subsidiary Ameriprise Financial Services, LLC may extend margin loans (except margin loans to acquire the Company’s stock) to our directors and executive officers under their brokerage accounts. All indebtedness from these transactions is in the ordinary course of our business and is on the same terms, including interest rates, in effect for comparable transactions with other people. Such indebtedness involves normal risks of collection and does not have features or terms that are unfavorable to our subsidiaries. Our executive officers and directors may also have transactions with us or our subsidiaries involving other goods and services, such as insurance, brokerage and investment services. These transactions are also in the usual course of our business and we provide them on terms that we offer to our employees (with respect to executive officers) or to the public (with respect to our outside directors) generally. In addition, Mr. Alvero’s sister is employed by the Company and earned annual compensation of $146,600 in 2025, which is commensurate with employees of similar responsibility levels. Given the nature and broad scope of the products and services provided by the Company, there are from time to time ordinary course of business transactions between the Company and a director, his or her immediate family members, or principal business affiliations. These may include, among other relationships: extensions of credit; provision of other financial and financial advisory products and services; business transactions for products and services; and charitable contributions made by the Company.