Artisan Partners Asset Management Inc. · NYSE:APAM

Artisan Partners Asset Management — Shareholder Meeting (June 2024)

19 slides from Artisan Partners Asset Management's shareholder meeting presentation, Jun 3, 2024

1. Slide 1: 2024 Annual Meeting Investor Outreach

   2024 ANNUAL MEETING INVESTOR OUTREACH

2. Slide 2: 2024 Annual Shareholder Meeting Agenda

   2024 ANNUAL SHAREHOLDER MEETING AGENDA 2 WHO WE ARE 6 EXECUTIVE COMPENSATION 9 APPENDIX – EXECUTIVE COMPENSATION PROCESS artisan partners asset management 1

3. Slide 3: Who We Are — Our Purpose

   WHO WE ARE — Our Purpose  Our Purpose: To generate and compound wealth over the long term for our clients—helping to achieve retirement outcomes, pay for education, fund charitable causes and improve people’s lives.  To achieve our purpose, we must continue to thoughtfully grow the business over t

4. Slide 4: Who We Are — Our Approach

   WHO WE ARE — Our Approach Since its founding, Artisan has built its business based upon a consistent philosophy and business model. artisan partners asset management 3

5. Slide 5: Who We Are — Our Talent-Driven Business Model

   WHO WE ARE — Our Talent-Driven Business Model Key Elements:  Autonomy - Each investment team has complete autonomy over its investment process and decision-making.  Tailored Environment, Support & Development  The environment in which each team operates is unique and individually tailored.  Each

6. Slide 6: Executive Compensation (Say-on-Pay)

   EXECUTIVE COMPENSATION (SAY-ON-PAY)

7. Slide 7: Executive Compensation Program — Incremental Changes

   EXECUTIVE COMPENSATION PROGRAM — Incremental Changes  Our approach to executive compensation has, over the course of the firm’s history, successfully supported the long-term growth of the business.  Changes to our executive compensation program must be thoughtfully developed and carefully implemen

8. Slide 8: Vote FOR Named Executive Officer Compensation (Say-on-Pay)

   EXECUTIVE COMPENSATION — Say-on-Pay Proposal  We believe the key principles underlying our executive compensation program ensure focus on our single purpose as a firm—to generate and compound wealth over the long term for clients.  Our differentiated approach:  Supports long-term value creation a

9. Slide 9: Appendix—Executive Compensation Process

   APPENDIX—EXECUTIVE COMPENSATION PROCESS artisan partners asset management 8

10. Slide 10: Executive Compensation — Pay for Performance Philosophy

    EXECUTIVE COMPENSATION — Pay for Performance Philosophy  Executive compensation should be tied to the firm’s purpose and the drivers of its long-term success.  Executive compensation should be structured over long time horizons and based on long-term value creation.  The vast majority of total co

11. Slide 11: Process for Determining Performance-Based Compensation

    EXECUTIVE COMPENSATION — Process for Determining Performance-Based Compensation Process Overview  The key principles that underlie our executive compensation program are embedded within the Compensation Committee’s comprehensive process for determining the amount and type of performance-based compe

12. Slide 12: Process for Determining Performance-Based Compensation: Key Principle 1

    EXECUTIVE COMPENSATION — Process for Determining Performance-Based Compensation Key Principle 1: The amount of performance-based compensation should initially be considered based on the accomplishment of strategic objectives and key priorities.  The Committee reviews strategic objectives and sets k

13. Slide 13: Process for Determining Performance-Based Compensation: Key Principle 2

    EXECUTIVE COMPENSATION — Process for Determining Performance-Based Compensation Key Principle 2: The amount of performance-based compensation should be adjusted to reflect the firm’s financial and operating results.  Nearly all of our revenue consists of investment advisory fees paid based on the a

14. Slide 14: Process for Determining Performance-Based Compensation: Key Principle 2 (cont'd)

    EXECUTIVE COMPENSATION — Process for Determining Performance-Based Compensation Key Principle 2 (cont’d): The amount of performance-based compensation should be adjusted to reflect the firm’s financial and operating results.  The Compensation Committee assesses the firm’s financial and operating re

15. Slide 15: Process for Determining Performance-Based Compensation: Key Principle 3

    EXECUTIVE COMPENSATION — Process for Determining Performance-Based Compensation Key Principle 3: Determine cash/equity mix of performance-based compensation given existing alignment of interests.  The vast majority of long-term incentive awards are made to the firm’s most critical employees—investm

16. Slide 16: Process for Determining Performance-Based Compensation: Key Principle 4

    EXECUTIVE COMPENSATION — Process for Determining Performance-Based Compensation Key Principle 4: Ensure executive compensation stays true to our philosophy and continues to reflect Who We Are as a firm.  We utilize a tailored approach to executive compensation that remains true to our long-term ori

17. Slide 17: Notes and Disclosures

    NOTES AND DISCLOSURES artisan partners asset management 16

18. Slide 18: Notes and Disclosures

    NOTES AND DISCLOSURES Forward-Looking Statements Certain statements in this presentation and other written or oral statements made by or on behalf of the Company, are “forward-looking statements” within the meaning of the federal securities laws. Statements regarding future events and our future per

19. Slide 19: Notes and Disclosures

    NOTES AND DISCLOSURES Net gain (loss) on the tax receivable agreements represents the income (expense) associated with the change in estimate of amounts payable under the tax receivable agreements entered into in connection with APAM’s initial public offering and related reorganization. Compensation

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