Unum Group

Our executive compensation philosophy is to reward performance that helps us achieve our corporate objectives, increase shareholder returns, attract and retain talented individuals, and promote a culture of ownership and accountability in the company. We do this by:

•Offering base salaries that reflect the competitive market as well as the roles, skills, abilities, experience, and performance of employees;

•Providing incentive opportunities for all employees based on the achievement of corporate and individual performance goals; and

•Aligning the interests of management and shareholders by offering long-term cash and equity awards that are performance-based and requiring senior officers to own and retain a specified value of shares. Our long-term incentive awards are granted in the current year based on performance over the prior year

(i.e., awards granted in 2025 were based on 2024 performance; see the "Long-Term Incentive" section on page 72 for additional details).

Elements of Pay

There are five primary elements of pay in our 2025 executive compensation program, which are summarized in the following table.

(1)For details on specific performance measures see "Annual and Long-Term Incentive Programs" below.

Those pay elements that are "at risk," or contingent upon individual or corporate performance, are noted in the charts below. A substantial majority of our NEOs' targeted total direct compensation (fixed salary and variable annual and long-term incentive awards) is at risk. This design creates an incentive for achievement of performance goals (short- and long-term) and aligns the interests of our executives with those of our shareholders. In 2025, 93% of Mr. McKenney’s targeted total direct compensation was at risk. For the remaining NEOs, an average of 78% of their aggregate targeted total direct compensation was at risk.