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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

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:

 

Preliminary Proxy Statement

 

 

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

 

 

Definitive Proxy Statement

 

 

Definitive Additional Materials

 

 

Soliciting Material Pursuant to §240.14a-12

 

MANPOWERGROUP 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):

 

No fee required

 

 

Fee paid previously with preliminary materials

 

 

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

 

 

 

 

 

 

 

 

 

 

 


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Sustainability

at ManpowerGroup

 

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ManpowerGroup’s fifth annual Working to Change the World Sustainability Report communicates our progress across three strategic pillars: Planet, People & Prosperity, and Principles of Governance. As we move toward a more technology-driven and sustainable future, our focus is to provide people with the skills they need to pursue meaningful work, realize their potential, and positively impact the communities and planet we share.

 

 

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ManpowerGroup continues to be recognized for our ethical, responsible business practices, and our sustained commitment
to generating positive change at scale. We’re honored to be recognized by the following leading organizations:

 

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Recognized by TIME

as one of the World's Most

Sustainable Companies

2024 and 2025

Achieved Gold EcoVadis

2025 rating, placing us in

the top 5% of all reporting

companies worldwide

Maintained a strong CDP score

(B) in 2025, reflecting our

commitment to transparent

climate disclosure

Named one of the World's

Most Ethical Companies for

the 16th time — more than any

organization in our industry

 

Learn more: manpowergroup.com/sustainability

 


Notice of

Annual Meeting

of Shareholders

 

Annual Meeting

Date & Time

Friday May 8, 2026, 9:00 a.m. CDT

Place

This year’s meeting is a virtual shareholders meeting at www.meetnow.global/MTYPN7Y

Record Date

The close of business February 27, 2026

How to Attend

Holders of a majority of the outstanding shares must be present in person or by proxy in order for the annual meeting to be held. For purposes of our meeting, people who attend virtually will be considered to be present in-person.

Proposals to be Voted on

 

Proposal

Page

 

 

 

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FOR

each

nominee

Proposal 1: To elect ten individuals nominated by the Board of Directors of ManpowerGroup to serve until 2027 as directors;

77

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FOR

Proposal 2: To ratify the appointment of Deloitte & Touche LLP as our independent auditors for 2026;

79

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FOR

Proposal 3: To hold an advisory vote on approval of the compensation of our named executive officers;

80

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FOR

 

Proposal 4: To approve the amendment to the Company's Amended and Restated Articles of Incorporation to permit removal of directors with or without cause;

81

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FOR

 

Proposal 5: To approve the amendment and restatement of the Equity Incentive Plan of ManpowerGroup Inc.; and

82

 

N/A

Proposal 6: To transact such other business as may properly come before the meeting

 

 

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Voting Methods

Whether or not you plan to attend the meeting, it is important that your shares are represented and voted. If you are a shareholder of record (“registered shareholder”), we urge you to vote in advance of the meeting using one of the advance voting methods below. You can vote by any of the following methods:

 

 

 

 

 

 

 

 

 

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By Internet

Prior to the 2026 Annual Meeting, vote your shares online at
www.envisionreports.com/MAN

During the 2026 Annual Meeting, vote your shares online at
www.meetnow.global/MTYPN7Y

 

 

 

 

 

 

 

 

 

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By Phone

1-800-652-VOTE (8683) within the USA, US territories and Canada

 

 

 

 

 

 

 

 

 

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By Mail

Complete, sign and return proxy card in the postage-paid envelope provided

 

 

 

 

 

 

 

 

 

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By QR Code

Scan this QR code 24/7 to
vote with your mobile device

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All registered shareholders and those holding legal proxy will still be able to vote online during the meeting, even if they previously submitted their proxy. If your shares are held in street name through a bank, broker or other holder of record (“beneficial holder”), you will receive instructions from the holder of record that you must follow in order for your shares to be voted.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Availability of Materials

Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting of Shareholders to be held on May 8, 2026: The annual report on Form 10-K and proxy statement of ManpowerGroup are available for review at www.envisionreports.com/MAN.

 

By Order of the Board of Directors

Michelle S. Nettles, Chief People & Legal Officer, March 23, 2026

 

 


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Table of
Contents

 

 

Proxy Summary

 

2026 Proxy Statement Summary

i

 

 

1

 

Board of Directors

 

Director Nominee Biographies

1

Composition and Qualifications of Board Members

12

Board Diversity and Tenure

14

Director Compensation for 2025

16

Non-Employee Director Stock Ownership Guidelines

18

 

 

2

 

Governance & Sustainability

 

Board Leadership Structure

19

Board Oversight

20

Independent Compensation Consultant

22

Board Independence and Related Party Transactions

23

Communicating With Our Board

24

Meetings and Committees of the Board

25

Board Effectiveness and Evaluation

29

 

 

3

 

Executive Compensation

 

Compensation Discussion and Analysis

30

Report of the People, Culture and Compensation Committee of the Board of Directors

54

People, Culture and Compensation Committee Interlocks and Insider Participation

54

Compensation Tables

55

Summary Compensation Table

55

Grants of Plan-Based Awards in 2025

56

Compensation Agreements and Arrangements

56

Grants Under the 2011 Equity Incentive Plan

56

Outstanding Equity Awards at December 31,
2025

57

Option Exercises and Stock Vested in 2025

58

Nonqualified Deferred Compensation in 2025

59

Termination of Employment and Change of Control Arrangements

61

Post-Termination and Change of Control Benefits

63

Compensation Policies and Practices as They Relate to Risk Management

 

65

 

 

 

CEO Pay Ratio

66

Pay versus Performance

67

 

 

4

 

Audit Committee Matters

 

Audit Committee Report

71

Fees Billed by Deloitte

73

Independent Auditor Services Policy

73

 

 

5

 

Information About Stock Ownership

 

Security Ownership of Certain Beneficial Owners

74

Beneficial Ownership of Directors and Executive Officers

75

 

 

6

 

Proposals to be Voted on During the Meeting

 

1: Election of Directors

77

2: Ratification of Independent Auditors

79

3: Advisory Vote on Approval of the Compensation of Named Executive Officers

80

4: Amendment to the Company’s Amended and Restated Articles of Incorporation to Permit Removal of Directors With or Without Cause

81

5: Amendment and Restatement of the Equity Incentive Plan of ManpowerGroup Inc.

82

 

 

7

 

Information About the Meeting

 

Date, Time and Place of Meeting

94

Proxy Materials are Available on the Internet

94

Participating in the Annual Meeting

94

Soliciting Proxies

95

Vote Required and Voting Standards

96

Corporate Governance Documents

97

Submission of Shareholder Proposals

98

Other Voting Information

98

Other Matters

98

Appendix A

A

Appendix B

B

 

 


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Proxy Statement
Summary

 

 

This summary highlights information contained in the proxy statement, which is first being made available to shareholders on or about March 23, 2026. This summary does not contain all the information you should consider. We encourage you to read the entire proxy statement before voting. For information regarding ManpowerGroup’s 2025 performance, please read ManpowerGroup’s 2025 Annual Report on Form 10-K.

Board of Directors Nominees

The following table provides summary information about each of the 10 director nominees, and the committees they serve on. Each director is elected annually by a majority of votes cast.

 

 

 

Name

 

Age

 

Director Since

 

Independent

 

Committees

 

 

 

 

 

 

 

 

 

 

 

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Jean-Philippe Courtois

 

65

 

2020

 

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• Audit

 

 

 

 

 

 

 

 

 

 

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John F. Ferraro

 

70

 

2016

 

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• Audit (CHAIR)

 

 

 

 

 

 

 

 

 

 

 

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William P. Gipson

 

68

 

2020

 

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• People, Culture and
Compensation

 

 

 

 

 

 

 

 

 

 

 

 

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Julie M. Howard

Lead Director

 

63

 

2016

 

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• People, Culture and
Compensation (CHAIR)

• Governance and Sustainability

 

 

 

 

 

 

 

 

 

 

 

 

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Ulice Payne, Jr.

 

70

 

2007

 

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• Audit

• Governance and Sustainability

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Muriel Pénicaud

 

70

 

2022

 

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• People, Culture and
Compensation

 

 

 

 

 

 

 

 

 

 

 

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Jonas Prising

Chief Executive Officer

 

61

 

2014

 

 

 

• None

 

 

 

 

 

 

 

 

 

 

 

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Paul Read

 

59

 

2014

 

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• Audit

 

 

 

 

 

 

 

 

 

 

 

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Elizabeth P. Sartain

 

71

 

2010

 

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• People, Culture and
Compensation

 

 

 

 

 

 

 

 

 

 

 

 

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Michael J. Van Handel

 

 

66

 

 

2017

 

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• Governance and Sustainability
(CHAIR)

 

 

 

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2026 PROXY STATEMENT | i

 


 

 

 

 

 

 

 

 

 

 

 

Director Diversity

Core Skills & Experience

Identified by our Directors

 

 

30%

of our directors

are women

 

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9/10

Previous

Board

 

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10/10

International

Business

 

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10/10

Corporate

Governance

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

20%

of our directors are

ethnically diverse

 

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10/10

Active/Former

CEO/Chairperson

 

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8/10

Sales

 

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9/10

Government

Relations

 

 

 

or Other C-Suite

Officer

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

40%

of our directors were

born outside the U.S.

 

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10/10

Human

Resources

 

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6/10

Marketing and

Branding

 

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9/10

Technology

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

30%

of our board has

been refreshed in

the past 5 years

 

 

 

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9/10

Accounting

or Financial

Oversight

 

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9/10

Operations

 

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2/10

Current/Former

CEO or Board

Chairs

 

 

 

 

 

 

 

 

 

 

(1) Calculations within this section are made with respect to the 10 Board nominees listed on the previous page.

 

 

 

 

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PROXY SUMMARY

Our Board Has a Diversity of Experiences and Backgrounds

 

 

1

 

Our Board Has a Diversity of Experiences and Backgrounds(1)

Our Board believes that having a diverse mix of directors with a variety of skills, experience, and backgrounds is essential to meeting its oversight responsibility.

 

 

 

 

ii  | 2026 PROXY STATEMENT

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Our Working to Change

the World Plan

ManpowerGroup's Sustainability Strategy

The three strategic pillars of our Working to Change the World plan are embedded in our business strategy: positive action for the Planet, amplifying impact on People & Prosperity, and leading with strong Principles of Governance. We have ambitious goals that guide our actions and measure our progress.

 

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Strong and lasting partnerships enable us to address global issues in sustainable and scalable ways. From skilling workers to preparing the next generation of talent, our most impactful work is scaled when we collaborate with those who share our vision and purpose.

 

 

 

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Signatory to the United Nations
Global Compact since 2006

Strategic Partner of the

World Economic Forum

Founding member of the World

Employment Confederation

 

 

 

 

 

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Partner of JA Worldwide for
more than two decades

 

Member of World Business Council
for Sustainable Development

 

 

We have actively engaged with the United Nations since we signed the UN Global Compact sustainability principles in 2006. In 2015, the UN established 17 Sustainable Development Goals (SDGs). We are committed to promoting all of them, yet we are hyper-focused on those that we can impact the most.

 

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PROXY SUMMARY

Our Board Has a Diversity of Experiences and Backgrounds

 

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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2026 PROXY STATEMENT | iii

 


Planet

Delivering on our validated, science-based targets to reduce emissions by 2030 and reach net-zero by 2045 or sooner

 

We are committed to making positive changes and a lasting impact. We encourage our people, partners and clients to join us in this effort. Our focus is to make and sustain measurable, incremental progress towards our goal to deliver an outsized impact over time.

Our Climate Action Plan focuses our initiatives and metrics as we create impact at scale.

In 2024, we reduced our direct emissions by 9%. We are on track to meet our 2030 goals and achieve our ambition to reach net-zero by 2045 or sooner.

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2024-25 Planet Highlights

 

 

 

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ManpowerGroup was recognized by TIME Magazine as one of the World's Most Sustainable Companies in 2024 and 2025.

 

 

 

 

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We reduced direct emissions by 9% in 2024, and by 32% since 2019 - driven by an increase in renewable energy and electric vehicles.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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ManpowerGroup France's headquarters is BREEAM certified for environmental performance, and its public transit-friendly location has reduced commuting distance by 28%. Today, 68% of France HQ employees commute by public transit, biking or walking.

 

 

 

 

 

 

 

 

 

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In 2025, we received a B rating in CDP Climate Change, affirming our commitment to transparent climate disclosure and our path to net zero.

 

 

We increased our renewable energy usage by 18% in 2024 and added 100 electric vehicles to our fleet.

 

 

 

 

 

 

 

 

 

 

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1

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PROXY SUMMARY

Our Board Has a Diversity of Experiences and Backgrounds

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

iv  | 2026 PROXY STATEMENT

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People &

Prosperity

The Future of Work must be Sustainable, Digital and Inclusive.

 

 

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Our commitment to People & Prosperity is about widening access to opportunity and helping people build the skills that open doors to meaningful, in-demand work for the long term.

With our extensive knowledge of skills and breadth of specializations, we are well-positioned to drive progress and help ensure people are not left behind as work becomes more digital and more green.

We are clear on the connection between meaningful work and human rights – so more people experience dignity and respect, earn a fair wage, and have a safe, healthy environment in which to build their future.

 

 

 

2024-25 People & Prosperity Highlights

 

 

 

 

More than 311,000+ associates have participated in
our Manpower MyPath program
 acquiring soft and
technical skills needed to fill in-demand roles.

 

 

 

 

Named one of Newsweek's
America's Most Responsible
Companies
 in 2024, 2025 & 2026.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Expanded Experis Academy to provide 4,500 associates with in-demand roles
like Generative AI Developers, AWS & Azure Engineers, and SAP consultants.

 

 

 

 

 

 

 

ManpowerGroup Human Age Institute's comprehensive soft-skills
gap analysis provided critical insights for
the Junior Achievement
EMPASS micro-credentials program for young workers
.

 

 

 

 

 

 

 

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PROXY SUMMARY

Our Board Has a Diversity of Experiences and Backgrounds

 

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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2026 PROXY STATEMENT | v

 


Principles of Governance

Trust, transparency and accountability are foundational

 

 

We lead with responsibility and transparency – setting ethical benchmarks for our industry and our supply chain, while embracing corporate governance best practices.

With operations in 70+ countries and partnerships with hundreds of thousands of organizations, we use our global scale to champion responsible employment and ethical business conduct everywhere we operate.

We stay closely connected to our stakeholders, ensuring our actions reflect their expectations and uphold our high standards of corporate governance.

 

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2024-25 Principles of Governance Highlights

 

 

 

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Recognized as one of the world's most ethical companies for the 16th time by Ethisphere
– the only company in our industry to be awarded this accolade for more than a decade.

 

 

 

 

Talent Solutions named a Leader in Recruitment Process
Outsourcing (RPO) for the 15th consecutive year
 in the
Everest Group 2025 PEAK Matrix® Assessment.

 

First in our industry to have
our 2030 emission reduction
goals
validated by the Science Based Targets initiative (SBTi)

 

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Earned an EcoVadis
gold medal at the
global level for 2025.

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1

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PROXY SUMMARY

Our Board Has a Diversity of Experiences and Backgrounds

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

vi  | 2026 PROXY STATEMENT

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Age: 65

Director Since: 2020

Committees:

· Audit

Public Company Boards

· Former Director of AstraZeneca (2008 to 2016)

Additional Leadership and Experience

· Chairman of the Board of Directors for SKEMA Business School

· President and Cofounder, Live for Good, a French association which aims to help underprivileged young social entrepreneurs realize their potential

· President of the Mission Committee of Open Classroom, a French-based online education platform for vocational training

 

Career Highlights

· Executive Vice President and President, National Transformation Partnerships, at Microsoft, a global technology provider, from July 2021 to September 2024

· Executive Vice President, President Global Sales, Marketing and Operations at Microsoft from 2016 to July 2021

· President, Microsoft International from 2005 to 2016

· CEO, Microsoft EMEA from 2000 to 2005

 

Jean-Philippe Courtois

Why this Director is Valuable to ManpowerGroup

· Mr. Courtois brings significant experience managing global enterprise sales developed over many years as the senior global sales executive at Microsoft, one of the world’s largest software companies

· We also benefit from Mr. Courtois’ extensive experience in the technology industry developed over his more than three decade career with Microsoft

· Mr. Courtois, who is based in Paris, has in-depth international experience, particularly within the European markets where most of our business resides

· He also brings an important perspective from his prior service as a director of AstraZeneca

 

Skills

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Previous Board

 

International Business

 

Corporate Governance

 

Active/Former CEO/Chairperson
or other
C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Marketing and Branding

 

Technology

 

Accounting or

Financial Oversight

 

Operations

 

 

 

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1

 

 

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BOARD OF DIRECTORS

Director Nominee Biographies

 

 

 

Board of
Directors

 

 

Director Nominee Biographies

 

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2026 PROXY STATEMENT | 1

 


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Age: 70

Director Since: 2016

Committees:

· Audit (Chair)

Public Company Boards

· Director of Advance Auto Parts (since 2015)

· Director of International Flavor and Fragrances (since 2015)

Additional Leadership and Experience

· Director of Triumvirate Environmental Inc. Holdings LP, owner of Triumvirate Environmental, Inc., a provider of waste management and environmental solutions

· Founder of RP Intellectual Partners LLC (a successor to a part of Alpha Alpha Intellectual Properties, LLC), a firm investing in intellectual properties focused on technology

· Trustee Emeritus of Marquette University

· Former Chair of the Board of Trustees of Boston College High School

· Founder of the Audit Committee Leadership Network

 

Career Highlights

· Global Chief Operating Officer of Ernst & Young (“EY”), a global professional services organization, from 2007 to 2015

· Held several senior leadership positions at EY, including Global Vice Chair Audit

· Served as a member of EY’s Global Executive Board for more than 10 years

· Executive Vice President, Strategy and Sales of Aquilon Energy Services, a software and services company for the energy industry, from February 2019 to July 2019

 

John F. Ferraro

Why this Director is Valuable to ManpowerGroup

· Mr. Ferraro brings to our Board his significant depth in both finance and global operations management through his experience with large and global corporations while working at EY

· He has an extensive background as a manager and executive in the professional services industry

· We benefit from Mr. Ferraro’s significant experience in accounting, financial oversight, compliance and risk management, which enables him to assist the Board in identifying trends and developments that affect public companies

· He also brings valuable perspectives and insights from his service on the board of directors of two other public companies

Skills

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Previous Board

 

International Business

 

Corporate Governance

 

Active/Former CEO/Chairperson
or other

C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Marketing and Branding

 

Technology

 

Accounting
or Financial Oversight

 

Operations

 

 

 

img104630284_37.jpg

 

 

BOARD OF DIRECTORS

Director Nominee Biographies

 

 

1

 

 

 

2  | 2026 PROXY STATEMENT

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Age: 68

Director Since: 2020

Committees:

· People, Culture and Compensation

Public Company Boards

· Director of Rockwell Automation (since November 2020)

Additional Leadership and Experience

· Former Director of STEM Pathway to MBA (University of Alabama)

· Former Director of CityLink (Cincinnati), a non-profit organization providing services to help individuals in poverty

· Former Director of the Executive Leadership Council

· Former Director of United Negro College Fund

· Former Director National Action Council for Minorities in Engineering

· Veteran of the US Air Force

 

Career Highlights

· President, Enterprise Packaging Transformation of Procter & Gamble (“P&G”), a leading global provider of branded consumer packaged goods, from 2017 to June 2019

· Senior Vice President, Research & Development for Asia at P&G from 2015 to 2017

· Senior Vice President, Research & Development for the Global Hair Care/Color & Overall Beauty Sector at P&G from 2011 to 2015

· Senior Vice President, Corporate Chief Diversity Officer for P&G from 2011 to June 2019, simultaneously served

 

William P. Gipson

Why this Director is Valuable to ManpowerGroup

· Mr. Gipson brings to our Board significant managerial and operational experience as well as a valuable perspective on consumer behavior, from his more than thirty years at P&G, including as President, Enterprise Packaging and Transformation

· We benefit from Mr. Gipson’s broad expertise in driving business growth and product innovation at P&G, a global company, including through multiple international postings

· He also brings a unique perspective to the Board from his experience in leading the global diversity and inclusion program for P&G for eight years

 

Skills

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Previous Board

 

International Business

 

Corporate Governance

 

Active/Former CEO/Chairperson

or other

C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Marketing and Branding

 

Technology

 

 

Accounting
or Financial Oversight

 

Operations

 

 

 

1

 

 

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BOARD OF DIRECTORS

Director Nominee Biographies

 

 

 

 

 

 

img104630284_36.jpg

2026 PROXY STATEMENT | 3

 


Julie M. Howard

Lead Director

Why this Director is Valuable to ManpowerGroup

· As CEO of both Riveron and Navigant, Ms. Howard developed extensive knowledge in the global professional services industry

· She also provides our Board with managerial, transactional and operational experience from her tenure at Riveron and Navigant and a long-standing career working with clients in a wide array of industries

· Ms. Howard has experience with technology and innovation, including with private enterprises and public-sector clients

· Her role as our Lead Director is enhanced by her experience as Chair of the Board of Directors at Navigant, and her service on multiple other public company boards. She also brings experience working with the private equity community, and considerable background in investor relations matters, including related to shareholder activism

Skills

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Previous Board

 

International Business

 

Corporate Governance

 

Active/ Former CEO/Chairperson

or other C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Marketing and Branding

 

 

Technology

 

 

Accounting
or Financial Oversight

 

Operations

 

 

 

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Age: 63

Director Since: 2016

Committees:

· People, Culture and Compensation (Chair)

· Governance and Sustainability

Public Company Boards

· Director of Sleep Number Corporation (since May 2020)

· Former Director of InnerWorkings (2012 to 2019)

· Former Director of Navigant Consulting (2014 to 2019)

Additional Leadership and Experience

· Director of Riveron Consulting ("Riveron"), a business advisory firm specializing in accounting, finance, technology, and operations

· Director of Treliant, which provides consulting services to the global financial services industry

 

Career Highlights

· Chief Executive Officer of Riveron from March 2021 to September 2023

· Chief Executive Officer of Navigant Consulting (“Navigant”), a specialized global professional services firm, from 2012 to October 2019

· Chair of the Board of Navigant from 2014 to October 2019

· Prior thereto, Ms. Howard was a practicing consultant at Navigant, and held several leadership positions including Chief Operating Officer

 

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BOARD OF DIRECTORS

Director Nominee Biographies

 

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4  | 2026 PROXY STATEMENT

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Age: 70

Director Since: 2007

Committees:

· Audit

· Governance and Sustainability

Public Company Boards

· Director of WEC Energy Group (formerly Wisconsin Energy Corporation) (since 2003)

· Former Director of Foot Locker, Inc. (2016 to 2025)

· Former Trustee of The Northwestern Mutual Life Insurance Company (2005-2018)

Additional Leadership and Experience

· Director of Metropolitan Milwaukee Association of Commerce

· Director of Advancement of Blacks in Sports

· Named one of 2017's Most Influential Black Corporate Directors by Savoy Magazine

· Former Wisconsin Commissioner of Securities (February 1985 to December 1987)

 

Career Highlights

· President and Managing Member of Addison-Clifton, a provider of global trade compliance advisory services, since 2004

· Chief Executive Officer of the Milwaukee Brewers Baseball Club from 2002 to 2003

· Partner with the law firm Foley & Lardner from 1998 to 2002, including Managing Partner from 2001 to 2002

 

Ulice Payne, Jr.

Why this Director is Valuable to ManpowerGroup

· Mr. Payne brings significant managerial, operational, financial and global experience as a result of many senior positions he has held including as President of Addison-Clifton and as Managing Partner of Foley & Lardner

· We also benefit from Mr. Payne’s broad experience in, and knowledge of, international business and global trade regulation and compliance

· He also brings valuable perspectives and insights from his past and present service as a director of several public company boards

 

 

 

Skills

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Previous Board

 

International Business

 

Corporate Governance

 

Active/Former

CEO/Chairperson

or other

C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Technology

 

 

Accounting
or Financial Oversight

 

Operations

 

 

 

1

 

 

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BOARD OF DIRECTORS

Director Nominee Biographies

 

 

 

 

 

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2026 PROXY STATEMENT | 5

 


Muriel Pénicaud

Why this Director is Valuable to ManpowerGroup

· Ms. Pénicaud has extensive experience in government relations and human resources as a result of the multiple cabinet level positions she has held in the French government, including as the French Minister of Labor and as Ambassador, Permanent Representative to the OECD. As a result, she brings a unique perspective on the labor economy from the public and private sector

· We also benefit from Ms. Pénicaud’s significant experience in international business and human capital management, including extensive experience at the CHRO leadership level at two large French multinational companies

· She also brings an important perspective on economic and labor trends and developments in France, our largest country operation

 

Skills

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International Business

 

Corporate Governance

 

Active/Former

CEO/Chairperson

or other

C-Suite Officer

 

Government Relations

 

Human

Resources

 

Technology

 

 

Accounting
or Financial Oversight

 

Operations

 

 

 

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Age: 70

Director Since: 2022

Committees:

· People, Culture, and Compensation

Public Company Boards

· None

ADDitional Leadership and Experience

· Director of Publica HoldCo, the holding Company of Inetum Software Company, a European provider of digital services

· Director of Galileo Global Education, an international provider of higher education

· Director of ENGIE Foundation, a non-profit committed to contributing to the United Nations’ Sustainable Development Goals

· Member of Advisory Board of the Global Summit of Women, a business and economic forum for women

· Awarded numerous European orders of merit, including Officer of the French Legion of Honour

 

Career Highlights

· Senior Advisor to Bain Capital, a private investment firm, since February 2023

· Ambassador, Permanent Representative of France to the OECD, from 2020 to March 2022

· Minister of Labor, Republic of France, from 2017 to July 2020

· French Ambassador for International Investment and CEO of Business France, the national agency supporting the international development of the French economy, from 2014 to 2017

· Senior Executive Vice President, Human Resources at Danone Group, a global food and beverage company, and a member of its Executive Committee from 2008 to 2014

· Senior Executive Vice President, Human Resources, Organization and Sustainable Development at Dassault Systems, a global 3D technology company, from 2002 to 2008

 

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BOARD OF DIRECTORS

Director Nominee Biographies

 

 

1

 

 

 

6  | 2026 PROXY STATEMENT

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Age: 61

Director Since: 2014

Committees:

· None

Public Company Boards

· Director of Kohl’s Corporation (since 2015)

ADDitional Leadership and Experience

· Member of Board of Governors and former Chair of Junior Achievement Worldwide

· Actively engaged with the World Economic Forum, including as a member of the International Business Council (IBC) and several other groups/alliances

· Board member and former Chair of the Metropolitan Milwaukee Association of Commerce

 

Career Highlights

· Chief Executive Officer of ManpowerGroup since 2014

· Chair of ManpowerGroup since 2015

· ManpowerGroup President from 2012 to 2014

· Executive Vice President, President of ManpowerGroup - The Americas from 2009 to 2012

· Executive Vice President, President of ManpowerGroup - United States and Canadian Operations from 2006 to 2008

· Prior thereto, held other positions with increasing responsibility at ManpowerGroup since 1999, based in Europe and the United States

 

Jonas Prising

Why this Director is Valuable to ManpowerGroup

· Mr. Prising brings to the Board a strong leadership track record from his tenure as a member of ManpowerGroup’s senior leadership team. Given his current roles as chair and chief executive officer and his several other leadership roles he has held within the Company, Mr. Prising also brings to the Board a broad understanding of the Company’s industry, business, operations and growth strategy

· He is a frequent speaker and commentator on the global stage, especially on topics of labor economics, governance and sustainability, and has enabled ManpowerGroup to develop significant visibility and recognition within the business services community

· Mr. Prising also provides a global perspective and strong knowledge of the relevant marketplaces in Europe and Asia, as well as the Americas

 

Skills

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img104630284_96.jpg

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Previous Board

 

International Business

 

Corporate Governance

 

Active/Former CEO/Chairperson or other

C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Marketing and Branding

 

Technology

 

 

Accounting
or Financial Oversight

 

Operations

 

 

 

1

 

 

img104630284_37.jpg

BOARD OF DIRECTORS

Director Nominee Biographies

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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2026 PROXY STATEMENT | 7

 


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Age: 59

Director Since: 2014

Committees:

· Audit

Public Company Boards

· None

ADDitional Leadership and Experience

· Former Non-Executive Director of Ingram Micro

· Former Member of the Board of Advisors, Leavey School of Business at Santa Clara University

· Former Director of Arcient, Inc. a privately held information and technology services company

 

Career Highlights

· President Global Technology Business and Chief Operating Officer of Ingram Micro, a technology distributor and supply-chain services provider, from 2013 to 2016

· Chief Financial Officer of Flextronics International, an electronics manufacturing services provider, from 2008 to 2013

 

Paul Read

Why this Director is Valuable to ManpowerGroup

· Mr. Read has significant managerial, operational and global experience as a result of senior positions he has held, including his tenure as President and Chief Operating Officer of Ingram Micro

· He has extensive background in finance and accounting matters from prior roles, including as Chief Financial Officer of Flextronics International

· We also benefit from Mr. Read’s knowledge and experience in the information security and technology industry, including his time as President Global Technology Business at Ingram Micro

 

Skills

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img104630284_87.jpg

 

img104630284_88.jpg

 

img104630284_89.jpg

 

img104630284_90.jpg

 

img104630284_91.jpg

 

img104630284_92.jpg

 

img104630284_93.jpg

 

img104630284_94.jpg

 

img104630284_95.jpg

 

img104630284_96.jpg

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Previous Board

 

International Business

 

Corporate Governance

 

Active/Former CEO/Chairperson

or other

C-Suite Officer

 

Sales

 

Government Relations

 

Human

Resources

 

Marketing and Branding

 

Technology

 

 

Accounting
or Financial Oversight

 

Operations

 

 

 

img104630284_37.jpg

 

 

BOARD OF DIRECTORS

Director Nominee Biographies

 

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

8  | 2026 PROXY STATEMENT

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Elizabeth P. Sartain

Why this Director is Valuable to ManpowerGroup

· Ms. Sartain has significant experience in executive compensation, organizational design and human capital management

· She also brings significant human resources experience as a result of senior management positions she held at several prominent companies, including as Vice President and Chief People Officer at Yahoo!

· Ms. Sartain has led significant business transformation initiatives as well as global human resources efforts, focusing on attracting, retaining and developing employees

· She also has recognized experience in workforce trends, compensation committee and governance issues and is a recognized speaker on these issues

· Ms. Sartain also brings an important perspective gained from her service as a director on other public company boards

Skills

img104630284_86.jpg

 

img104630284_87.jpg

 

img104630284_88.jpg

 

img104630284_89.jpg

 

img104630284_92.jpg

 

 

 

 

 

 

 

 

 

 

 

Previous Board

 

International Business

 

Corporate Governance

 

Active/Former CEO/Chairperson or other

C-Suite Officer

 

Human

Resources

 

 

img104630284_112.jpg

 

Age: 71

Director Since: 2010

Committees:

· People, Culture and Compensation

Public Company Boards

· Former Director of Shutterfly Inc. (2016 to 2019)

· Former Director of Peets Tea & Coffee, Inc. (2007 to 2012)

ADDitional Leadership and Experience

· Former Director of AARP; Former Chairman of the Board of the AARP Foundation

· Named to 2023 Most Influential Corporate Board Directors, Women Inc. Magazine

· Named to 2020 Directorship 100 by NACD as one of the most influential corporate directors

· NACD Board Leadership Fellow and faculty member of its Director Professionalism program

· Former Director and Chair of the Society of Human Resource Management (SHRM) Foundation

 

Career Highlights

· Independent Human Resource Advisor and Consultant since 2008

· Executive Vice President and Chief People Officer at Yahoo! Inc. from 2001 to 2008

· An executive with Southwest Airlines serving in various positions from 1988 to 2001, including Vice President of People

 

1

 

 

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BOARD OF DIRECTORS

Director Nominee Biographies

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

img104630284_36.jpg

2026 PROXY STATEMENT | 9

 


img104630284_113.jpg

 

Age: 66

Director Since: 2017

Committees:

· Governance and Sustainability (Chair)

Public Company Boards

· Director of ICF International (since 2017)

ADDitional Leadership and Experience

· Director of BMO Financial Corporation, a subsidiary of BMO Financial Group (since 2006)

· Recognized nine times by Institutional Investor magazine as America's Best CFO for Business and Professional Services

 

Career Highlights

· Senior Executive Vice President of ManpowerGroup from 2016 to 2017

· Chief Financial Officer of ManpowerGroup from 1998 to 2016

· Several other senior finance and accounting positions within ManpowerGroup since 1989

 

Michael J. Van Handel

Why this Director is Valuable to ManpowerGroup

· Mr. Van Handel brings to the Board deep knowledge of ManpowerGroup and the industry developed over his more than twenty years of experience at the Company, including nearly two decades as CFO

· As CFO, Mr. Van Handel was also a member of ManpowerGroup’s leadership team and was significantly engaged in developing the Company’s business strategy

· He has significant managerial, operational, transactional and financial markets experience relevant to our business. Mr. Van Handel was responsible for driving operational performance across all geographies and business lines and given his extensive knowledge of the industry and competitive landscape, was heavily involved in M&A activity for the Company

Skills

img104630284_86.jpg

img104630284_87.jpg

img104630284_88.jpg

img104630284_89.jpg

img104630284_90.jpg

img104630284_91.jpg

img104630284_92.jpg

img104630284_94.jpg

img104630284_95.jpg

img104630284_96.jpg

 

 

 

 

 

 

 

 

 

 

Previous Board

International Business

Corporate Governance

Active/Former CEO/Chairperson or other

C-Suite Officer

Sales

Government Relations

Human

Resources

Technology

Accounting
or Financial
Oversight

Operations

 

 

img104630284_37.jpg

 

 

BOARD OF DIRECTORS

Director Nominee Biographies

 

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

10  | 2026 PROXY STATEMENT

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1

 

 

img104630284_37.jpg

BOARD OF DIRECTORS

Director Nominee Biographies

 

 

 

Each director attended at least 75% of the board meetings and meetings of committees on which he or she served in 2025. The board of directors held five meetings during 2025 and took one action by written consent.

The board of directors has established a general retirement age of 75. Under the Company's corporate governance guidelines, an individual cannot be nominated for election to the board of directors after his or her 75th birthday. Any director who turns 75 during his or her normal term will continue in office until the expiration of that term.

Under ManpowerGroup’s bylaws, nominations, other than those made by the board of directors or the governance and sustainability committee, must be made pursuant to timely notice in proper written form to the Corporate Secretary of ManpowerGroup. To be timely, a shareholder’s request to nominate a person for election to the board of directors at an annual meeting of shareholders, together with the written consent of such person to serve as a director, must be received by the Corporate Secretary of ManpowerGroup at the principal office of the Company not earlier than the close of business on the 150th day, nor later than the close of business on the 90th day, prior to the date of the annual meeting fixed pursuant to the bylaws. To be in proper written form, the notice must contain certain information concerning the nominee and the shareholder submitting the nomination, including the disclosure of any hedging, derivative or other complex transactions involving the Company’s common stock to which a shareholder proposing a director nomination is a party.

In addition to satisfying the foregoing requirements under our bylaws, to comply with the universal proxy rules, shareholders who intend to solicit proxies in support of director nominees other than the Company’s nominees must generally provide notice that sets forth the additional information as required by Rule 14a-19 under the Securities Exchange Act of 1934, as amended.

 

img104630284_36.jpg

2026 PROXY STATEMENT | 11

 


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BOARD OF DIRECTORS

Composition and Qualifications of Board Members

 

 

1

 

Composition and Qualifications of Board Members

Our Board is committed to regular renewal and refreshment and has continuously enhanced the director recruitment and selection process, resulting in a well-qualified and diverse group of director nominees. As part of that process, the governance and sustainability committee, which oversees succession planning for the Board and key leadership roles on the Board and its committees, regularly reviews the composition of our Board and assesses the skills and characteristics of our directors with a view towards enhancing the composition of our Board to support the Company’s strategy.

In connection with its consideration of possible candidates for board membership, the governance and sustainability committee has identified areas of experience that members of the Board should as a goal collectively possess. These areas are described below.

 

img104630284_114.jpg

Previous Board

Experience serving as a director of another public company

 

img104630284_115.jpg

Human Resources

Experience building knowledge, skills and abilities of employees

 

 

 

 

 

img104630284_116.jpg

International Business

Experience in diverse geographic, political and regulatory environments

 

img104630284_117.jpg

Marketing and Branding

Experience in a senior management position managing marketing/branding

 

 

 

 

 

img104630284_118.jpg

Corporate Governance

Supports our goals of strong Board and management accountability

 

img104630284_119.jpg

Technology

Experience with technology, cybersecurity, information systems/data management or privacy

 

 

 

 

 

img104630284_120.jpg

Active/Former CEO/Chairperson or other C-Suite Officer

Served in a senior leadership role at a large organization

 

img104630284_121.jpg

Accounting or Financial Oversight

Experience to provide valuable insight in overseeing finances

 

 

 

 

 

img104630284_122.jpg

Sales

Experience developing strategies to grow sales and market share

 

img104630284_123.jpg

Operations

Experience with our business, strategy and marketplace dynamics

 

 

 

 

 

img104630284_124.jpg

Government Relations

Understanding of government regulations affecting our business

 

 

 

 

12  | 2026 PROXY STATEMENT

img104630284_36.jpg

 

 


1

 

 

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BOARD OF DIRECTORS

Composition and Qualifications of Board Members

 

 

 

The below graphic lists the skills and attributes each nominee has identified as being part of his or her own experience.

 

Skills, Attributes & Experience

img104630284_125.jpg

img104630284_126.jpg

img104630284_127.jpg

img104630284_128.jpg

img104630284_129.jpg

img104630284_130.jpg

img104630284_131.jpg

img104630284_132.jpg

img104630284_133.jpg

img104630284_134.jpg

 

img104630284_135.jpg

Independent

img104630284_136.jpg

img104630284_137.jpg

img104630284_138.jpg

img104630284_139.jpg

img104630284_140.jpg

img104630284_141.jpg

 

img104630284_142.jpg

img104630284_143.jpg

img104630284_144.jpg

img104630284_145.jpg

Previous Board

img104630284_146.jpg

img104630284_147.jpg

img104630284_148.jpg

img104630284_149.jpg

img104630284_150.jpg

 

img104630284_151.jpg

img104630284_152.jpg

img104630284_153.jpg

img104630284_154.jpg

img104630284_155.jpg

International Business

img104630284_156.jpg

img104630284_157.jpg

img104630284_158.jpg

img104630284_159.jpg

img104630284_160.jpg

img104630284_161.jpg

img104630284_162.jpg

img104630284_163.jpg

img104630284_164.jpg

img104630284_165.jpg

img104630284_166.jpg

Corporate Governance

img104630284_167.jpg

img104630284_168.jpg

img104630284_169.jpg

img104630284_170.jpg

img104630284_171.jpg

img104630284_172.jpg

img104630284_173.jpg

img104630284_174.jpg

img104630284_175.jpg

img104630284_176.jpg

img104630284_177.jpg

Active or Former CEO/Chairperson or other C-Suite Officer

img104630284_178.jpg

img104630284_179.jpg

img104630284_180.jpg

img104630284_181.jpg

img104630284_182.jpg

img104630284_183.jpg

img104630284_184.jpg

img104630284_185.jpg

img104630284_186.jpg

img104630284_187.jpg

img104630284_188.jpg

Sales

img104630284_189.jpg

img104630284_190.jpg

img104630284_191.jpg

img104630284_192.jpg

img104630284_193.jpg

 

img104630284_194.jpg

img104630284_195.jpg

 

img104630284_196.jpg

img104630284_197.jpg

Government Relations

img104630284_198.jpg

img104630284_199.jpg

img104630284_200.jpg

img104630284_201.jpg

img104630284_202.jpg

img104630284_203.jpg

img104630284_204.jpg

img104630284_205.jpg

 

img104630284_206.jpg

img104630284_207.jpg

Human Resources

img104630284_208.jpg

img104630284_209.jpg

img104630284_210.jpg

img104630284_211.jpg

img104630284_212.jpg

img104630284_213.jpg

img104630284_214.jpg

img104630284_215.jpg

img104630284_216.jpg

img104630284_217.jpg

img104630284_218.jpg

Marketing and Branding

img104630284_219.jpg

img104630284_220.jpg

img104630284_221.jpg

img104630284_211.jpg

 

 

img104630284_222.jpg

img104630284_223.jpg

 

 

img104630284_224.jpg

Technology

img104630284_225.jpg

img104630284_226.jpg

img104630284_227.jpg

img104630284_211.jpg

img104630284_228.jpg

img104630284_229.jpg

img104630284_230.jpg

img104630284_231.jpg

 

img104630284_211.jpg

img104630284_232.jpg

Accounting or Financial Oversight

img104630284_233.jpg

img104630284_234.jpg

img104630284_235.jpg

img104630284_236.jpg

img104630284_237.jpg

img104630284_238.jpg

img104630284_239.jpg

img104630284_240.jpg

 

img104630284_241.jpg

img104630284_242.jpg

Operations

img104630284_243.jpg

img104630284_244.jpg

img104630284_245.jpg

img104630284_246.jpg

img104630284_247.jpg

img104630284_248.jpg

img104630284_249.jpg

img104630284_250.jpg

 

img104630284_251.jpg

 

The governance and sustainability committee has adopted, and the board of directors has approved, guidelines for selecting board candidates that the committee considers when evaluating candidates for nomination as directors including candidates recommended by shareholders. The guidelines call for the following with respect to the composition of the Board:

 

 

a variety of experience and backgrounds;
possess professional and personal experience and expertise relevant to the Company’s business;
individuals who will represent the best interests of the shareholders as a whole rather than special interest constituencies;

 

the independence of at least a majority of the directors; and
individuals who represent a diversity of gender, tenure, race, ethnicity and age.

 

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2026 PROXY STATEMENT | 13

 


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BOARD OF DIRECTORS

Board Diversity and Tenure

 

 

1

 

Board Diversity and Tenure

Commitment to Board Diversity

The governance and sustainability committee and the board of directors believe that the qualifications, skills, experience and attributes set forth in this proxy statement for all individuals nominated for election satisfy the guidelines for selecting board candidates set out above and support the conclusion that these individuals are qualified to serve as directors of the Company and collectively possess a variety of skills, professional experience, and diversity of backgrounds allowing them to effectively oversee the Company’s business.

The composition of the nominees also reflects diversity of gender, tenure, race, ethnicity and age. The governance and sustainability committee and the board of directors believe that director diversity is consistent with the goal of creating a board that best serves the needs of the Company and the interests of its shareholders. While the board of directors does not have a formal policy with respect to diversity in the initial pool of director candidates, as part of the search process for a new director, the governance and sustainability committee actively seeks out diversity to include in the pool from which Board nominees are chosen and instructs any search firm engaged for the search to do so.

Director Tenure and Board Refreshment

In addition, we believe that diversity with respect to tenure is important in order to balance deep experience and knowledge of our Company with fresh perspectives. Our directors with longer service are highly valued for their experience and Company-specific knowledge. They have an extensive understanding of our business, provide historical context as the board reviews and evaluates the Company’s strategy and enhance board dynamics. At the same time, we recognize that, with the evolution of the marketplace and changes in our business, our board benefits from the identification of new directors who can bring important skills and fresh perspectives to the board. Since 2020, we have added three new directors to the board. As a result, we have five director nominees with ten years of service or more; two with six to nine years of service; and three with five or fewer years of service. We believe this is consistent with the board’s goal to maintain an appropriate balance of tenures.

 

 

Courtois

Ferraro

Gipson

Howard

Payne

Pénicaud

Prising

Read

Sartain

Van Handel

 

 

 

 

 

 

 

 

 

 

 

TENURE AND INDEPENDENCE

 

 

 

 

 

 

 

 

 

 

 

Years

5

10

5

9

18

3

12

11

16

8

Independent

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

 

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

 

 

 

 

 

 

 

 

 

 

 

DEMOGRAPHICS

 

 

 

 

 

 

 

 

 

 

 

Gender Identity

M

M

M

F

M

F

M

M

F

M

Asian

 

 

 

 

 

 

 

 

 

 

Black/African American

 

 

img104630284_252.jpg

 

img104630284_252.jpg

 

 

 

 

 

Hispanic/Latinx

 

 

 

 

 

 

 

 

 

 

White

img104630284_252.jpg

img104630284_252.jpg

 

img104630284_252.jpg

 

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

Born Outside U.S.

img104630284_252.jpg

 

 

 

 

img104630284_252.jpg

img104630284_252.jpg

img104630284_252.jpg

 

 

 

14  | 2026 PROXY STATEMENT

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img104630284_253.jpg

 

of our directors
are women

img104630284_254.jpg

 

of our directors are
ethnically diverse

img104630284_255.jpg

 

of our directors are
independent

 

 

 

 

 

 

 

img104630284_256.jpg

 

 

Our board composition also reflects our global footprint - our director nominees have lived or worked in the following countries:

img104630284_257.jpg

 

 

 

 

 

 

 

 

 

 

 

 

1

 

 

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BOARD OF DIRECTORS

Board Diversity and Tenure

 

 

 

 

 

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2026 PROXY STATEMENT | 15

 


1

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BOARD OF DIRECTORS

Director Compensation for 2025

 

 

 

Director Compensation for 2025

The governance and sustainability committee reviews and makes recommendations to the full board with respect to the compensation of our non-employee directors annually. The full board of directors reviews these recommendations and makes a final determination. From time to time, the governance and sustainability committee will engage an outside compensation consultant to benchmark the Company’s non-employee director compensation against the same companies as used to benchmark executive compensation and the general market. The governance and sustainability committee engaged Mercer in 2025 to review our non-employee director compensation program.

No changes were made for 2025 to the compensation program as described below:

 

2025 Non-Employee Director Compensation Structure

 

Annual Base Retainer (TOTAL)

 

$300,000

Cash

 

$120,000

Equity

 

$180,000

Annual Governance and Sustainability Committee Chair Retainer

 

$ 25,000

Annual People, Culture and Compensation Committee Chair Retainer

 

$ 25,000

Annual Audit Committee Chair Retainer

 

$ 30,000

Annual Retainer for lead director

 

$ 35,000

Annual Retainer for lead director in the case where he or she also serves as a committee chair

 

$35,000 + Committee Chair Retainer

Annual Cash Retainer

Each year, directors receive an annual cash retainer but can elect to receive deferred stock in lieu of 50%, 75% or 100% of their annual cash retainer. Deferred stock is granted at the end of the year for which the election is made. The number of shares granted equals the annual cash retainer divided by the average of the closing prices of ManpowerGroup common stock on the last trading day of each full or partial calendar quarter covered by the election period. For 2025, Mr. Gipson and Ms. Howard elected to accept deferred stock in lieu of 100% of their annual cash retainer.

Annual Equity Grant

Each year directors receive an annual grant of deferred stock. The grant is effective on January 1 of each year and the number of shares granted equals the annual equity retainer divided by the closing sale price of a share of ManpowerGroup’s common stock on the last business day of the preceding year. Alternatively, the directors can elect to receive restricted stock instead of deferred stock if they make the election on or before December 31 of the preceding year. For 2025, the total shares of deferred stock or restricted stock granted to each director was 3,119 shares. The shares vest in equal quarterly installments on the last day of each calendar quarter during the year.

New directors receive the deferred stock grant effective the date the director is appointed to the board. The grant is prorated for the year. They can elect to receive restricted stock instead if they make the election within 10 days of appointment.

Distribution of Deferred Stock

Deferred stock will be distributed in ManpowerGroup shares on the earlier of three years from the date of grant or within 30 days of the director leaving the board. However, the director can extend the deferral period for these grants by at least five years, and thereafter extend further by at least five more years, as long as the election to extend is made at least twelve months before the end of the current deferral period. If a director extends the deferral period but leaves the board prior to the extended date, the deferred stock will be distributed within 30 days of the director leaving the board.

16  | 2026 PROXY STATEMENT

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1

 

 

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BOARD OF DIRECTORS

Director Compensation for 2025

 

 

 

Director Compensation for 2025

 

 

 

 

 

 

 

 

 

 

 

Name

 

Fees Earned or
Paid in Cash
($)

 

 

Stock Awards
($)
(2)

 

 

Total ($)

 

 

 

 

 

 

 

 

 

 

 

Jean-Philippe Courtois

 

 

120,000

 

 

 

191,158

 

 

 

311,158

 

John F. Ferraro

 

 

150,000

 

 

 

203,063

 

 

 

353,063

 

William P. Gipson

 

 

 

 

323,104

 

 

 

323,104

 

Patricia Hemingway Hall(1)

 

 

40,549

 

 

 

60,895

 

 

 

101,444

 

Julie M. Howard

 

 

 

 

391,874

 

 

 

391,874

 

Ulice Payne, Jr.

 

 

120,000

 

 

 

193,440

 

 

 

313,440

 

Muriel Pénicaud

 

 

120,000

 

 

 

191,158

 

 

 

311,158

 

Paul Read

 

 

120,000

 

 

 

182,281

 

 

 

302,281

 

Elizabeth P. Sartain

 

 

120,000

 

 

 

180,000

 

 

 

300,000

 

Michael J. Van Handel

 

 

145,000

 

 

 

191,158

 

 

 

336,158

 

 

(1)
Ms. Hemingway Hall retired from the board of directors effective May 2, 2025 and received a pro-rata annual retainer and grant of restricted stock.
(2)
Reflects deferred stock and restricted stock granted under our 2011 Equity Incentive Plan and the Terms and Conditions Regarding the Grant of Awards to Non-Employee Directors under the 2011 Equity Incentive Plan. These amounts reflect the grant date fair value of the awards as computed in accordance with FASB ASC Topic 718. The amount reflected in the table was made up of:

For Mr. Courtois, $180,000 attributable to the annual grant of deferred stock (3,119 shares) and $11,158 attributable to deferred stock issued in lieu of dividends (269 shares) in 2025.

For Mr. Ferraro, $180,000 attributable to the annual grant of restricted stock (3,119 shares) and $23,063 attributable to deferred stock issued in lieu of dividends (556 shares) in 2025.

For Mr. Gipson, $180,000 attributable to the annual grant of deferred stock (3,119 shares), $120,000 attributable to deferred stock granted in lieu of 100% of his annual retainer (1,722 shares) and $23,104 attributable to deferred stock issued in lieu of dividends (557 shares) in 2025.

For Ms. Howard, $180,000 attributable to the annual grant of deferred stock (3,119 shares), $171,597 attributable to deferred stock granted in lieu of 100% of her annual retainers (2,463 shares) and $40,277 attributable to deferred stock issued in lieu of dividends (971 shares) in 2025.

For Mr. Payne, $180,000 attributable to the annual grant of deferred stock (3,119 shares) and $13,440 attributable to deferred stock issued in lieu of dividends (324 shares) in 2025.

For Ms. Pénicaud, $180,000 attributable to the annual grant of deferred stock (3,119 shares) and $11,158 attributable to deferred stock issued in lieu of dividends (269 shares) in 2025.

For Mr. Read, $180,000 attributable to the annual grant of restricted stock (3,119 shares) and $2,281 attributable to deferred stock issued in lieu of dividends (55 shares) in 2025.

For Ms. Sartain, $180,000 attributable to the annual grant of restricted stock (3,119 shares) in 2025.

For Mr. Van Handel, $180,000 attributable to the annual grant of deferred stock (3,119 shares) and $11,158 attributable to deferred stock issued in lieu of dividends (269 shares) in 2025.

The aggregate number of shares of deferred stock held by each of the non-employee directors can be found in Footnote 1 of the Beneficial Ownership of Directors and Executive Officers table on page 75. All such shares of deferred stock were fully vested as of December 31, 2025. All shares of restricted stock granted to the non-employee directors in 2025 were fully vested as of December 31, 2025.

 

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2026 PROXY STATEMENT | 17

 


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BOARD OF DIRECTORS

Non-Employee Director Stock Ownership Guidelines

 

 

1

 

Non-Employee Director Stock Ownership Guidelines

The governance and sustainability committee believes that non-employee directors should hold a meaningful stake in ManpowerGroup to align their economic interests with those of the shareholders. To that end, the board of directors has adopted stock ownership guidelines for non-employee directors and reviews them on an annual basis. For all non-employee directors appointed prior to November 12, 2021, the total share ownership guideline is equal in value to $450,000. For non-employee directors appointed after November 12, 2021, the share ownership guideline is five times the annual cash retainer in effect when the director joins the board of directors. The committee considers vested deferred stock and common stock in determining whether ownership levels are achieved. The following table details each non-employee director’s stock ownership relative to the stock ownership guidelines:

 

 

 

 

 

 

 

 

 

 

 

 

Target Number

 

Number of

 

Value of

 

Guidelines

 

 

of Shares

 

Shares

 

Shares

 

Satisfied(4)

Director

 

(#)(1)

 

Held(#)(2)

 

($)(3)

 

 

 

 

 

 

 

 

 

 

 

Jean-Philippe Courtois

 

4,990

 

12,281

 

343,500

 

ü

John F. Ferraro

 

5,894

 

33,623

 

940,435

 

ü

William P. Gipson

 

4,990

 

21,662

 

605,886

 

ü

Julie M. Howard

 

5,064

 

37,357

 

1,044,875

 

ü

Ulice Payne, Jr.

 

6,601

 

21,629

 

604,963

 

ü

Muriel Pénicaud

 

6,674

 

7,941

 

222,110

 

ü

Paul Read

 

6,601

 

29,091

 

813,675

 

ü

Elizabeth P. Sartain

 

6,601

 

39,510

 

1,105,095

 

ü

Michael J. Van Handel

 

3,568

 

26,539

 

742,296

 

ü

 

(1)
Target shares are based on target value divided by the closing stock price on December 31, 2014 of $68.17 for non-employee directors in office as of January 1, 2015. For non-employee directors appointed between January 1, 2015 and November 12, 2021, target shares are based on target value ($450,000) divided by the closing price of the Company’s common stock on the last business day of the month during which the director was first appointed to the Board of Directors. For non-employee directors appointed after November 12, 2021, the share ownership guideline is five times the annual cash retainer in effect when the director joined the board of directors divided by the closing price of the Company's common stock on the day the director was first appointed to the board of directors.
(2)
Represents the number of shares held as of the record date, February 27, 2026 as follows:

For Mr. Courtois, 4,250 shares of common stock and 8,031 shares of vested deferred stock.

For Mr. Ferraro, 22,165 shares of common stock and 11,458 shares of vested deferred stock.

For Mr. Gipson, 21,662 shares of vested deferred stock.

For Ms. Howard, 4,085 shares of common stock and 33,272 shares of vested deferred stock.

For Mr. Payne, 11,970 shares of common stock and 9,659 shares of vested deferred stock.

For Ms. Pénicaud, 2,267 shares of common stock and 5,674 shares of vested deferred stock.

For Mr. Read, 27,463 shares of common stock and 1,628 shares of vested deferred stock.

For Ms. Sartain, 39,510 shares of common stock.

For Mr. Van Handel, 20,865 shares of common stock and 5,674 shares of vested deferred stock.

(3)
Based on price per share of ManpowerGroup common stock on February 27, 2026 of $27.97.
(4)
Under the current policy, non-employee directors in office prior to November 21, 2021 have four years from the date of his or her appointment to attain targeted ownership levels. Any non-employee directors joining the board after November 12, 2021, will have five years from the date of his or her appointment to attain targeted ownership levels.

We Prohibit Non-Employee Directors from Hedging, Pledging and Short-selling Our Securities

Under ManpowerGroup’s Insider Trading Policy, non-employee directors are prohibited from engaging in short sales or hedging transactions involving ManpowerGroup securities, including forward sale or purchase contracts, equity swaps or exchange funds. Non-employee directors are also prohibited from engaging in puts, calls or other option or derivative instruments involving ManpowerGroup securities. Further, we do not allow non-employee directors to pledge ManpowerGroup securities at any time, which includes having ManpowerGroup stock in a margin account or using ManpowerGroup stock as collateral for a loan.

18  | 2026 PROXY STATEMENT

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2

 

 

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Governance & Sustainability

Board Oversight

 

 

 

 

Governance &
Sustainability

 

Board Leadership Structure

 

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Chair of the Board – Jonas Prising

Under ManpowerGroup’s bylaws and in accordance with the Company’s corporate governance guidelines, the board of directors can choose whether the roles of chair and chief executive officer should be combined or separated, based on what it believes is best for the Company and its shareholders at a given point in time. Jonas Prising has been chair of the board of directors since December 31, 2015. The board of directors has evaluated the Company’s leadership structure and determined that the presence of our independent lead director who, as described below, has meaningful oversight responsibilities, together with a strong leader in the combined role of chair and chief executive officer, serves the best interests of ManpowerGroup and its shareholders. The board of directors believes that in light of Mr. Prising’s extensive knowledge of ManpowerGroup and its industry, gained through his tenure with the Company, he is well positioned to serve as both chair and chief executive officer of the Company.

 

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Lead Director – Julie Howard

The board of directors has selected Ms. Howard, retired CEO of Riveron Consulting as well as Navigant Consulting, to serve as lead director. Our corporate governance guidelines provide that if the same person holds the chief executive officer and chair roles or if the chair is not independent, the board of directors will designate one of the independent directors to serve as the lead director. The lead director helps ensure that there is an appropriate balance between management and the independent directors and that the independent directors are fully informed and able to discuss and debate the issues that they deem important.

Our corporate governance guidelines contemplate that the lead director will be appointed annually and that he or she should be willing to serve for at least three years in such capacity. The board of directors believes having a lead director serving consecutive terms provides greater continuity to the role, enhances board leadership and performance and facilitates effective oversight of the performance of senior management. Ms. Howard has served as lead director since May 2023, and at a board meeting in February 2026, the board of directors re-appointed Ms. Howard to serve as lead director for another year.

The lead director’s duties include the following:

Preside at executive sessions of the non-employee directors;
Preside at all other meetings of directors where the chair of the board is not present;
Serve as liaison between the chair of the board and the non-employee directors;
Approve what information is sent to the board;
Approve the meeting agendas for the board;
Approve meeting schedules to assure that there is sufficient time for discussion on all agenda items;
Provide feedback from executive sessions of the independent directors to the Chair and CEO and other senior management;
Serve in a key role in the board evaluation processes and in evaluation of the CEO;
Recommend to the board and the board committees the retention of advisers and consultants who report directly to the board;
Have the authority to call meetings of the non-employee directors;
If requested by major shareholders, ensure that he or she is available for consultation and direct communication; and
Perform such other duties as the board may delegate from time to time.

 

 

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2026 PROXY STATEMENT | 19

 


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Governance & Sustainability

Board Oversight

 

 

2

 

Board Oversight

Our board of directors and its committees work closely with management to provide oversight, review, and counsel related to long-term strategy, opportunities and risks. In particular, the board oversees business affairs and integrity, works with management to determine our mission and long-term strategy, oversees enterprise risk management, performs the annual CEO evaluation, oversees CEO succession planning, and oversees internal control over financial reporting and external audit. The board looks to the expertise of its committees to provide strategic oversight in their areas of focus. Examples of oversight areas are provided below.

Strategy

Led by the CEO, the Company’s executive management drives our strategy and operations and works to develop and execute our business strategy, foster our desired culture, establish accountability, and control risk. Management also aligns our structure, operations, people, policies, and compliance efforts to our mission and strategy. Overseeing management’s development and execution of the Company’s strategy is one of the board’s primary responsibilities. The board works closely with executive management to respond to a dynamically changing business environment. Executive management and other leaders from across the Company provide business and strategy updates to our board quarterly, and the board participates in an annual strategy meeting with management. At meetings throughout the year, the board also assesses the strategic alignment of the Company’s budget, capital plan and strategic acquisition process.

Enterprise Risk Management

The board of directors is responsible for overseeing the execution of management’s enterprise risk management program for the Company. The board fulfills this responsibility both directly and through its standing committees, each of which assists the board in overseeing a part of the Company’s overall risk management. Our enterprise risk management program and disclosure controls and procedures are designed to appropriately escalate key risks to the board as well as to analyze potential risks for disclosure. The risks described in this section include those formally monitored at a board or committee level as part of the enterprise risk management program, which includes the annual risk assessment process, program scope, status of priority and emerging risks and risk profile, among other things, or pursuant to committee charters.

The committees of the board oversee specific areas of the Company’s risk management as described below:

Audit Committee

The audit committee is responsible for assisting the board of directors with its oversight of the performance of the Company’s risk management functions including:

Reviewing and discussing with management the Company’s risk management framework, including policies, practices and procedures regarding risk assessment and management;
Receiving, reviewing and discussing with management reports on cybersecurity and data privacy risk;
Receiving, reviewing and discussing with management reports on other risk topics as the committee or management deems appropriate from time to time; and
Reporting to the board of directors on its activities in this oversight role.

People, Culture and Compensation Committee

The people, culture and compensation committee reviews and discusses with management the Company’s compensation policies and practices, and the assessment of certain risks, including whether any risks arising from the Company’s compensation policies and practices related to its people are reasonably likely to have a material adverse effect on the Company.

The people, culture and compensation committee also reviews and discusses with management the development, implementation and effectiveness of the Company’s policies and strategies relating to its human capital management function, including key policies and strategies regarding recruiting, retention, career development and progression, employee engagement, management succession, diversity, employment practices and culture.

20  | 2026 PROXY STATEMENT

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2

 

 

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Governance & Sustainability

Board Oversight

 

 

 

Governance and Sustainability Committee

The governance and sustainability committee evaluates the overall effectiveness of the board of directors, including its focus on the most critical issues and risks.

As part of this oversight, the committees engage in reviews and discussions with management (and others if considered appropriate) as necessary to be reasonably assured that the Company’s risk management processes (1) are adequate to identify the material risks that we face in a timely manner, (2) include strategies for the management of risk that are responsive to our risk profile and specific material risk exposure, (3) serve to integrate risk management considerations into business decision-making throughout the Company, and (4) include policies and procedures that are reasonably effective in facilitating the transmission of information with respect to material risks to the senior executives of the Company and each committee.

Sustainability

Corporate responsibility and sustainability are important priorities for the board of directors and the Company. We believe businesses have a responsibility to be a positive contributor to societal change. Our commitment to social responsibility extends to human capital, diversity, human rights and fair employment, worker health and safety and climate change. We also see in these commitments additional ways of creating value for our shareholders that result in benefits to our employees, our customers and society. As part of our enterprise-wide approach to risk management and our strategies for long-term value creation, the board and management monitor long-term risks that may be impacted by sustainability issues. Additional information about ManpowerGroup’s corporate social responsibility efforts is located in the Proxy Summary under “Our Working to Change the World Plan” and available on our website at https://manpowergroup.com/sustainability.

The board of directors has determined oversight of sustainability matters should be consolidated with one of its standing committees and has delegated the oversight responsibility to the governance and sustainability committee. The governance and sustainability committee regularly meets with the chief sustainability and communications officer to review the effectiveness of management’s strategies, programs and policy implementation with respect to initiatives and programs related to sustainability, corporate culture, human capital management and climate change. In addition, each of the committees continues to address specific sustainability matters related to its respective areas of oversight.

Cybersecurity and Data Privacy

As part of the board's role in overseeing the Company’s enterprise risk management program, the board devotes time and attention to cybersecurity and data privacy related risks. The audit committee is responsible for overseeing information technology risk exposures, including cybersecurity, data privacy and data security. The audit committee regularly receives reports on cybersecurity and data privacy matters and related risk exposures from management, including our chief information security and chief privacy officer. The audit committee will regularly update the board of directors on such matters and the board will also periodically receive reports from management directly. All employees regularly participate in required and targeted information security and data privacy trainings. We also assess the efficacy of our information security program through internal detection and monitoring systems, as well as through the engagement of third-party experts.

Human Capital Management

Human capital management is at the core of our business and is how we create value for individuals, organizations and communities. Our purpose is to provide meaningful and sustainable employment and is rooted in our values: People, Knowledge and Innovation. Our board and its committees are actively engaged in overseeing the Company’s human capital management strategy. The people, culture and compensation committee is responsible for overseeing the Company's policies and strategies related to human capital management matters, including recruiting, retention, career development and progression, employee engagement, management succession, diversity, employment practices and culture. Management provides regular updates to the people, culture and compensation committee on these human capital management matters, and the board is kept apprised of any developments in these areas. In addition, the people, culture and compensation committee considers the impact of our executive compensation program and the incentives created by compensation awards on the Company's overall risk profile. It also oversees management's assessment of compensation risk arising from our compensation policies and practices.

 

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2026 PROXY STATEMENT | 21

 


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Governance & Sustainability

Independent Compensation Consultant

 

 

2

 

Independent Compensation Consultant

The people, culture and compensation committee has selected Mercer (US) Inc. ("Mercer") to advise it on executive compensation matters. Mercer is engaged directly by the committee, and reports to the chair of the committee. Fees are set annually and are reflected in a one-year statement of work, which sets out the services to be performed by Mercer for the committee during the ensuing year. Mercer’s primary role is to provide objective analysis, advice and information and otherwise to support the committee in the performance of its duties. Mercer’s fees for executive compensation consulting to the committee in 2025 were $551,064.

The committee requests information and recommendations from Mercer as it deems appropriate in order to assist it in structuring and evaluating ManpowerGroup’s executive compensation programs and practices. The committee’s decisions about executive compensation, including the specific amounts paid to executive officers, are its own and may reflect factors and considerations other than the information and recommendations provided by Mercer.

Mercer’s engagement included the following services for the committee in 2025:

Review and recommend the companies used in our peer group;
Evaluate the competitiveness of the total executive compensation and benefits program for the senior executives, including base salary, annual incentive, total cash compensation, long-term incentive awards, and total direct compensation;
Assess how well the compensation and benefits programs are aligned with the committee’s stated philosophy to align pay with performance, including analyzing our performance against comparator companies;
Review the competitiveness of the non-employee director compensation program;
Provide advice and assistance to the committee on the levels of total compensation and the principal elements of compensation for our senior executives;
Advise the committee on salary, target incentive opportunities and equity grants as well as on the design and features of our short-term and long-term incentive programs for our senior executives;
Brief the committee on market trends, including legislative and regulatory, in executive compensation and;
Assist in reviewing the Compensation Discussion and Analysis and other executive compensation disclosures to be included in this proxy statement.

The committee has reviewed whether the work provided by Mercer raises any conflict of interest. Factors considered by the committee include:

Other services provided to the Company by the consultant or its affiliates;
What percentage of the consultant’s total revenue is made up of fees from the Company;
Policies or procedures of the consultant that are designed to prevent a conflict of interest;
Any business or personal relationships between individual consultants involved in the engagement and committee members;
Any shares of the Company’s stock owned by individual consultants involved in the engagement; and
Any business or personal relationships between our executive officers and the consulting firm or the individual consultants involved in the engagement.

Based on its review, the committee does not believe that Mercer has a conflict of interest with respect to the work performed for the Company or the committee in 2025. The committee has also evaluated the independence of Mercer pursuant to the rules of the Securities and Exchange Commission and the New York Stock Exchange and no relationships were identified that would impact Mercer’s independence.

Ultimately, the consultant provides recommendations and advice to the committee in an executive session where management is not present, which is when critical pay decisions are made. This approach protects the committee’s ability to receive objective advice from the consultant so that the committee may make independent decisions about executive pay.

22  | 2026 PROXY STATEMENT

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2

 

 

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Governance & Sustainability

Independent Compensation Consultant

 

 

 

Besides Mercer’s involvement with the committee, it and its affiliates also provide other non-executive compensation services to us. These services are approved by management who oversee the specific areas of business for which the services are provided. The total amount paid for these other services provided in 2025 was $706,396. These services included actuarial and pension reporting services and insurance services. The majority of these services are provided not by Mercer itself, but by other companies affiliated with Marsh (MRSH) (formerly Marsh McLennan (MMC)), the parent company of Mercer, which therefore are considered affiliates even though they operate independently of Mercer.

The committee concluded that the services provided by the MRSH affiliates (other than Mercer) did not raise any conflicts of interest.

The committee believes the advice it receives from the individual executive compensation consultants is objective and not influenced by Mercer’s or its affiliates’ other relationships with us because of the procedures Mercer and the committee have in place, including the following:

The consultants receive no incentive or other compensation based on the fees charged to us for other services provided by Mercer or any of its affiliates;
The consultants are not responsible for selling other Mercer or affiliate services to us;
Mercer’s professional standards prohibit an individual consultant from considering any other relationships Mercer or any of its affiliates may have with us in rendering his or her advice and recommendations; and
The committee evaluates the quality and objectivity of the services provided by the consultants each year and determines whether to continue to retain the consultants.

The board of directors has adopted categorical standards for relationships deemed not to impair independence of non-employee directors to assist it in making determinations of independence. The categorical standards are included in our Corporate Governance Guidelines and are available on ManpowerGroup’s website at https://investor.manpowergroup.com/governance. As required under the Corporate Governance Guidelines, our board of directors reviews and determines the independence of all directors on an annual basis.

In making its independence determinations, the governance and sustainability committee evaluates the various commercial and employment transactions and relationships known to the committee that exist between ManpowerGroup and the entities with which certain of our directors or members of their immediate families are, or have been, affiliated. The governance and sustainability committee also reviews any other relevant facts and circumstances regarding the nature of these relationships to determine whether other factors, regardless of the categorical standards, might compromise a director’s independence.

The board of directors has determined that nine of the current directors of ManpowerGroup are independent under the listing standards of the New York Stock Exchange after taking into account the categorical standards. Certain of our directors serve as directors, and are officers or former officers, of companies that have engaged ManpowerGroup to provide services, all of which such relationships fall within the categorical standards. Mr. Prising does not qualify as independent under the listing rules of the New York Stock Exchange because he is currently an executive officer.

The governance and sustainability committee will evaluate eligible shareholder-nominated candidates for election to the board of directors in accordance with the procedures described in ManpowerGroup’s bylaws and in accordance with the guidelines and considerations relating to the selection of candidates for membership on the board of directors described under the heading “Composition and Qualifications of Board Members.”

ManpowerGroup does not have a policy regarding board members’ attendance at the annual meeting of shareholders. All of the directors attended the 2025 annual meeting of shareholders.

 

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2026 PROXY STATEMENT | 23

 


2

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Governance & Sustainability

Communicating With Our Board

 

 

 

Communicating With Our Board

Any interested parties, including shareholders, may submit their communication to our Corporate Secretary, who will determine when communications and concerns will be forwarded to the Board, our independent directors as a group or our independent Lead Director. Communications received in writing are forwarded to the Board, committee, or to any individual director or directors to whom the communication is directed, unless the communication does not reasonably relate to the Company or its business, or is similarly inappropriate.

Such communications must be submitted to Corporate Secretary, ManpowerGroup Inc., 100 Manpower Place, Milwaukee, Wisconsin 53212.

Concerns about possible violations of our Code of Business Conduct and Ethics (the “Code”) should be reported as outlined in the Code, which is available on our website at https://investor.manpowergroup.com/governance.

24  | 2026 PROXY STATEMENT

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Meetings and Committees of the Board

The board of directors has standing audit, people, culture and compensation, and governance and sustainability committees. The board of directors has adopted written charters for these committees, which are available on ManpowerGroup’s website at https://investor.manpowergroup.com/governance.

 

 

 

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The functions of this committee are to:

 

· appoint the independent auditors for the annual audit and approve the fee arrangements with the independent auditors;

· monitor the independence, qualifications and performance of the independent auditors;

· review the planned scope of the annual audit;

· review the financial statements to be included in our quarterly reports on Form 10-Q and our annual report on Form 10-K, and our disclosures under “Management’s Discussion and Analysis of Financial Condition and Results of Operations” section of those reports;

· review compliance with and reporting under Section 404 of the Sarbanes-Oxley Act of 2002;

· review our financial reporting processes and internal controls and any significant audit adjustments proposed by the independent auditors;

· make a recommendation to the board of directors regarding inclusion of the audited financial statements in our annual report on Form 10-K;

· review recommendations, if any, by the independent auditors resulting from the audit to ensure that appropriate actions are taken by management;

· review and discuss with the independent auditors any critical audit matter (“CAM”) addressed in the audit and disclosures that relate to each CAM;

 

 

· review matters of disagreement, if any, between management and the independent auditors;

· periodically review our Policy Regarding the Retention of Former Employees of Independent Auditors;

· oversee compliance with our Independent Auditor Services Policy;

· meet privately on a periodic basis with the independent auditors, internal audit staff and management to review the adequacy of our internal controls and other finance related matters;

· meet privately with management to review the competence, performance and independence of the independent auditors;

· monitor our internal audit department, including our internal audit plan;

· review guidelines and policies regarding compliance by our employees with our code of business conduct and ethics, including the anti-corruption policy;

· review procedures for receipt, retention and treatment of, and the confidential and anonymous submission of concerns regarding questionable accounting or auditing matters;

· assist the board of directors with its oversight of the performance of the Company’s risk management function, including meeting periodically with the chief

 

Meetings

in 2025:

4

Audit Committee

John F. Ferraro (Chair)

 

Members

 

 

Jean-Philippe
Courtois

Ulice Payne, Jr

    Paul Read

 

The board of directors has determined that each member of the audit committee meets the financial literacy and independence requirements of the SEC and New York Stock Exchange, as applicable, and that Mr. Ferraro and Mr. Read are each an “audit committee financial expert” as defined under the applicable rules of the SEC. Under the Company’s corporate governance guidelines, no member of the audit committee may serve on the audit committee of more than three public companies, including ManpowerGroup, and no member of the audit committee currently does.

2

 

 

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Governance & Sustainability

Meetings and Committees of the Board

 

 

 

 

 

 

 

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2026 PROXY STATEMENT | 25

 


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In addition, the charter of the audit committee provides that the audit committee shall review and approve all related party transactions that are material to ManpowerGroup’s financial statements or that otherwise require disclosure to ManpowerGroup’s shareholders, provided that the audit committee shall not be responsible for reviewing and approving related party transactions that are reviewed and approved by the board of directors or another committee of the board of directors. The audit committee did not take any action by written consent during 2025.

2

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Governance & Sustainability

Meetings and Committees of the Board

 

 

 

 

 

information officer and chief information security and chief privacy officer regarding the Company’s information technology and receiving periodic updates on the Company’s data privacy, technology, and cybersecurity risk management program;

· review current tax matters affecting us;

· periodically discuss with management our risk management framework;

· periodically discuss with the Company’s general counsel and chief compliance officer any significant legal, compliance or regulatory matters that may have a

 

material impact on the Company’s business, financial statements or compliance policies;

· monitor any litigation involving ManpowerGroup that may have a material financial impact on ManpowerGroup or that relates to matters entrusted to the audit committee; and

· approve the retention, compensation and termination of outside legal, accounting and other such advisors to the committee.

 

 

 

 

26  | 2026 PROXY STATEMENT

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People, Culture and
Compensation Committee

Julie M. Howard (Chair)

 

Members

Meetings

in 2025:

5

 

William P. Gipson

Muriel Pénicaud

Elizabeth P. Sartain

Each member of the people, culture and compensation committee is “independent” within the meaning of the applicable listing standards of the New York Stock Exchange.

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The functions of this committee are to:

· review and approve the Company’s general compensation philosophies and principles;

· establish the compensation of the chief executive officer of ManpowerGroup, subject to ratification by the independent members of the board of directors;

· evaluate and approve the compensation, based on the recommendations of the chief executive officer of ManpowerGroup, of any president and the chief financial officer, and certain other senior executives of ManpowerGroup;

· establish officer stock ownership guidelines and monitor compliance with such guidelines;

· determine the terms of any agreements concerning employment, compensation or employment termination, as well as monitor the application of ManpowerGroup’s retirement and other fringe benefit plans, with respect to the individuals listed above;

· monitor the professional development of ManpowerGroup’s key executive officers;

· review succession plans for the chief executive officer of ManpowerGroup, of any president and the chief financial officer and certain other senior executives of ManpowerGroup;

· administer ManpowerGroup’s equity incentive plans and employee stock purchase plans and oversee ManpowerGroup’s employee retirement and welfare plans;

 

· administer ManpowerGroup’s annual incentive plan;

· administer and oversee the administration of the Company’s Senior Executive Compensation Recovery Policy;

· review and recommend the “Compensation Discussion and Analysis” to be included in our annual proxy statement;

· discuss with management reports regarding the development, implementation and effectiveness of the Company’s policies and strategies relating to its human capital management function;

· approve the retention, compensation and termination of outside compensation consultants, independent legal advisors or other advisors and have oversight of their work;

· consider the independence of any outside compensation consultant, independent legal advisor or other advisor to the committee;

· monitor the Company’s policies, objectives and programs related to diversity and review the Company’s performance in light of appropriate measures; and

· review the results of any advisory shareholder votes on executive compensation and consider whether to recommend adjustments to the Company’s executive compensation policies and practices as a result of such votes.

 

In accordance with the terms of its charter, the people, culture and compensation committee may from time-to-time delegate authority and assign responsibility with respect to such of its functions to officers of the Company, or to a subcommittee of the committee. The people, culture and compensation committee took one action by written consent during 2025.

 

2

 

 

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Governance & Sustainability

Meetings and Committees of the Board

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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2026 PROXY STATEMENT | 27

 


Governance and Sustainability
Committee

Michael J. Van Handel (Chair)

 

Members

Meetings

in 2025:

4

Julie M. Howard Ulice Payne, Jr.

 

 

 

 

 

 

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The functions of this committee are to:

· recommend nominees to stand for election at annual meetings of shareholders, to fill vacancies on the board of directors and to serve on committees of the board of directors;

· establish procedures and assist in identifying candidates for board membership;

· review the qualifications of candidates for board membership, including any candidates nominated by shareholders in accordance with our bylaws;

· periodically review the compensation arrangements in effect for the non-management members of the board of directors and recommend any changes deemed appropriate;

· oversee the annual self-evaluation of the performance of the board of directors and each of its committees;

· establish and review, for recommendation to the board of directors, guidelines and policies on the size and composition of the board, the structure, composition and functions of the board committees, and other significant corporate governance principles and procedures;

· review the Board’s leadership structure and recommend any changes deemed appropriate;

· oversee the content and format of our code of business conduct and ethics and recommend any changes as deemed appropriate;

 

· monitor compliance by the non-management directors with our code of business conduct and ethics;

· review and approve the stock ownership guidelines for the non-management directors of the Company and monitor compliance with such guidelines;

· review and make recommendations to the board on proposals related to corporate governance, public policy or sustainability submitted by shareholders;

· oversee and make recommendations to the board regarding sustainability matters material to the Company’s business, including Company policies, opportunities, reporting and activities;

· develop and periodically review succession plans for the directors;

· periodically review the corporate governance guidelines and recommend any changes as deemed appropriate;

· review and recommend categorical standards for determining non-management director independence consistent with the rules of the New York Stock Exchange and other requirements;

· consider and recommend to the Board the action to be taken with respect to any resignation tendered by a director with respect to a change in professional responsibilities or personal circumstances; and

· approve the retention, compensation and termination of any outside independent advisors to the committee.

 

The governance and sustainability committee has from time-to-time engaged director search firms to assist it in identifying and evaluating potential board candidates. The governance and sustainability committee did not take any action by written consent during 2025.

 

Each member of the governance and sustainability committee is “independent” within the meaning of the applicable listing standards of the New York Stock Exchange.

 

2

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Governance & Sustainability

Meetings and Committees of the Board

 

 

 

 

 

 

28  | 2026 PROXY STATEMENT

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Governance & Sustainability

Board Effectiveness and Evaluation

 

 

2

 

Board Effectiveness and Evaluation

Our board of directors is committed to performing effectively for the benefit of the Company and its shareholders at both the board and committee level. Our board of directors believes that director education is important to the ability of directors to fulfill their roles and supports directors in their continuous learning. Additionally, each year, the governance and sustainability committee oversees the board and committee evaluation process and determines the format and framework for the process.

Board Education

Continuing director education is provided during board and committee meetings and other discussions as part of the formal meetings and as stand-alone information sessions outside of meetings. Throughout the year, directors are provided ongoing education through in-depth presentations on various topics. Among others, topics have included strategy, operations, cybersecurity, generative AI, enterprise risk management, the macroeconomic environment and the impact of geopolitical conflict to global economies. These presentations can be from management or with outside experts as needed. Additionally, on a quarterly basis, management provides written materials to the board of directors regarding current legal and regulatory matters that may impact the Company.

Directors are also encouraged to participate in continuing education programs, and we reimburse directors for their expenses associated with this participation. New directors also participate in our director orientation program. Additionally, at the director’s discretion, directors may attend any committee meetings, including those committees for which he or she is not a member, and has access to all committee materials.

Annual Evaluation Process with an Independent Consultant

The governance and sustainability committee engages a third-party consultant, experienced in corporate governance matters, to assist with the board and committee evaluation process. The purpose of the annual evaluation process is to ensure that the board continues to operate at a high level, with an opportunity for self-reflection and improvement.

Each year, directors are interviewed by the independent third party, and give specific feedback addressing various topics of focus that are determined in advance. Among other items, topics have included board effectiveness, corporate strategy, individual contributions, committee functioning, as well as suggestions to enhance the efficiency and productivity of the board in general. Individual director effectiveness is also included. The board of directors believes management feedback is also important and therefore, at times, members of management will be interviewed as part of the evaluation process. Directors, and management when included, respond to questions designed to elicit feedback, and the independent third party synthesizes the results and comments received during such interviews. These findings are then presented by the independent third party and the chair of the governance and sustainability committee to the full governance and sustainability committee. The chair of the governance and sustainability committee or the independent third party presents the findings with the full board, followed by a review and discussion. The chair of the governance and sustainability committee also provides any committee findings to each committee chair, which are used to facilitate discussion during the committee assessments that also occur annually. When individual director effectiveness is included as a focus area, the independent third party will also provide feedback to each of the individual directors. The board believes this facilitated process provides additional insight and perspective that it can utilize to further enhance effectiveness, including in areas such as board and committee composition, information flow between management and the board, development of materials for board discussion, focus on corporate strategy and director recruitment.

 

 

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30  | 2026 PROXY STATEMENT

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1

BOARD OF DIRECTORS

2

GOVERNANCE & SUSTAINABILITY

3

EXECUTIVE COMPENSATION

4

AUDIT COMMITTEE

5

Information About Stock Ownership

6

PROPOSALS TO BE VOTED ON

7

MEETING INFORMATION

 

Compensation Discussion and Analysis — executive summary

 

 

Compensation Discussion and Analysis

 

 

Background

31

 

 

Executive Summary

31

2025 Results

31

ManpowerGroup Compensation Principles

32

Key Changes

33

Short-Term and Long-Term Performance Compensation for 2025

33

Calculation of Financial Metrics

35

CEO Compensation was Below Target, Aligned with Company Performance

36

Key Compensation Practices

37

 

 

Say on Pay Vote

38

 

 

Shareholder Engagement

38

 

 

Compensation Elements

39

 

 

Target Total Compensation

41

 

 

Market Positioning: 2025 Target Compensation in
the
Competitive Marketplace

42

How We Determine the Competitive Market: Challenges in Identifying a Relevant Peer
Group

42

The 2025 Peer Group

42

Additional Data Sources

42

Assessing Individual Factors

42

 

 

The Committee’s Decision-Making Process

43

 

 

Components of the 2025 Executive Compensation
Program — Base Salary

43

 

 

Components of the 2025 Executive Compensation
Program — Annual Cash Incentives

43

How Revenue and EBITA are Calculated

44

Why the Company used Revenue and EBITA in 2025

44

 

 

The 2025 Revenue and EBITA Goals

44

Annual Incentive Award Opportunities

45

2025 Strategic KPIs and Annual Incentive
Award Payouts

45

Jonas Prising

45

Rebecca Frankiewicz

45

John T. McGinnis

47

Michelle S. Nettles

47

 

 

Components of the 2025 Executive Compensation
Program — Long-Term Incentives

48

Performance Share Units

48

How the Company Sets EBITA Margin Percent
Goals

49

Shares Earned under the 2023 PSU Grant
(2023-2025 Performance Period) 

49

Restricted Stock Units

50

 

 

Career Shares, Retirement and Deferred
Compensation Plans

50

 

 

Other Benefits

50

Severance Agreements

50

 

 

Compensation Changes for 2026

51

 

 

Governance Features of Our Executive
Compensation
Programs

51

We Have Stock Ownership Guidelines for
Executive
Officers

51

We Have a Clawback Policy

51

Our Insider Trading Policy Prohibits Hedging,
Pledging and Short-Sale Transactions

52

Equity Grant and Approval Timing Practices

52

 

 

Material Tax Implications of the Executive
Compensation Program

52

 

 

 

 

 

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3

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Background

This compensation discussion and analysis (“CD&A”) describes ManpowerGroup’s executive compensation program for our executive officers for whom disclosure is required under the rules of the Securities and Exchange Commission (“SEC”). We refer to this group of executives as our named executive officers (“NEOs”).

 

img104630284_265.jpg

Jonas Prising

Chair and Chief

Executive Officer

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Rebecca Frankiewicz

President and Chief Strategy Officer

 

img104630284_267.jpg

John T. McGinnis

Executive Vice President

and Chief Financial Officer

 

img104630284_268.jpg

Michelle S. Nettles

Executive Vice President and

Chief People and Legal Officer

 

 

Executive Summary

2025 Results Reflect Continued Challenging Environment With Ongoing Stabilization and Improved Trends in Second Half of the Year

Our executive compensation programs are designed to reward performance, and our financial results fell short of the levels anticipated by the People, Culture and Compensation Committee (the “Committee”) when performance targets were set in February 2025, and our compensation reflects this shortfall. With the macro-economic and geopolitical challenges continuing to impact business, particularly in the first half of 2025 from the impact of policy shifts and global trade dynamics, many employers remained cautious by retaining their current workforce, delaying hiring decisions or reducing their expenditures on flexible workforce services and non-critical investments. The staffing services industry is highly sensitive to uncertainty and employer confidence involving the economic outlook. These strong headwinds during the first half of 2025 negatively impacted our industry, and our results during 2025. As we moved through the second half of the year, revenue trends strengthened in several key markets driven by broad-based market stabilization and enterprise demand.

Despite the challenging and uncertain environment, our executive team remained focused on priorities designed to generate value for our shareholders. Key actions included:

Execute with rigor, maintain cost discipline, and leverage our digitization advantage to position the business to generate operating leverage as demand improves,
Leverage our diversified, multi-brand portfolio to perform well in a selective demand environment.
Maximize PowerSuite, our end-to-end operating system and best-in-class technology stack to move from experimentation to disciplined, governed deployment of AI, and to turn proprietary data, embedded technology, and human expertise into faster delivery, higher win rates, and durable differentiation.

 

 

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3

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

ManpowerGroup Compensation Principles

The Company’s executive compensation framework is guided by a series of core philosophies and principles, as determined by the Committee.

 

 

 

 

 

 

 

 

 

 

 

Executive Compensation Framework

Core Philosophies and Principles:

 

 

 

 

 

 

 

 

 

 

 

1

Aligned to Stakeholders

Compensation programs align executives’ interests with those of our stakeholders and appropriately balance risk and rewards
Stakeholder value is created by:

Sound fiscal management and shareholder value creation

Attracting and retaining the best talent needed to scale

Cultivating and enhancing the Company’s brand, purpose, and vision

Excellent client, employee, candidate, and associate experiences

2

Performance-Focused

The majority of pay for executives is at-risk and performance-based
Compensation is designed to motivate the executives to achieve the Company’s annual and long-term strategic goals
Performance metrics recognize the cyclical nature of our business, with clearly defined KPIs to drive focus

 

 

3

Market-Competitive

Compensation opportunities are anchored to the competitive market
Ensure rewards are fair and equitable for each role
Compensation is differentiated to consider individual value and contribution

4

Transparent and Relevant

Compensation programs are clearly communicated and easy to understand
Programs include metrics that are core to the business and have line of sight for executives

5

Aligned to Our Values

Rewards should be fair and equitable among internal peers
Compensation design and administration should align to our values of People, Knowledge, and Innovation

 

 

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3

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Key Change to Annual Incentive Awards for 2025

 

The Committee is guided by the ManpowerGroup Compensation Principles described below, including its commitment to being market competitive in executive compensation and aligning pay with performance. For 2025, the Committee streamlined the structure of the annual incentive awards for NEOs to reduce complexity, enhance emphasis on key metrics that drive our strategic priorities, and align to market. See page 43 for further discussion.

Short-Term and Long-Term Performance Compensation for 2025

Annual Incentive Compensation for 2025

The Committee set key financial performance metrics in mid-February 2025, as summarized below.

 

Revenue and EBITA focus our executives on top-line growth and bottom-line profitability.
For 2025, Revenue was $17.5 billion, which fell between the threshold and target levels. As a result, payouts against the Revenue metric were below target levels.
For 2025, EBITA was $285.1 million, which fell below threshold level. As a result, there was no payout for the EBITA metric.

 

 

The Committee set KPIs for executives based on individual Strategic KPIs. While these varied for each of the NEOS, the payouts ranged between at target or above target for each of the NEOs.

 

The performance measures, goals, weightings and results for 2025 annual incentive awards are shown below:

 

Annual Incentive Plan Metrics

(2025)

 

img104630284_269.jpg

 

 

Performance under the financial targets in the Annual Incentive Plan was
below threshold for EBITA and between the threshold and target
levels for Revenue. Performance for each of the NEOs ranged between at
target or above target for the individual Strategic KPIs. The resulting
AIP payouts range from 47% to 72% of target for each of the NEOs.

 

 

 

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3

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Long-Term Incentive Compensation for 2025

Grants for 2025-2027 performance period. The Committee has continued its long practice of utilizing PSUs to be the predominant component of compensation for our NEOs for 2025.

 

We use EBITA Margin Percent, averaged over a three-year performance period, as the key performance metric for PSU grants. EBITA Margin Percent aligns with how the Company and its largest competitors measure performance as it measures operating efficiency without the impact of amortization. In addition, EBITA Margin Percent focuses executive officers on the long-term profitability of the Company. Awards are subject to a relative Total Shareholder Return ("rTSR") that can increase or decrease the final PSU payout by 25% based on the Company's total shareholder return relative to a peer group of 15 companies over the three-year performance period.

 

Amounts earned for 2023-2025 performance period. We used EBITA Margin Percent over a three-year period as the key performance metric. As was the case for grants made prior to 2024, the PSU awards were subject to a KPI modifier that could increase or decrease the final PSU payout by up to 30%, as determined by the Committee, based on pre-established strategic KPIs.

 

The performance measures, goals, weightings and results for the PSUs for the 2023-2025 performance period are shown below:

 

PSU Performance Metric - EBITA Margin Percent

2023 Annual PSU Grant (2023-2025 performance cycle)

 

img104630284_270.jpg

 

 

 

 

 

The average EBITA Margin Percent for the 2023-2025 performance cycle
was 2.25%. The Committee elected not to apply the KPI modifier to the
shares earned under the 2023 PSU Grant. This resulted in a payout percent
of 45% of target.

 

 

 

 

 

 

 

 

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3

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Calculation of ANNUAL AND LONG-TERM Financial Metrics

One of our principles is that NEO compensation should reward for the underlying performance of our business. As is our practice, the Committee, in adopting financial targets at the beginning of the 2025 performance year, determined that certain items should be excluded from our performance metrics.

Constant Currency. We eliminate the impact of changes in exchange rates for Revenue and EBITA. This allows us to better capture year-over-year changes in underlying performance.
Restructuring Costs. We exclude gross restructuring costs from our EBITA calculation, and we exclude restructuring from our EBITA Margin Percent calculations, net of the savings related to these costs. This allows us to better reflect the Company’s performance for the year.
Goodwill Impairment. We exclude goodwill impairment charges from our EBITA and EBITA Margin Percent calculations, which is included in our 'As Reported' column. This, too, better reflects the Company’s performance for the year.
Other Non-Recurring Adjustments. We exclude from Revenue, EBITA and EBITA Margin Percent any non-recurring accrual adjustments including tax or regulatory law changes, acquisitions or dispositions, changes in accounting principles, and other non-recurring adjustments greater than $10 million. As explained above, excluding these costs better reflects the Company’s performance during the year.

The following table shows the impact of each of these items on our performance metrics for 2025:

 

 

 

As
Reported

 

Impact of
Constant
Currency

 

Impact of
Share
Repurchases

 

Restructuring
Costs

 

Other
Non-Recurring
Adjustments
(1)

 

As
Calculated
Under
Compensation
Plans

 

 

 

 

 

 

 

 

 

 

 

 

 

Revenue (in billions)

 

$18.0

 

$(0.5)

 

n/a

 

n/a

 

 

$17.5

EBITA (in millions)

 

$270.1

 

$(12.5)

 

n/a

 

$24.8

 

$2.7

 

$285.1

EBITA Margin

 

1.50%

 

n/a

 

n/a

 

0.36%

 

0.02%

 

1.88%

(1)
EBITA and EBITA Margin excludes the Austria, South Africa, and New Caledonia loss on sales. The impact resulted in an increase to EBITA and EBITA Margin of $2.7 and 0.02%, respectively.

 

 

 

 

 

 

 

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3

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

CEO Compensation was Below Target, Aligned with Company Performance

We remain committed to performance-based compensation. Approximately 60% of Mr. Prising’s 2025 target compensation was tied to Company performance and 90% of his total pay was variable. The discussion below highlights each component of Mr. Prising’s compensation in 2025.

Base Salary: The Committee determined to keep Mr. Prising's base salary for 2025 at $1,300,000.

Annual Cash Incentive: Payout was Approximately 47% of Target. The EBITA and Revenue financial metrics set by the Committee for the 2025 annual incentive were below the threshold level, and Revenue was between the threshold and target levels, as shown below. In light of this, and the Committee’s assessment of Mr. Prising’s achievement of his individual Strategic KPIs as CEO, his annual cash incentive payout was approximately 47% of target.

 

 

 

2025 Actual
Payout $

 

% Compared
to Target

 

 

 

 

 

EBITA Goal

 

 

0.0%

Revenue Goal

 

551,909

 

76.0%

Strategic KPIs

 

416,000

 

100.0%

Total

 

967,909

 

46.5%

 

Long-Term Equity Awards. In 2025, Mr. Prising received two types of long-term equity grants as part of his regular compensation:

Approximately 60% comprised an annual grant of PSUs that will vest over three years based on EBITA Margin Percent goals.
Approximately 40% were restricted stock units (“RSUs”) that cliff vest in full after three years.

 

 

 

 

 

 

 

 

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Key Compensation Practices

The Committee continually reviews the Company’s executive compensation program to maintain compensation practices that are in the best interests of our shareholders. Some of our key policies for NEOs are summarized below:

 

img104630284_271.jpg

• Tie executive pay to performance and subject incentives to clawback.

• Set challenging performance objectives that align with company performance.

• Balance short-term and long-term incentives.

• Include caps on the potential payouts under the PSU grants and our annual incentive program.

• Use double triggers in our severance agreements and our equity awards.

• Maintain significant stock ownership guidelines.

• Retain an independent compensation consultant.

• Establish appropriate compensation peer groups which the Committee re-evaluates annually.

• Reach out to leading shareholders and their advisory firms to discuss our executive compensation.

 

• No tax gross up payments for any amounts considered excess parachute payments.

• No dividend equivalents on equity awards prior to vesting.

• No repricing of outstanding stock options. The Company has not granted stock options since 2021.

• No hedging or pledging of ManpowerGroup stock.

• No excessive perquisites or tax gross up payments.

 

What We Do

What We Don't Do

3

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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2026 PROXY STATEMENT | 37

 


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3

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Say on Pay Vote

 

 

Shareholder Approval of Say on Pay

img104630284_272.gif

 

Historically strong approvals on Say on Pay

With the exception of 2023, for the past ten years, we have consistently achieved say-on-pay votes greater than 90%. In 2025, we had a 97% approval rate.

Shareholder Engagement

We believe that shareholder engagement is an important part of our governance practices. We have a longstanding shareholder outreach program, to provide our investors an opportunity to share their perspectives on our compensation philosophies and our governance structure, and to answer their questions. These efforts are conducted by members of executive management and may include board leadership. Our engagement efforts over time have included:

Contacting our top shareholders, representing more than 50% of our shares.
Conversations with shareholders representing more than 40% of our shares.
Presenting shareholder feedback to the Committee as well as the governance and sustainability committee.

The Committee evaluates this feedback from our shareholders, as well as our say on pay voting results, among other factors in developing our executive compensation programs. Similarly, our governance and sustainability committee reviews the feedback concerning our governance practices in developing our governance policies, including our approach to board refreshment.

Additionally, our executive management team, primarily through our Chair and CEO and Executive Vice President and CFO, regularly engage in dialogue with our shareholders through our quarterly earnings calls, investor meetings and conferences, and other channels for communication.

 

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3

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Compensation Elements

The following table summarizes the principal elements of our executive compensation program and demonstrates the program’s focus on annual and long-term incentive compensation that is closely aligned with Company performance and is sensitive to the Company’s stock performance. The Committee periodically reviews executive compensation and may recommend adjustments driven by market data, performance and situations where there is a change in responsibility:

 

 

Base Salary

Annual
Incentive award

Long-term Incentive award

 

 

 

 

 

 

Percent
of Target
Compensation

CEO

 

img104630284_273.jpg

 

Other NEOs
(Average)

 

img104630284_274.jpg

 

CEO

 

img104630284_275.jpg

 

Other NEOs
(Average)

 

img104630284_276.jpg

 

CEO

 

img104630284_277.jpg

 

 

Other NEOs (Average)

 

img104630284_278.jpg

 

 

 

 

 

 

 

comprising PSUs

 

img104630284_279.jpg

 

 

and RSUs

 

img104630284_280.jpg

 

 

 

 

 

 

 

 

 

 

 

 

 

Performance
Period

Ongoing

One year

PSUs earned based on performance achievement over a three-year period

 

Three-year cliff vesting

 

 

 

 

 

 

 

 

 

 

 

 

Objective

Fixed compensation for performing core areas of responsibility.

Motivate and reward NEOs for achievement of key strategic, operational and financial measures over the year.

Motivate and reward NEOs for performance against long-term financial objectives to align the interests of the NEOs with long-term shareholder value.

 

Directly aligns NEOs with shareholders and adds balance to the compensation program as they provide both upside potential and downside risk and add an additional retention incentive.

 

 

 

 

 

 

 

 

 

 

 

 

Determination
Factors

Factors used to determine base salaries include:

NEO's experience, skill, and performance

The breadth of the NEO's responsibilities

Pay competitive to market

Metrics and weightings of each for 2025:

EBITA (45%)

Revenue (35%)

Individual Strategic KPIs (20%)

Metrics used to determine PSUs earned:

EBITA Margin Percent

Average EBITA "gate" - If average EBITA does not meet a certain pre-determined dollar “gate” over the performance period, maximum payout cannot exceed more than 100% of target.

Modifier - For PSUs granted in 2025, final PSU payouts are subject to a relative Total Shareholder Return ("rTSR") modifier that can increase or decrease the final PSU payout by 25% based on the Company's total shareholder return relative to a peer group over the three-year performance period. PSU grants prior to 2024 were subject to a KPI modifier that would increase or decrease the final payout by up to 30% based on the Committee's assessment of achievement of pre-established strategic growth objectives. Modifier cannot be used to adjust total payout below threshold or above outstanding.

 

Value of RSUs is correlated to stock price.

 

For More Information

Page 43

Page 43

Page 48

 

Page 50

 

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

In addition to the above, below are other important elements of our executive compensation program along with a brief description of each:

 

 

Description

For More Information

Qualified Retirement Plans

Although we maintain a qualified 401(k) plan in the United States, our NEOs are not eligible to participate (except as described in the following sentence) because of limitations on participation by highly compensated employees under the rules governing such plans. NEOs are eligible to participate only in the first year of their employment (after which they are eligible to participate in the nonqualified savings plan) and in making catch-up contributions for individuals over the age of 50.

Page 50

Nonqualified Savings Plan (“NQSP”)

Used to provide NEOs with reasonably competitive benefits to those in the competitive market. NEOs are eligible to participate after the first year of employment.

Page 50

Career Shares

Used selectively by the Committee as an incentive in the form of long-dated RSUs, typically with a five-year cliff vesting period, as needed to attract and retain executives. The Committee makes infrequent use of this compensation element and determines each year whether to make any such awards.

Page 50

Other Benefits

The Committee confers limited additional benefits to NEOs. These include financial planning reimbursement, broad-based automobile benefits, participation in broad-based employee benefit plans, and certain other benefits required by local law or driven by market practice.

Page 50

 

 

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Target Total Compensation

Target total compensation is the value of the compensation package that is intended to be delivered based on performance against pre-established goals. The following chart illustrates for each of the NEOs the composition of his or her target total compensation for 2025.

 

 

 

img104630284_281.jpg

 

 

 

The Committee’s compensation consultant, Mercer, provides the Committee with market data that is used in setting target levels for compensation for the NEOs. Actual compensation paid out to the NEOs in a given year may vary significantly from the target levels depending on the actual performance achieved under the pre-established financial and operating goals set by the Committee.

This table outlines the values of each of the NEOs' total target compensation values and the percentage that is variable (both short- and long-term) and performance-based (both short- and long-term).

 

 

2025 NEO Target Compensation

 

 

 

Base Salary

Annual
Incentive

Performance
Share Units

Restricted
Stock Units

Total 2025
Target Comp

% Total 2025
Target Comp

% Total 2025
Target Comp
Performance-

 

NEO

 

$

$

$

$

$

Variable(1)

Based (2)

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

1,300,000

2,080,000

6,733,605

4,160,014

14,273,619

91%

62%

 

Rebecca Frankiewicz

 

750,000

750,000

1,294,968

799,986

3,594,954

79%

57%

 

John T. McGinnis

 

808,000

888,800

1,942,392

1,199,979

4,839,171

83%

59%

 

Michelle S. Nettles

 

650,000

650,000

1,035,962

640,011

2,975,973

78%

57%

 

 

 

(1)
Includes annual incentive, PSUs and RSUs.
(2)
Includes annual incentive and PSUs.

The Committee also considers how much incentive compensation is short-term in nature, and how much is long-term, with the intention that a significant portion of incentive compensation be based on the long-term performance of the Company. This reduces the risk that executives will place too much focus on short-term achievements to the detriment of the long-term success of the Company.

 

 

 

 

 

 

 

 

 

3

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

 

 

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Market Positioning: 2025 Target Compensation in the Competitive Marketplace

How We Determine the Competitive Market: Challenges in Identifying a Relevant Peer Group

The Committee devotes considerable effort to identifying an appropriate competitive market for benchmarking our executive compensation. The Committee has determined that simply benchmarking against other U.S. companies in our industry would not yield a meaningful peer group. We present a different profile, being significantly larger, more complex, and more global in scope than other U.S.-listed companies in our industry:

Our two largest competitors, Adecco and Randstad, are based in Europe, and although we review available compensation data for these two companies, their pay practices are different and disclosure practices differ.
Our nearest U.S. public competitor had much smaller revenue — approximately $5.5 billion in 2025 compared to our revenue of approximately $18 billion — and the other U.S. public competitors are even smaller.

Mercer has confirmed to the Committee that attempting to use such competitors would not produce relevant data for benchmarking purposes.

How we Determine the Competitive Market: The 2025 Peer Group

For 2025, Mercer continued to use the same peer group that was used in 2024. Peers were identified based on the following factors: (i) similar size to ManpowerGroup in revenues, or market capitalization; (ii) companies in the service sector and with global footprints and comparable margin profiles; and (iii) companies where ManpowerGroup is identified as a peer company by the issuer or by proxy advisory firms. The resulting group of 21 companies aligns with these priorities on a composite basis.

 

2025 Peer Group Companies

Aramark

Fluor Corporation

Textron Inc.

Baker Hughes Co.

General Mills, Inc.

The Clorox Co.

CBRE Group, Inc.

Genuine Parts Co

The Gap, Inc.

CDW Corp.

Hewlett Packard Enterprise Co.

Western Digital Corporation

CH Robinson Worldwide Inc.

International Paper Company

WW Grainger Inc.

Cummins Inc.

Jacobs Solutions Inc.

 

Dollar Tree, Inc.

Kohl's Corporation

DXC Technology Company

PACCAR Inc.

 

 

Additional Data Sources

The Committee also uses data from U.S. compensation surveys published by Mercer and other third-party data providers that are recommended by Mercer as a means to evaluate compensation for certain NEO positions. The CEO, CFO and President & Chief Strategy Officer positions were only compared to companies within the peer group for 2025. Compensation for global functional leaders was compared against compensation survey data recommended by Mercer for executives with similar roles and responsibilities. Ms. Nettles’s position was compared to a composite of U.S. compensation survey data of Chief Human Resources Officers and top functional officers within the peer group for 2025.

Assessing Individual Factors

An individual NEO’s total compensation or any element of compensation may be adjusted upwards or downwards relative to the competitive market based on a subjective consideration of the NEO’s experience, potential, tenure and results (individual and relevant organizational results), the NEO’s historical compensation, and any retention concerns. The

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Committee uses a historical compensation report to review the compensation and benefits provided to each NEO in connection with its compensation decisions concerning that NEO.

The Committee’s Decision-Making Process

The Committee determines the CEO’s compensation levels, including base salary, establishing and determining the achievement of the financial goals and Strategic KPIs for the annual cash incentives, and any equity-based compensation awards. Generally, the CEO establishes and recommends the achievement of the goals and objectives for the annual incentives for the other NEOs, with the Committee making the final determinations. Similarly, the CEO generally recommends to the Committee any salary adjustments, cash incentive awards or equity-based awards for the other NEOs, which are then evaluated and determined by the Committee. Mercer provides input to the Committee regarding the final compensation for all of the NEOs. This input reflects the Company’s performance results, external market references against the peer group, internal compensation references and the individual performance of each of the NEOs. Under the Committee’s charter, compensation for our CEO, President, and CFO is subject to ratification by the board of directors. Accordingly, the board of directors ratified the determinations for Mr. Prising and Mr. McGinnis, and for Ms. Frankiewicz following her appointment as President and Chief Strategy Officer.

Components of the 2025 Executive Compensation Program — Base Salary

Base salaries for NEOs are set based on base salaries paid in the relevant competitive market, for the particular position, subject to individual performance factors as described earlier.

Base salary levels affect the value of the annual incentive awarded to the NEOs because the incentive is awarded as a percentage of base salary. A higher base salary will result in a higher annual incentive, assuming the same level of achievement against goals. The level of severance benefits each NEO may receive is also increased if his or her salary is increased. The value of long-term incentive awards is not determined as a multiple of base salary.

In connection with the assumption of additional duties by each of Mr. McGinnis and Ms. Nettles, the Committee approved increases to their base salary for 2025. For Mr. McGinnis, his salary increased from $769,153 to $808,000. For Ms. Nettles, her salary increased from $600,000 to $650,000. In connection with her change in roles and to align with the market, Ms. Frankiewicz’s base salary was increased to $750,000.

Components of the 2025 Executive Compensation Program — Annual Cash Incentives

The Incentive Plan provides for the payment of annual cash rewards to a participant based on the Company’s attainment of one or more financial goals and Strategic KPIs established for that participant for the relevant year. Incentive amounts are based on achievement of pre-established goals using these metrics. For 2025, the Committee introduced changes to the structure of the Annual Incentive awards for the NEOs to reduce the complexity and enhance the emphasis of key metrics that drive our strategic priorities in a manner that is more aligned with the approach of our peer groups. First, the Committee reduced the total number of plan metrics from four to three to place greater focus on a small number of key performance metrics for the Company, which is more aligned with the approach of our peers. These three metrics consisted of two financial metrics, Revenue and EBITA, and the third metric continued to be the use of individual Strategic KPIs for each NEO. Additionally, the weighting of the Strategic KPIs was reduced to 20% from 30%, with the remaining 80% based on Revenue (35%) and EBITA (45%). The Committee chose EBITA as a financial metric, to replace both EPS and ROIC, as it is the key metric used by the Company to measure profitability, both internally and with shareholders. The increase in the Revenue metric weighting was to further incentivize top-line growth in support of the Company's strategy.

In addition, for the five months prior to her promotion, Ms. Frankiewicz financial metrics were based on North American Region financial performance with respect to Operating Unit Profit ("OUP"), Day Sales Outstanding ("DSO"), and Revenue Growth.

 

 

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Compensation Discussion and Analysis

 

 

 

How Revenue and EBITA are Calculated

The annual cash incentives for NEOs for 2025 are based on two objective factors — Revenue and EBITA (and, prior to her promotion, North America OUP, DSO, and Revenue Growth for Ms. Frankiewicz)— and individual Strategic KPIs. When setting the 2025 targets, which occurred in mid-February 2025, the Committee determined that certain items should be excluded from our performance metrics as described in the calculations below:

o
Revenue — Revenue during the period, including continued and discontinued operations. Revenue is adjusted to exclude the impact of currency.
o
EBITA — Annual operating profit plus amortization. EBITA is adjusted to exclude (a) the impact of a change in accounting principles during the performance period, and (b) for any of the following items: extraordinary items, goodwill impairment, and restructuring charges, tax or regulatory law changes, adjustments related to acquisitions or dispositions where the Company previously held an ownership interest, and non-recurring adjustments exceeding $10 million pertaining to prior periods. If an adjustment relates to an accrual from a prior period deemed an appropriate change in estimate in the current period, the adjustment impact will only be for the amount in excess of $10 million.

See page 35 for a discussion of the specific items excluded from Revenue, EBITA and EBITA Margin for 2025.

This methodology is not the same as the Company’s financial budgeting or business outlook for the year. As a result, target performance for purposes of achieving an incentive award will not necessarily be the same as performance as the budgeted financial plan or business outlook, which may be higher or lower than target performance depending on economic conditions and trends at the time.

Why the Company used Revenue and EBITA in 2025

The Committee used Revenue as a performance goal in order to incentivize top-line growth, in addition to profitability. The Committee used EBITA to incentivize profitability and align management to a key earnings metric. The percentage weightings of each of the metrics is as follows:

 

 

 

 

 

Metric

 

2025 Weighting

 

 

 

 

 

EBITA Goal

 

45.0%

 

Revenue Goal

 

35.0%

 

Strategic KPIs

 

20.0%

 

Total

 

100.0%

 

 

 

The 2025 Revenue and EBITA Goals

For 2025, the Committee set threshold, target and outstanding goals for Revenue that were based on its view of appropriate Revenue growth. Similarly, the Committee set threshold, target and outstanding goals for EBITA. The Committee believed the threshold levels were the minimum levels at which it would be appropriate to earn an incentive, based on global economic conditions as they existed at the time when the goals were set in mid-February 2025. Each year the Committee sets targets based on macroeconomic factors and the Company’s business outlook for the coming year and does so independently of where the target levels have been set for the prior year. Given the cyclical nature of our business, this may result in targets being set lower than for the prior year, which was the case for 2025 where the Committee assumed continued deterioration in global economic conditions during 2025.

The following table shows the EBITA and Revenue goals established by the Committee for 2025:

 

 

 

 

 

 

 

 

Metric

 

Threshold

 

Target

 

Outstanding

Payout As A % of Target

 

All NEOs: 33%

 

All NEOs: 100%

 

All NEOs: 200%

 

 

 

 

 

 

 

EBITA (in millions) (weighted 45%)

 

$336.8

 

$443.2

 

$531.8

Revenue (in billions) (weighted 35%)

 

$16.9

 

$17.8

 

$18.7

 

 

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Annual Incentive Award Opportunities

The following table shows the total 2025 annual incentive award opportunities by NEO shown as a percentage of base salary. As previously disclosed, Ms. Nettles’ target opportunity was increased from 85% to 100% of her base salary in connection with her assumption of additional duties. Ms. Frankiewicz's target opportunity did not change in 2025 in connection with her promotion. Executives can earn approximately 33% of target at threshold levels of performance and 200% of target at outstanding levels of performance.

 

 

 

 

 

 

 

 

 

 

Threshold As

 

Target As

 

Outstanding As

 

 

A Percentage

 

A Percentage

 

A Percentage

NEO

 

of Salary

 

of Salary

 

of Salary

 

 

 

 

 

 

 

Jonas Prising

 

53.0%

 

160.0%

 

320.0%

Rebecca Frankiewicz

 

33.0%

 

100.0%

 

200.0%

John T. McGinnis

 

37.0%

 

110.0%

 

220.0%

Michelle S. Nettles

 

33.0%

 

100.0%

 

200.0%

2025 Strategic KPIs and Annual Incentive Award Payouts

Jonas Prising

The Strategic KPIs comprise 20% of the total annual incentive for Mr. Prising and were as follows for 2025:

Progress diversification with increased focused on changing the portfolio mix of the brands to increase GP margins and overall revenues.
Progress digitalization by transforming how the business works through optimizing resources and delivering efficiencies to reinvest in B2B2C initiatives that improve quality of services and offerings to clients.
Strengthen leadership and succession, particularly amongst NEOs, to ensure the organization is positioned to win in the market in the near to mid-term and the sustainable future.

The Committee determined that Mr. Prising did not earn a cash incentive award for 2025 for the EBITA performance goals but he did earn an award for the Revenue performance goal between the threshold and target levels. Finally, the Committee determined that he achieved his Strategic KPIs at target. Based on these results, the Committee determined the amount of the 2025 award to be paid to Mr. Prising to be $967,909. The following table illustrates Mr. Prising’s 2025 achievement of the performance targets in relation to the payment of his 2025 award:

 

 

 

 

 

 

 

 

 

 

Performance
Level

 

Percentage of 2025
Salary

 

Amount Earned

 

 

 

 

 

 

 

EBITA Goal

 

Below Threshold

 

0.0%

 

$—

Revenue Goal

 

Below Target

 

42.5%

 

$551,909

Strategic KPIs

 

At Target

 

32.0%

 

$416,000

Total Incentive

 

 

 

74.5%

 

$967,909

 

See page 35 for a calculation of the 2024 financial metrics, including the impact of the certain items excluded.

Rebecca Frankiewicz

Ms. Frankiewciz was appointed an executive officer of the Company in February 2025 while she was serving in the role of North American President. In May 2025, she was further promoted to the position of President and Chief Strategy Officer. The Strategic KPIs comprise 20% of the total annual incentive for Ms. Frankiewicz and were as follows for 2025:

 

 

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President and Chief Strategy Officer

Refresh global strategy to better position the organization for long-term profitable growth.
Advance diversification strategy within and across brands to capture market share and improve revenues, particularly in key markets.
Progress commercial agenda to advance B2B2C initiatives, including leveraging AI to improve associate and candidate intimacy and to build customer value.

North American President

Diversify portfolio in and across Manpower, Experis, and Talent Solutions Brands to drive revenue growth and OUP.
Advance candidate intimacy through our digital platforms and new brand campaigns.

Leadership used Revenue Growth as a performance goal in order to incentivize top-line growth, in addition to profitability. Leadership used OUP to incentivize profitability and align management to a key earnings metric. Lastly, leadership used DSO to incentivize cash collections. For the first five months of 2025, Ms. Frankiewicz financial goals were as follows:

o
North America, OUP — North America OUP is equal to segment revenues less direct costs and branch and national headquarters operating costs. OUP is adjusted to exclude (a) the impact of currency exchange rates and (b) restructuring amounts net of savings.
o
North America, DSO — North America DSO is calculated by dividing Adjusted Net Accounts Receivable (adjusted for work in process and deferred revenue) by Average Adjusted Total Revenue (adjusted for intercompany revenue, VAT and subcontractor expenses) over 60 days.
o
North America, Revenue Growth — North America revenue during the period. North America revenue growth is adjusted to exclude the impact of currency.

 

 

 

 

 

 

 

 

 

 

 

 

 

Metric

2025 Weighting

 

Threshold

 

Target

 

Outstanding

 

As Calculated Under Compensation Plans

 

 

 

 

 

50%

 

100%

 

200%

 

 

 

 

 

 

 

(in millions)

 

(in millions)

 

(in millions)

 

(in millions)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

North America Plan:

 

 

 

 

 

 

 

 

 

 

 

OUP

30.0%

 

$94.5

 

$112.4

 

$131.6

 

$85.0

(1)

 

DSO

15.0%

 

62.0

 

61.0

 

60.0

 

60.5

 

 

Revenue Growth

35.0%

 

$2,910.0

 

$3,063.6

 

$3,216.2

 

$3,037.7

(2)

 

Strategic KPIs

20.0%

 

 

 

 

 

 

 

 

 

 

Total

100.0%

 

 

 

 

 

 

 

 

 

 

(1)
North America OUP excludes the impact of currency exchange rates, which was $0.3 million, and restructuring amounts net of savings, which was ($1 million).
(2)
North America Revenue Growth excludes the impact of currency exchange rates, which was $5.6 million.

Ms. Frankiewicz’s cash incentive was determined based on her role as ManpowerGroup’s Regional President for North America and Chief Commercial Officer for the first five months of 2025 based on goals set for the North American Region’s performance and the remainder of the year on the Company’s EBITA and Revenue goals. The Committee determined that Ms. Frankiewicz earned an award for North American Region performance between target and outstanding for DSO, between threshold and target for Revenue Growth and she did not earn an award for OUP. The Committee determined she did not earn a cash incentive award for the EBITA performance goals after her promotion but she did earn an award for the Revenue performance goal between the threshold and target levels. Finally, the Committee determined that she achieved her Strategic KPIs above target. Based on these results, the Committee determined the amount of the 2025 award to be paid to Ms. Frankiewicz to be $539,200. The following table illustrates Ms. Frankiewicz 2025 achievement of the performance targets in relation to the payment of her 2025 award:

 

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Performance
Level

 

Percentage of 2025
Salary

 

 

Amount Earned

 

 

 

 

 

 

 

 

First five months:

 

 

 

 

 

 

 

North America, OUP

 

Below Threshold

 

 

0.0

%

 

$—

North America, DSO

 

Above Target

 

 

9.2

%

 

$69,100

North America, Revenue Growth

 

Below Target

 

 

13.6

%

 

$100,300

Last seven months:

 

 

 

 

 

 

 

EBITA Goal

 

Below Threshold

 

 

0.0

%

 

$—

Revenue Goal

 

Below Target

 

 

15.3

%

 

$114,800

Strategic KPIs

 

Above Target

 

 

34.0

%

 

$255,000

Total Incentive

 

 

 

 

72.1

%

 

$539,200

John T. McGinnis

The Strategic KPIs comprise 20% of the total annual incentive for Mr. McGinnis and were as follows for 2025:

Continue to progress the technology and transformation roadmaps across the global organization.
Develop a robust and diverse talent pipeline within the global finance function.
Progress our Global Procurement function and related opportunities to reduce structural costs.

The Committee determined that Mr. McGinnis did not earn a cash incentive award for 2025 for the EBITA performance goals but he did earn an award for the Revenue performance goal between the threshold and target levels. Finally, the Committee determined that he achieved his Strategic KPIs slightly above target. Based on these results, the Committee determined the amount of the 2025 award to be paid to Mr. McGinnis to be $441,400. The following table illustrates Mr. McGinnis's 2025 achievement of the performance targets in relation to the payment of his 2025 award:

 

 

 

 

 

 

 

 

 

 

Performance
Level

 

Percentage of 2025
Salary

 

Amount Earned

 

 

 

 

 

 

 

EBITA Goal

 

Below Threshold

 

0.0%

 

$—

Revenue Goal

 

Below Target

 

29.3%

 

$236,400

Strategic KPIs

 

Above Target

 

25.4%

 

$205,000

Total Incentive

 

 

 

54.7%

 

$441,400

Michelle S. Nettles

The Strategic KPIs comprise 20% of the total annual incentive for Ms. Nettles and were as follows for 2025:

Progress the Company’s talent strategy by ensuring diverse skills to progress operational strategies.
Progress change management efforts to accelerate digitization strategy and transformation initiatives.
Advance organizational design and organizational effectiveness to enable agility and improve productivity.

The Committee determined that Ms. Nettles did not earn a cash incentive award for 2025 for EBITA performance goals but did earn an award for the Revenue performance goal between the threshold and target levels. Finally, the Committee determined that she achieved her Strategic KPIs slightly above target. Based on these results, the Committee determined the amount of the 2025 award to be paid to Ms. Nettles to be $315,400. The following table illustrates Ms. Nettles' 2025 achievement of the performance targets in relation to the payment of her 2025 award:

 

 

 

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Compensation Discussion and Analysis

 

 

 

 

 

 

 

 

 

 

 

 

Performance
Level

 

Percentage of 2025
Salary

 

Amount Earned

 

 

 

 

 

 

 

EBITA Goal

 

Below Threshold

 

0.0%

 

$—

Revenue Goal

 

Below Target

 

26.5%

 

$172,400

Strategic KPIs

 

Above Target

 

22.0%

 

$143,000

Total Incentive

 

 

 

48.5%

 

$315,400

 

 

Components of the 2025 Executive Compensation Program — Long-Term Incentives

Each year the Committee determines the appropriate mix of PSUs and RSUs that should comprise the long-term incentives for the NEOs. This flexibility allows the Committee to tailor its program to create the incentive structure that it believes will best align executive performance and the needs of the Company. The Committee determined for 2025 that the annual grant of long-term awards to the NEOs should be made up of 60% PSUs and 40% RSUs.

The Committee generally determines and approves equity awards to the NEOs and the related vesting schedules, at its regularly scheduled meeting in February each year, and as required under the Committee’s charter, subject to ratification by the board of directors in the case of Mr. Prising, Mr. McGinnis and, following her appointment as President and Chief Strategy Officer, Ms. Frankiewicz. The equity awards and related vesting schedules for Mr. McGinnis and Ms. Nettles and, prior to her appointment as Chief Strategy Officer, Ms. Frankiewicz are generally based on recommendations by Mr. Prising. The Committee may make grants to NEOs at other times during the year, as it deems appropriate.

The PSUs and RSUs awarded in 2025 have the characteristics below. The specific long-term incentive grants for each officer are shown in the Grants of Plan Based Awards table on page 56.

Performance Share Units

For the performance share units (PSUs) granted in 2025, vesting is based on achievement of a pre-established goal for average annual EBITA Margin Percent, over a three-year period ending December 31, 2027. EBITA Margin Percent measures operating efficiency without the impact of amortization while continuing to focus executive officers on the long-term profitability of the Company.

The PSUs include a modifier based on relative Total Shareholder Return ("rTSR") whereby the number of shares that may be earned upon vesting can be increased or decreased based on the Company's total shareholder return relative to a group of 15 peer companies over the three-year performance period. Specifically, if the Company's TSR ends up in the top quartile of the rTSR Peer Group then the number of PSUs otherwise earned will be increased by 25%. Conversely, if the Company's TSR falls in the bottom quartile, then the number of PSUs otherwise earned will be reduced by 25%. And if the Company's TSR falls within the second or third quartile of total shareholder return for the rTSR Peer Group, an adjustment shall be made to the amount of PSUs earned using linear interpolation. The rTSR modifier cannot decrease the payout below the threshold level nor increase the payout above the outstanding level. TSR for the Company and the peer group companies will be calculated using the 20-day trading price average, adjusted for dividends, at the beginning and the end of the performance period.

The 15-company rTSR peer group consists of companies within the staffing industry that have similar stock performance characteristics and is different from the peer group used for compensation benchmarking purposes. The rTSR Peer Group will be adjusted in the event of any merger, acquisition, divestiture, or business combination, or material non-recurring or unique event or circumstance impacting a selected company.

 

 

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2025 rTSR Peer Group Companies

Adecco Group AG

Kelly Services, Inc

Robert Half Inc.

ASGN Incorporated

Kforce Inc

Robert Walters plc

Groupe CRIT SA

Korn Ferry

SThree plc

Hays plc

PageGroup plc

Synergie SE

Heidrick & Struggles

Randstad N.V.

TrueBlue, Inc.

 

How the Company Sets EBITA Margin Percent Goals

The following table shows the goals established by the Committee in February 2025 for the three-year performance period for these PSUs and the associated payout percentage:

 

 

 

Threshold

 

Target

 

Outstanding

 

EBITA Margin

 

1.00%

 

3.00%

 

3.50%

 

Payout Percentage

 

0.0%

 

100.0%

 

200.0%

 

To determine the average EBITA Margin Percent at the end of the three-year period, the actual performance results from each year will be averaged to determine the three-year average performance results. The final award will be determined by using the payout scale relative to the average performance.

When determining the financial goals for the 2025 grant, the Committee determined certain items would be excluded from the EBITA Margin Percent calculation, as described in the following calculation:

EBITA Margin Percent — annual operating profit plus amortization, divided by revenue from services, with adjustments to be made (a) to reverse the impact of a change in accounting principles during the performance period, or (b) for any of the following items: extraordinary items, goodwill impairment, and restructuring charges, tax or regulatory law changes, adjustments related to acquisitions or dispositions where the Company previously held an ownership interest, and non-recurring adjustments exceeding $10 million pertaining to prior periods. If an adjustment relates to an accrual from a prior period deemed an appropriate change in estimate in the current period, the adjustment impact will only be for the amount in excess of $10 million.

Our business is historically cyclical and is impacted by numerous macroeconomic conditions. The Committee sets each year’s target levels at the beginning of the year, based on both macroeconomic factors and the Company’s business outlook for the coming year, and does so independently of where the target levels have been set for the prior year. Given the cyclical nature of our business, this may result in targets being set lower than for the prior year, which was the case for 2025 where the Committee assumed continued deterioration in global economic conditions during 2025.

An EBITA “gate” was also established for the PSUs to ensure EBITA margins are achieved without significantly decreasing revenues. This gate was set at $336.0 million, meaning participants cannot receive more than 100% of the target level payout unless average EBITA for the 2025-2027 performance period exceeds $366.0 million.

Shares Earned under the 2023 PSU Grant (2023-2025 Performance Period)

Based on the Company's average EBITA Margin Percent for the 3-year performance period of 2023-2025 of 2.80%, the Committee determined the 2023 PSU awards vested at 45% of the target level. The EBITA gate for these awards was not met but there was no impact because, the PSUs vested below the target level. The 2023 PSU grant also included the KPI modifier, however, the Committee elected not to apply the KPI modifier to the shares earned under the 2023 PSU Grant. These shares were vested and were settled in common stock in February 2026, after the Committee determined the achievement of the performance goals. The 2023 PSU grants to Mr. Prising, Mr. McGinnis, and Ms. Nettles also included the right to dividend equivalents, which were earned and vested only to the extent the PSUs were earned and vested. The number of shares earned under the 2023 PSU grant for each of the NEOs, including dividend equivalents, is as follows:

 

 

 

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Compensation Discussion and Analysis

 

 

 

 

 

 

 

 

NEO

 

PSUs Granted at Target(#)

 

PSUs Earned(#)

 

 

 

 

 

Jonas Prising

 

70,748

 

35,495

Rebecca Frankiewicz(1)

 

4,535

 

2,032

John T. McGinnis

 

20,408

 

10,248

Michelle S. Nettles

 

8,503

 

4,270

(1) Ms. Frankwiewicz 2023 award was granted in a prior role.

Restricted Stock Units

The Committee uses RSUs to align the interests of the RSUs of the NEOs with long-term shareholder value and add balance to the compensation program as they provide both upside potential and downside risk. In addition, RSUs provide a retention incentive to the NEOs to remain with the Company through the vesting date. The RSUs granted to our NEOs in 2025 have a three year-cliff and include the right to dividend equivalents.

Career Shares, Retirement and Deferred
Compensation Plans

Career Shares

The Committee uses RSUs to align the interests of the NEOs with long-term shareholder value and add balance to the compensation program as they provide both upside potential and downside risk. In addition, RSUs provide a retention incentive to the NEOs to remain with the Company through the vesting date. The RSUs have a three-year cliff vest and include the right to dividend equivalents.

Retirement and Deferred Compensation Plans

ManpowerGroup maintains tax-qualified 401(k) plans for its U.S. employees. For compliance reasons, once an executive is deemed to be “highly compensated” within the meaning of Section 414(q) of the Internal Revenue Code, the executive is no longer eligible to participate in ManpowerGroup’s 401(k) plans except in their first year of employment or for “catch-up” contributions for employees over 50. ManpowerGroup maintains a separate non-qualified savings plan for “highly compensated” employees, including eligible executives. The non-qualified plan provides similar benefits to the tax-qualified 401(k) plans, including a Company match and enhanced matching contribution. The non-qualified savings plan also permits the Company to provide a discretionary profit-sharing contribution to participants.

Furthermore, the plan benefits are unsecured and subject to risk of forfeiture in bankruptcy. The Committee maintains this program in an effort to provide NEOs with reasonably competitive benefits to those in the competitive market.

Other Benefits

The NEOs are provided health and dental coverage, company-paid term life insurance, disability insurance, paid time off, and paid holiday programs applicable to other employees in their locality. These rewards are designed to be competitive with overall market practices, while keeping them at a reasonable level.

ManpowerGroup also reimburses NEOs for financial planning and tax preparation services as well as annual executive physicals. In addition, ManpowerGroup provides an auto allowance to approximately 300 management employees in the U.S., including the U.S.-based NEOs. All of the NEOs received an auto allowance for 2025.

Severance Agreements

ManpowerGroup is a party to severance agreements (which include change of control benefits) with all of the NEOs. These severance agreements are more fully described on pages 61-63. The Committee believes that severance and change of control

 

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Compensation Discussion and Analysis

 

 

 

policies are necessary to attract and retain senior talent in a competitive market. The Committee also believes that these agreements benefit ManpowerGroup because they clarify the NEOs’ terms of employment and protect ManpowerGroup’s business during an acquisition. Furthermore, the Committee believes that change of control benefits, if structured appropriately, allow the NEOs to focus on their duties and responsibilities during an acquisition.

The severance agreements do not provide for any tax gross up payments and require a double trigger in order for our NEOs to receive benefits following a change in control.

Compensation Changes for 2026

The Committee approved market-based compensation increases for Ms. Frankiewicz for 2026 in connection with her promotion. Ms. Frankiewicz’s salary increased from $750,000 to $800,000 and her target annual incentive award opportunity increased from 100% to 110% of her base salary. Additionally Ms. Frankiewicz’s target total long-term incentive compensation increased to $2,750,000 in 2026 from $2,000,000 in 2025.

Governance Features of Our Executive
Compensation Programs

We Have Stock Ownership Guidelines for Executive Officers

The Committee believes that NEOs should hold a meaningful stake in ManpowerGroup to align their economic interests with those of other shareholders. To that end, the Committee adopted stock ownership guidelines, which were updated in 2025. Under the new guidelines, each executive is required to own a target number of shares based on a salary multiple, dependent on the NEO’s position, by the fifth anniversary of becoming subject to the program. A rolling three-year average share price will be applied to each executive’s base salary for establishing ownership levels. Each year, the Company will assess both the three-year average share price and salary as of January 1 to determine updated ownership requirements and compliance with those requirements.

Under the guidelines, the Committee takes into account actual shares owned by the executive, unvested restricted stock or RSUs, and unvested PSUs calculated at the threshold level. The Committee does not consider any unexercised stock options or PSUs above the threshold level held by the NEOs. As all of the executives’ outstanding unvested PSUs have a threshold level of 0%, these do not contribute to calculating an executive's ownership of shares. Additionally, to enforce our stock ownership policies, an executive who has not yet met the stock ownership guidelines is required to hold 50% of the shares received from either the exercise or vesting until the ownership guidelines have been satisfied. The following table shows the status as of January 1, 2026, for each of the NEOs.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Target as

 

 

 

 

Target

 

 

Number of

 

 

 

 

 

a Multiple

 

Target

 

 

Number of

 

 

Shares Held as of

 

 

Status as of

NEO

 

of Salary

 

Value($)(1)

 

 

Shares(#)(2)

 

 

January 1, 2026(#)

 

 

January 1, 2026

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

6

 

 

7,800,000

 

 

 

121,563

 

 

 

674,697

 

 

Rebecca Frankiewicz

 

4

 

 

3,000,000

 

 

 

46,755

 

 

 

45,577

 

 

Target date to satisfy guidelines is August 4, 2030

John T. McGinnis

 

4

 

 

3,232,000

 

 

 

50,371

 

 

 

165,655

 

 

Michelle S. Nettles

 

3

 

 

1,950,000

 

 

 

30,391

 

 

 

75,537

 

 

 

(1)
The target values were set by multiplying each NEO’s base salary for 2025 against their applicable salary multiple.
(2)
The Target Number of Shares for each NEO was calculated by dividing each NEO’s Target Value against the 3-year average of stock prices from January 1, 2023 to December 31, 2025 ($64.16).

We Have a Clawback Policy

We have a Senior Executive Compensation Recovery Policy (the “Senior Recovery Policy”), which adheres to the listing standards of the NYSE and the rules of the SEC. The Senior Recovery Policy applies to the NEOs as well as certain other

 

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

senior leaders within the Company. Under the Senior Recovery Policy, in the event the Company is required to prepare an accounting restatement due to material noncompliance with any financial reporting requirement under the federal securities laws, the Company will recover the amount of any applicable incentive-based compensation received by an executive covered by the policy during the applicable recovery period (generally the prior three completed fiscal years) that exceeds the amount that otherwise would have been received had it been determined based on the restated financial statements.

In addition to the Senior Recovery Policy, the Committee also adopted the Broad-Based Compensation Recovery Policy that applies to all employees not covered under the Senior Recovery Policy. This policy is similar to the Senior Recovery Policy except that it excludes recovery for immaterial errors to previously issued financial statements that would result in a material misstatement if the error were corrected in the current period, also known as little "r" restatements.

Our Insider Trading Policy Prohibits Hedging, Pledging and Short-Sale Transactions

We have an insider trading policy (“Insider Trading Policy”), which governs the purchase, sale, and other dispositions of our securities by all directors, officers and employees of the Company and their respective household members (collectively, “Covered Persons”), including any entities influenced or controlled by a Covered Person, in order to promote compliance with insider trading laws, rules and regulations, and the NYSE listing standards. The Company follows the principle that it cannot engage in transactions in its own securities while in possession of material nonpublic information.

Under the Insider Trading Policy, all Covered Persons, including any entities influenced or controlled by a Covered Person, are prohibited from engaging in short sales or hedging transactions involving ManpowerGroup securities, including forward sale or purchase contracts, equity swaps or exchange funds. Covered Persons are also prohibited from engaging in puts, calls or other options or derivative instruments involving ManpowerGroup securities. Further, we do not allow Covered Persons to pledge ManpowerGroup securities at any time, which includes having ManpowerGroup stock in a margin account or using ManpowerGroup stock as collateral for a loan.

The full text of our Insider Trading Policy was filed as Exhibit 19.1 to the Company’s Annual Report on Form 10-K for the year ended December 31, 2025.

Equity Grant and Approval Timing Practices

The Committee is responsible for granting equity awards. Annual equity awards are approved and granted at the regularly scheduled Committee meeting held in February of each year. We do not make off-cycle equity grants to our executive officers except in connection with a promotion or in connection with the hiring of a new executive officer. The Committee does not have a practice or policy of granting equity awards in anticipation of the release of material nonpublic information. Furthermore, the Company does not time the release of material nonpublic information in coordination with grants of equity awards in a manner that intentionally benefits our NEOs or otherwise for the purpose of affecting the value of executive compensation. The Committee approves both RSU and PSU awards for the NEOs. The Committee has delegated authority to the CEO to make annual RSU grants, within certain parameters, to all other employees and to newly hired or newly promoted employees below the executive officer level. Any PSU grants to all other employees are approved by the Committee. We do not grant stock options or stock appreciation rights.

Material Tax Implications of the Executive
Compensation Program

Tax Implications for ManpowerGroup

Section 162(m) of the Internal Revenue Code generally disallows a tax deduction to public corporations for compensation over $1,000,000 paid in any tax year to any “covered employee.” Covered employees include the corporation’s CEO, CFO and each of its three most highly compensated NEOs (other than the CEO and CFO) regardless of whether they were in service as of the end of any such tax year.

 

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Executive Compensation

Compensation Discussion and Analysis

 

 

 

Further, for each NEO whose compensation was or is subject to this limitation in 2017 or any later tax year, that officer’s compensation will remain subject to this annual deductibility limitation for any future tax year in which he or she receives compensation from ManpowerGroup, regardless of whether he or she remains a NEO.

Accordingly, ManpowerGroup is only able to deduct up to $1,000,000 per year of the compensation payable to any of our NEOs who is a “covered employee” as determined under Section 162(m), except to the extent that transition relief for grandfathered arrangements that were in effect on November 2, 2017, if applicable, would apply to a payment.

Tax Implications for NEOs

The Committee generally seeks to structure compensation amounts and arrangements so that they do not result in penalties for the NEOs under the Internal Revenue Code. For example, Section 409A imposes substantial penalties and results in the loss of any tax deferral for nonqualified deferred compensation that does not meet the requirements of that section. The Committee has structured the elements of ManpowerGroup’s compensation program so that they are either not characterized as nonqualified deferred compensation under Section 409A or meet the distribution, timing and other requirements of Section 409A. Without these steps, certain elements of compensation could result in substantial tax liability for the NEOs. Section 280G and related provisions impose substantial excise taxes on so-called “excess parachute payments” payable to certain executives upon a change of control and results in the loss of the compensation deduction for such payments by the executive’s employer. The severance agreements with the NEOs limit the amount of the severance payment in the event that the severance payment will be subject to excise taxes imposed under Section 280G, but only where the after-tax amount received by the NEO would be greater than the after-tax amount without regard to such limitation.

 

 

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Executive Compensation

Report of the People, Culture and Compensation Committee of the Board of Directors

 

 

 

Report of the People, Culture and Compensation Committee of the Board of Directors

The people, culture and compensation committee of the board of directors of ManpowerGroup has reviewed and discussed with management the Compensation Discussion and Analysis included in this proxy statement. Based on this review and discussion, the people, culture and compensation committee recommended to the board of directors that the Compensation Discussion and Analysis be included in this proxy statement.

The People, Culture and Compensation Committee

Julie M. Howard, Chair

William P. Gipson

Muriel Pénicaud

Elizabeth P. Sartain

People, Culture and Compensation Committee Interlocks and Insider Participation

No member of the people, culture and compensation committee has ever been an officer or employee of ManpowerGroup or any of our subsidiaries or had any relationships requiring disclosure under Item 404 of Regulation S-K. None of our executive officers have served on the compensation committee or board of directors of any company of which any of our other directors is an executive officer.

 

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Executive Compensation

Compensation Tables

 

 

 

Compensation Tables

Summary Compensation Table

The table below sets forth the compensation information for our NEOs during the fiscal years ended December 31, 2025, December 31, 2024, and December 31, 2023. All amounts are calculated in accordance with SEC disclosure rules, including amounts with respect to our equity compensation plan awards, as further described below.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Name &
Principal
Position

 

Year

 

Salary
($)

 

Bonus
($)

 

Stock
Awards
($)
(1)

 

 

Option
Awards
($)

 

Non-Equity
Incentive Plan
Compensation
($)

 

 

Change in
Pension Value
and Non-
Qualified
Deferred
Compensation
Earnings
($)

 

All Other
Compensation
($)
(2)

 

Total
($)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

2025

 

 

1,300,000

 

 

 

 

10,893,619

 

 

 

 

 

967,909

 

 

 

 

 

106,937

 

 

13,268,466

 

CEO

 

2024

 

 

1,300,000

 

 

 

 

10,654,547

 

 

 

 

 

844,244

 

 

 

 

 

140,583

 

 

12,939,374

 

 

 

2023

 

 

1,300,000

 

 

 

 

10,400,015

 

 

 

 

 

727,047

 

 

 

 

 

285,291

 

 

12,712,353

 

Rebecca Frankiewicz

 

2025

 

 

750,000

 

 

 

 

2,094,953

 

 

 

 

 

539,200

 

 

 

 

 

48,098

 

 

3,432,252

 

President and Chief Strategy Officer

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

John T. McGinnis

 

2025

 

 

808,000

 

 

 

 

3,142,370

 

 

 

 

 

441,400

 

 

 

 

 

81,625

 

 

4,473,395

 

CFO

 

2024

 

 

769,153

 

 

 

 

3,073,437

 

 

 

 

 

349,700

 

 

 

 

 

79,056

 

 

4,271,346

 

 

 

2023

 

 

769,153

 

 

 

 

3,000,035

 

 

 

 

 

296,354

 

 

 

 

 

132,293

 

 

4,197,835

 

Michelle S. Nettles

 

2025

 

 

650,000

 

 

 

 

1,675,973

 

 

 

 

 

315,400

 

 

 

 

 

55,174

 

 

2,696,547

 

Chief People

 

2024

 

 

600,000

 

 

 

 

1,434,233

 

 

 

 

 

207,000

 

 

 

 

 

63,748

 

 

2,304,981

 

and Legal Officer

 

2023

 

 

600,000

 

 

 

 

1,249,970

 

 

 

 

 

160,020

 

 

 

 

 

80,354

 

 

2,090,344

 

 

(1)
The value of stock awards in this table for all years includes the grant date fair value (calculated at the target level) for PSUs and RSUs as computed in accordance with Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718, “Stock Compensation.” See page 56 for the breakout in the grant date fair value of PSUs and RSUs.

The grant date fair value of the 2025 PSU awards at the outstanding (maximum) level for each executive officer was:

 

 

 

 

 

Name

 

2025
($)

 

 

 

 

 

Jonas Prising

 

 

13,467,210

 

Rebecca Frankiewicz

 

 

2,589,935

 

John T. McGinnis

 

 

3,884,784

 

Michelle S. Nettles

 

 

2,071,924

 

 

(2)
Details about the amounts in the “All Other Compensation” column for fiscal year 2025 are set forth in the table below.

 

 

 

 

 

 

 

 

 

 

 

Name

 

Perquisites &
Other
Personal Benefits
($)
(A)

 

 

Company
Contributions
to Defined
Contribution
Plans
($)
(B)

 

 

Total Other
Compensation
($)

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

 

35,758

 

 

 

71,180

 

 

 

106,937

 

Rebecca Frankiewicz

 

 

19,510

 

 

 

28,588

 

 

 

48,098

 

John T. McGinnis

 

 

31,090

 

 

 

50,535

 

 

 

81,625

 

Michelle S. Nettles

 

 

28,531

 

 

 

26,643

 

 

 

55,174

 

 

(A)
Except as otherwise indicated, these amounts include the value attributable to each executive’s participation in ManpowerGroup’s company car program, the cost of an annual physical, life insurance premiums paid and/or the value of financial services paid for by ManpowerGroup. None of these items individually had a value greater than $25,000.
(B)
These contributions were made by ManpowerGroup on behalf of the executive officers under the terms of the Nonqualified Savings Plan and the Company’s 401(k) Plan to the extent the NEO has made a “catch-up" contribution during the year.

 

 

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Executive Compensation

Compensation Tables

 

 

 

 

Grants of Plan-Based Awards in 2025

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Estimated Future Payouts
Under Non-Equity Incentive
Plan Awards
(1)

 

Estimated Future Payouts
Under Equity Incentive
Plan Awards
(2)

All Other
Stock
Awards:
Number
of Shares
of Stock

All Other
Option
Awards:
Number of
Securities
Underlying

Exercise
or Base
Price of
Option

Grant
Date Fair
Value of
Stock and
Option

 

Name &
Principal Position

 

Grant
Date

Threshold
($)

Target
($)

Maximum
($)

 

Threshold
(#)

Target
(#)

Maximum
(#)

or Units
(#)
(3)

Options
(#)

Awards
($/SH)

Awards
($)
(4)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

2/14/2025

689,000

2,080,000

4,160,000

 

 

CEO

 

2/14/2025

 

0

112,961

225,922

6,733,605

 

 

 

2/14/2025

 

75,308

4,160,014

 

Rebecca Frankiewicz

 

2/14/2025

247,500

750,000

1,500,000

 

 

President and

 

2/14/2025

 

0

21,724

43,448

1,294,968

 

Chief Strategy Officer

 

2/14/2025

 

14,482

799,986

 

John T. McGinnis

 

2/14/2025

298,960

888,800

1,777,600

 

 

CFO

 

2/14/2025

 

0

32,585

65,170

1,942,392

 

 

 

2/14/2025

 

21,723

1,199,979

 

Michelle S. Nettles

 

2/14/2025

214,500

650,000

1,300,000

 

 

Chief People

 

2/14/2025

 

0

17,379

34,758

1,035,962

 

and Legal Officer

 

2/14/2025

 

11,586

640,011

 

 

(1)
These amounts represent the threshold, target, and maximum annual cash incentive awards established under the Annual Incentive Plan.
(2)
These amounts represent the number of PSUs that could be earned related to the PSUs granted in 2025 under the 2011 Equity Incentive Plan.
(3)
Amounts represent the number of RSUs granted in 2025 under the 2011 Equity Incentive Plan.
(4)
The grant date fair value of stock awards granted in 2025 that are reported in this column have been computed in accordance with FASB ASC Topic 718.

Compensation Agreements and Arrangements

Messrs. Prising and McGinnis and Mses. Frankiewicz and Nettles received an annual incentive bonus determined pursuant to an incentive arrangement with ManpowerGroup and all are party to severance agreements with ManpowerGroup. The annual incentive bonus arrangements are described in further detail in the Compensation Discussion and Analysis included in this proxy statement, and the severance agreements are described in further detail in the section entitled “Termination of Employment and Change of Control Arrangements” following the Nonqualified Deferred Compensation Table.

Grants Under the 2011 Equity Incentive Plan

PSUs. ManpowerGroup made grants of PSUs to all of the executive officers under the 2011 Equity Incentive Plan in February 2025. Each executive officer received a PSU grant that will vest if the relevant performance goal of average EBITA Margin Percent is met for the three-year performance period. The grants include a modifier based on relative Total Shareholder Return ("rTSR"). See page 48 for descriptions of the goals established by the Committee for the 2025 PSU grants. Additional vesting terms applicable to these grants are described in further detail in the section entitled “Termination of Employment and Change of Control Arrangements” following the Nonqualified Deferred Compensation Table.

RSUs. The RSUs granted to the executive officers under the 2011 Equity Incentive Plan in February 2025 have a three-year cliff vest and are earned as long as the executive officer continues to be employed by the Company. Additional vesting terms applicable to these grants are described in further detail in the section entitled “Termination of Employment and Change of Control Arrangements” following the Nonqualified Deferred Compensation Table.

Career shares. ManpowerGroup did not make any career share grants to any of the NEOs in 2025.

 

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Executive Compensation

Compensation Tables

 

 

 

Outstanding Equity Awards at December 31, 2025

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Option Awards

 

 

Stock Awards

 

Name & Principal
Position

Number of
Securities
Underlying
Unexercised
Options
(#)
Exercisable

 

 

Number of
Securities
Underlying
Unexercised
Options
(#)
Unexercisable

 

 

Equity
Incentive
Plan
Awards:
Number of
Securities
Underlying
Unexercised
Unearned
Options (#)

 

 

Option
Exercise
Price
($)

 

Option
Expiration
date

 

 

Number
of Shares
or Units
of Stock
That Have
Not
Vested
(#)
(1)

 

 

Market
Value
of Shares
or Units
of Stock
That Have
Not
Vested
($)
(2)

 

 

Equity
Incentive
Plan
Awards:
Number of
Unearned
Shares,
Units,
or Other
Rights
That Have
Not Vested
(#)
(3)

 

 

Equity
Incentive
Plan
Awards:
Market
or Payout
Value of
Unearned
Shares,
Units,
or Other
Rights
That Have
Not Vested
($)
(2)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

76,220

 

 

 

 

 

 

 

 

$

75.07

 

2/16/2026

 

 

 

 

 

 

 

 

 

 

 

 

 

CEO

 

66,068

 

 

 

 

 

 

 

 

$

96.94

 

2/9/2027

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

57,216

 

 

 

 

 

 

 

 

$

122.87

 

2/15/2028

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

104,050

 

 

 

 

 

 

 

 

$

84.43

 

2/15/2029

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

105,541

 

 

 

 

 

 

 

 

$

92.70

 

2/14/2030

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

87,605

 

 

 

 

 

 

 

 

$

92.49

 

2/12/2031

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

52,865

 

(4)

$

1,571,676

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

63,891

 

(5)

$

1,899,479

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

77,923

 

(6)

$

2,316,651

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

79,298

 

(8)

$

2,357,530

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

92,620

 

(9)

$

2,753,593

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

112,961

 

(10)

$

3,358,331

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rebecca

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4,535

 

(4)

$

134,826

 

 

 

 

 

 

 

Frankiewicz

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

11,370

 

(5)

$

338,030

 

 

 

 

 

 

 

President and

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

14,985

 

(6)

$

445,504

 

 

 

 

 

 

 

Chief Strategy Officer

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4,535

 

(8)

$

134,826

 

 

 

17,060

 

(9)

$

507,194

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

21,724

 

(10)

$

645,855

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

John T. McGinnis

 

20,326

 

 

 

 

 

 

 

 

$

75.07

 

2/16/2026

 

 

 

 

 

 

 

 

 

 

 

 

 

CFO

 

17,983

 

 

 

 

 

 

 

 

$

96.94

 

2/9/2027

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

15,258

 

 

 

 

 

 

 

 

$

122.87

 

2/15/2028

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

28,684

 

 

 

 

 

 

 

 

$

84.43

 

2/15/2029

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

31,663

 

 

 

 

 

 

 

 

$

92.70

 

2/14/2030

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

26,282

 

 

 

 

 

 

 

 

$

92.49

 

2/12/2031

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

15,250

 

(4)

$

453,383

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

18,430

 

(5)

$

547,924

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

26,431

 

(7)

$

785,794

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

22,477

 

(6)

$

668,241

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

22,875

 

(8)

$

680,074

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

26,717

 

(9)

$

794,296

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

32,585

 

(10)

$

968,752

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Michelle S.

 

11,254

 

 

 

 

 

 

 

 

$

83.84

 

8/14/2029

 

 

 

 

 

 

 

 

 

 

 

 

 

Nettles

 

10,555

 

 

 

 

 

 

 

 

$

92.70

 

2/14/2030

 

 

 

 

 

 

 

 

 

 

 

 

 

Chief People

 

8,761

 

 

 

 

 

 

 

 

$

92.49

 

2/12/2031

 

 

 

 

 

 

 

 

 

 

 

 

 

and Legal

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6,354

 

(4)

$

188,904

 

 

 

 

 

 

 

Officer

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

8,601

 

(5)

$

255,708

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

13,216

 

(7)

$

392,912

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

11,988

 

(6)

$

356,403

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

9,531

 

(8)

$

283,357

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

12,468

 

(9)

$

370,674

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

17,379

 

(10)

$

516,678

 

 

(1)
Represents outstanding grants of restricted stock, RSUs, career shares or earned but unvested PSUs.
(2)
Value based on the closing price of $29.73 on December 31, 2025.
(3)
Represents outstanding grants of PSUs.
(4)
These RSUs vested on February 17, 2026.
(5)
RSUs scheduled to vest on February 16, 2027.
(6)
RSUs scheduled to vest on February 14, 2028.
(7)
Career Shares scheduled to vest on February 11, 2027.
(8)
These shares represent the actual shares issued upon settlement of PSUs based on performance achieved during the 2023 - 2025 performance period. These shares were earned on February 17, 2026 after the Committee certified the performance achieved as of December 31, 2025.
(9)
PSUs, reported at the target level, scheduled to vest in February 2027 if the Committee certifies that the performance targets are achieved as of December 31, 2026, subject to the discretionary application of the KPI modifier by the Committee. The current expected payout is below target.
(10)
PSUs, reported at the target level, scheduled to vest in February 2028 if the Committee certifies that the performance targets are achieved as of December 31, 2027, subject to the application of the rTSR modifier. The current expected payout is below target.

 

 

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Executive Compensation

Compensation Tables

 

 

 

 

Option Exercises and Stock Vested in 2025

 

 

 

Option Awards

 

 

Stock Awards

 

Name & Principal Position

 

Number of
Shares acquired
on exercise
(#)

 

 

Value Realized on
Exercise
($)

 

 

Number of
Shares Acquired
on Vesting
(#)
(1)

 

 

Value Realized
on Vesting
($)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

 

 

 

 

 

 

 

 

 

 

 

CEO

 

 

 

 

 

 

 

 

78,880

 

 

 

4,375,723

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rebecca Frankiewicz

 

 

 

 

 

 

 

 

 

 

 

 

President and Chief Strategy Officer

 

 

 

 

 

 

 

 

20,611

 

 

 

1,138,889

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

John T. McGinnis

 

 

 

 

 

 

 

 

 

 

 

 

CFO

 

 

 

 

 

 

 

 

23,663

 

 

 

1,312,662

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Michelle S. Nettles

 

 

 

 

 

 

 

 

 

 

 

 

Chief People and Legal Officer

 

 

 

 

 

 

 

 

9,859

 

 

 

546,672

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(1)
Includes vesting of RSUs and PSUs as follows:

 

 

Name

 

Number Of RSUs

 

 

Number of PSUs

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

 

40,870

 

 

 

38,010

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rebecca Frankiewicz

 

 

18,915

 

 

 

1,696

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

John T. McGinnis

 

 

12,261

 

 

 

11,402

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Michelle S. Nettles

 

 

5,108

 

 

 

4,751

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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3

3

3

 

 

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Executive Compensation

Compensation Tables

 

 

 

Nonqualified Deferred Compensation in 2025

 

Name & Principal
Position

 

Plan

 

Executive
Contributions
in 2025
($)
(1)

 

 

Registrant
Contributions
in 2025
($)

 

 

Aggregate
Earnings
in 2025
($)

 

 

Aggregate
Withdrawals/
Distributions
($)

 

 

Aggregate
Balance at
December 31, 2025
($)
(2)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CEO

 

NQSP

 

 

50,000

 

 

 

71,180

 

 

 

659,095

 

 

 

 

 

 

5,658,109

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rebecca Frankiewicz

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

President and

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Chief Strategy Officer

 

NQSP

 

 

137,700

 

 

 

28,588

 

 

 

157,156

 

 

 

 

 

 

1,237,815

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

John T. McGinnis

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CFO

 

NQSP

 

 

69,914

 

 

 

50,535

 

 

 

189,124

 

 

 

 

 

 

1,435,517

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Michelle S. Nettles

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Chief People

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

and Legal Officer

 

NQSP

 

 

59,642

 

 

 

26,643

 

 

 

65,756

 

 

 

 

 

 

572,879

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(1)
These amounts reflect contributions made by the executive officers from their 2025 salary, which amounts were also included in the salary column for each executive officer in the Summary Compensation Table. Of the amounts disclosed in this column for the Nonqualified Savings Plan, the following contributions are attributable to a portion of the 2024 annual incentive, which was disclosed in the 2024 Summary Compensation Table for the applicable NEOs: Mr. Prising — $18,208; Mr. McGinnis — $20,982.
(2)
Of the amounts disclosed in this column for the Nonqualified Savings Plan, the following amounts were previously reported in the Summary Compensation Table in either 2025 or prior to 2025: Mr. Prising — $2,592,930; Mr. McGinnis — $1,002,202; Ms. Nettles — $460,408; and Ms. Frankiewicz — $86,285. The difference between the amounts disclosed in this footnote and the amounts disclosed in the above column for the Nonqualified Savings Plan reflect earnings (and losses) on the contributions, any salary or bonus deferrals by the executive prior to becoming an NEO, and any company contributions prior to the executive becoming an NEO.

 

Nonqualified Savings Plan. Pursuant to the Nonqualified Savings Plan (the “NQSP Plan”), certain executives, including the NEOs, may defer a portion of their salary and incentive awards. Elections must be made by the executive officers before December 31 of the year prior to the year in which it will be earned. Beginning in 2023, the NEOs are permitted to defer up to 100% of their salary and annual incentive under the plan. Prior to 2023, the NEOs were only permitted to defer up to 50% of their salary and 50% of their annual incentive under the plan. Pursuant to the plan, the executive officers, as well as all other plan participants, may receive a matching contribution of 50% of the deferrals they have made during the year, up to a maximum of 6% of their annual compensation. The NQSP Plan permits the Company to provide an Enhanced Matching Contribution (“EMC”) to participants. The EMC can range from 0% to 50% on the employee’s first 6% of deferrals from the prior year. The EMC is in addition to the regular 50% match of a participant’s deferrals made (on the first 6% of employee deferrals). In 2025, ManpowerGroup did not make an EMC match to the NEOs who participated in the plan in 2024. The NQSP Plan also permits the Company to provide a Discretionary Profit-Sharing Contribution ("DPSC") to participants. The DPSC is allocated by the Company, based on the participant's prior year compensation. In 2025, ManpowerGroup made a 0.36% DPSC to the NEOs who participated in the plan in 2024. ManpowerGroup’s contributions to a participant’s account under the NQSP Plan (matching contributions, EMCs, and DPSCs) are not fully vested until a participant has at least three years of credited service with ManpowerGroup, with vesting occurring on a pro-rata basis during those three years. All the NEOs who participate in the plan were fully vested in their matching contributions, EMCs and DPSCs as of December 31, 2025.

 

 

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Executive Compensation

Compensation Tables

 

 

 

 

The investment alternatives available to the executive officers under the Nonqualified Savings Plan are selected by ManpowerGroup and may be changed from time to time. The executive officers are permitted to change their investment elections at any time on a prospective basis. The table below shows the funds available under the plan and their annual rate of return for the calendar year ended December 31, 2025.

 

Name of Fund

 

Annual Return

 

 

 

 

 

 

 

 

 

JP Morgan U.S. Equity Fund R6

 

14.74%

 

 

 

 

 

 

 

 

 

Vanguard Total Stock Market Index Fund Institutional Plus Shares

 

17.15%

 

 

 

 

 

 

 

 

 

Hartford Internal Opportunities Fund R6

 

30.32%

 

 

 

 

 

 

 

 

 

Eaton Vance Atlanta Capital SMID-Cap R6 Fund

 

(5.58)%

 

 

 

 

 

 

 

 

 

Vanguard Total International Stock Market Index Fund Institutional Shares

 

32.23%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2025

 

13.55%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2030

 

15.63%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2035

 

17.39%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2040

 

18.77%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2045

 

19.70%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2050

 

20.41%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2055

 

20.37%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2060

 

20.45%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend 2065

 

20.04%

 

 

 

 

 

 

 

 

 

JP Morgan Smart Retirement Blend Income Fund

 

13.19%

 

 

 

 

 

 

 

 

 

Fidelity Short Term Bond

 

5.47%

 

 

 

 

 

 

 

 

 

PGIM Total Return Bond Fund - Class R6

 

7.79%

 

 

 

 

 

 

 

 

 

Vanguard Total Bond Market Index Fund Institutional Shares

 

7.17%

 

 

 

 

 

 

 

 

 

Vanguard Federal Money Market Fund Investor Shares

 

4.22%

 

 

 

 

 

 

Benefits paid under the Nonqualified Savings Plan will be paid to the executive officers upon their termination of employment, either in a lump sum, or in three, five or ten annual installments, as elected by the executive officers in accordance with the plan rules.

 

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3

3

3

 

 

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Executive Compensation

Compensation Tables

 

 

 

Termination of Employment and Change of Control Arrangements

ManpowerGroup is a party to severance agreements (which include change of control benefits) with each of the NEOs. Each agreement generally has a three-year term, and such term is automatically extended for two years to the extent there is a change of control of ManpowerGroup within the two-year period prior to the expiration of the original term of the agreement. In addition to these severance agreements, the NEOs participate in a number of equity grants and benefit plans that contain vesting provisions that are triggered upon a change of control of ManpowerGroup and/or certain terminations of employment. Generally, benefits under these arrangements are triggered upon the involuntary termination of the executive’s employment not for cause or upon a voluntary termination of employment for good reason. Terminations for other reasons (such as retirement, death, disability or a change of control) also trigger enhanced benefits under certain of these arrangements. The table following the descriptions of these arrangements illustrate the amount of enhanced benefits the NEOs would receive under all such arrangements if ManpowerGroup terminated their employment on December 31, 2025 for the reasons specified within the table. The table does not illustrate the value of any vested benefits payable to the NEOs upon a termination of employment (i.e., vested equity awards, or vested balances accrued under the Nonqualified Savings Plan), nor does the table illustrate the value of any enhanced benefits upon retirement of an NEO who was not eligible for retirement treatment as of the date of this proxy statement with respect to any of their unvested benefits. For purposes of benefits disclosed in the table below, “retirement” means the termination of the NEO’s employment on or after age 55 if the NEO has completed 10 years of service with ManpowerGroup. On the date of this proxy statement, Messrs. Prising and McGinnis are eligible for retirement treatment. The table below assume that in a “change of control,” the acquiring or surviving company would have assumed all unvested equity awards.

Severance agreements. Under the severance agreements, upon the involuntary termination of the NEO’s employment (other than for cause, as described below) or upon the voluntary termination of employment by the NEO for good reason (as described below), the NEO is entitled to receive a severance payment equal to the sum of the executive’s base salary and annual incentive. The severance payment to the CEO is capped at 2.5 times his base salary in effect at the time of the termination, while the CFO’s severance payment is capped at 2 times his base salary in effect at the time of the termination. There is no cap applicable to the other NEOs.

In the event an NEO’s termination occurs in the two-year period following a change of control of ManpowerGroup or during a “protected period” (generally, the six-month period prior to a change of control), the severance payment payable to the CEO and CFO is equal to three times the sum of their base salary and annual incentive, while the severance payment to the other NEOs is equal to two times the sum of their base salary and annual incentive. The caps on payments to the CEO and CFO described in the paragraph above do not apply in the event of a change of control. All severance payments under the NEOs’ agreements will generally be paid in a lump sum on the 30th day following the date of termination. The determination of the amount of the annual incentive used to calculate the severance payment will vary depending on the circumstances surrounding the termination and is further detailed in the footnotes accompanying the illustrative table below.

Cause is defined in the severance agreements and generally includes performance failures; failure to follow instructions; fraudulent acts; violation of ManpowerGroup policies; acts of moral turpitude which are likely to result in loss of business, reputation or goodwill to ManpowerGroup; chronic absences from work which are non-health related; crimes related to the NEO’s duties; or willful harmful conduct to ManpowerGroup. Good reason is also defined in each severance agreement. A termination for good reason in the severance agreements for the NEOs is triggered by (i) any material breach by the Company or one of its affiliates of a material obligation to pay or provide benefits or compensation to the executive, (ii) a material diminution in base salary, (iii) a material diminution in the executive’s authority, duties or responsibility, coupled with a material reduction in the executive’s target bonus opportunity, (iv) a material diminution in the executive’s authority, duties or responsibility that is not coupled with a material reduction in the executive’s target bonus opportunity, but that occurs within 2 years after a change of control, (v) a material reduction in the executive’s target bonus opportunity that is not coupled with a material diminution in the executive’s authority, duties or responsibilities, but that occurs within two years after a change of control, or (vi) a relocation to a new principal office that is in excess of 50 miles from the NEO’s prior principal office.

Under the severance agreements, the NEOs are bound by non-competition agreements in favor of ManpowerGroup for the one-year period following the termination of their employment for any reason, except where the termination occurs within the two-year period following a change of control or during a protected period and is either involuntary (other than for cause) or is for good reason.

Effective as of February 13, 2026, ManpowerGroup entered into severance agreements with all of the NEOs, replacing their prior severance agreements. The 2026 severance agreements contained terms substantially similar to each NEO's prior severance agreements and were entered into as the expiration date for their prior agreements was February 28, 2026. All of the severance agreements entered into with the NEOs are set to expire on the first to occur of (1) the date two years after

 

 

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Executive Compensation

Compensation Tables

 

 

 

 

the occurrence of a change of control of ManpowerGroup or (2) February 28, 2029, if no such change of control occurs before February 28, 2029.

Under the severance agreements, upon the NEO’s (i) involuntary termination (other than for cause), (ii) voluntary termination for good reason or (iii) termination due to the death or disability, the NEO is entitled to receive a prorated incentive for the year in which termination occurs. In addition, ManpowerGroup has agreed to pay for continued health insurance for the NEOs and their families for a 12-month period following an involuntary termination of their employment (other than for cause) or a voluntary termination of their employment for good reason. Furthermore, if such a termination occurs within the two-year period following a change of control or during a protected period, then ManpowerGroup has agreed to pay for continued health insurance for the NEOs and their families for an 18-month period. Finally, under the severance agreements, following an involuntary termination of the NEO’s employment (other than for cause) or a voluntary termination of the NEO’s employment for good reason, ManpowerGroup will pay for outplacement services for up to one year following the NEO’s termination. This benefit is not included in the agreement with Mr. Prising.

RSUs (including career shares). As of December 31, 2025, the NEOs held unvested RSUs granted under the 2011 Equity Incentive Plan (with Mr. McGinnis and Ms. Nettles also holding unvested career shares). RSUs are forfeited upon the NEO’s termination of employment for reasons other than death, disability, retirement, or in connection with a change in control.

A NEO will become fully vested in his or her RSUs (including career shares) upon a termination of employment due to death or disability. Upon a change of control where the RSUs are converted on a tax-free basis or where ManpowerGroup’s shares remain publicly traded, the RSUs only accelerate vesting in the event of the NEO’s involuntary termination of employment (other than for cause) or a voluntary termination of employment for good reason during a protected period or within two years following a change of control. Alternatively, upon a change of control of ManpowerGroup where ManpowerGroup’s shares do not remain publicly traded or where a publicly traded acquirer does not convert the RSUs into RSUs of the acquirer’s shares on a tax-free basis, such RSUs immediately vest upon the change of control. For purposes of these RSUs, the definitions of cause and good reason are generally the same as those used in the NEOs’ severance agreements.

All RSUs (other than career shares) held by the NEOs will become fully vested upon a termination of employment due to the NEO’s retirement. Career shares do not vest upon retirement.

PSUs. As of December 31, 2025, all NEOs held outstanding PSUs granted under the 2011 Equity Incentive Plan. PSUs are forfeited upon a termination of employment prior to the end of the performance period for reasons other than death, disability, retirement, or in connection with a change in control.

Upon the death or disability of a NEO during the performance period, the NEO is entitled to receive the target amount of shares. In the event of a change of control of ManpowerGroup, if the NEO’s employment is terminated prior to the end of the vesting period for such awards (either by ManpowerGroup other than for cause or by the NEO for good reason), the NEO would be entitled to accelerated vesting of any unpaid PSUs, where the total number of shares payable under the award will be based on an amount determined by the Committee. However, similar to the RSUs, upon a change of control of ManpowerGroup where ManpowerGroup’s shares do not remain publicly traded or where a publicly traded acquirer does not convert the PSUs, the PSUs would vest upon the change of control.

Under these awards, upon a NEO’s termination of employment due to retirement, the NEO is entitled to receive a pro-rata number of shares based on the actual results at the end of the applicable performance period, prorated based on the time elapsed after the agreement date and during the applicable service periods. No proration will apply upon a NEO’s termination of employment due to retirement if the Committee has approved a succession plan, as recommended by the CEO, for the NEO or with respect to his or her position.

Annual Incentive Plan. The ManpowerGroup Annual Incentive Plan (the “Annual Incentive Plan”) provides that a bonus will become vested upon retirement. The amount of the bonus earned for the year of retirement will be based on the actual bonus that would have been earned had the NEO continued employment, but the bonus will be prorated based on the actual number of days the NEO was employed by ManpowerGroup during the year of retirement.

Fully-Vested Benefits Each NEO has vested amounts under the Nonqualified Savings Plan as well as vested stock options. Because each NEO is fully vested in these benefits, no NEOs will receive any enhanced benefit upon death, disability or retirement. As such, these benefits are not included in the illustration below.

 

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3

3

3

 

 

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Executive Compensation

Compensation Tables

 

 

 

Post-Termination and Change of Control Benefits(1)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Name

Element

 

Death($) or Disability($)

 

 

Involuntary
Termination
or Good
Reason –No COC
($)

 

 

Double
Trigger
(COC+
Termination)
($)
(2)

 

 

Retirement
($)
(3)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Jonas Prising

Severance Payment(4)

 

 

 

 

 

3,250,000

 

 

 

10,140,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CEO

Prorated Incentive(5)

 

 

2,080,000

 

 

 

967,909

 

 

 

2,080,000

 

 

 

967,909

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PSUs(6)

 

 

8,681,665

 

 

 

 

 

 

8,681,665

 

 

 

4,113,046

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RSUs(7)

 

 

5,787,807

 

 

 

 

 

 

5,787,807

 

 

 

5,787,807

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Health Benefits

 

 

 

 

 

40,034

 

 

 

61,278

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Outplacement

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total

 

 

16,549,472

 

 

 

4,257,943

 

 

 

26,750,750

 

 

 

10,868,762

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rebecca Frankiewicz

Severance Payment(4)

 

 

 

 

 

1,500,000

 

 

 

4,500,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

President and

Prorated Incentive(5)

 

 

750,000

 

 

 

434,200

 

 

 

750,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Chief Strategy Officer

PSUs(6)

 

 

1,310,290

 

 

 

 

 

 

1,310,290

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RSUs(7)

 

 

918,360

 

 

 

 

 

 

918,360

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Health Benefits

 

 

 

 

 

30,314

 

 

 

46,436

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Outplacement

 

 

 

 

 

25,000

 

 

 

25,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total

 

 

2,978,650

 

 

 

1,989,514

 

 

 

7,550,086

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

John T. McGinnis

Severance Payment(4)

 

 

 

 

 

1,616,000

 

 

 

5,090,400

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CFO

Prorated Incentive(5)

 

 

888,800

 

 

 

414,160

 

 

 

888,800

 

 

 

441,400

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PSUs(6)

 

 

2,504,336

 

 

 

 

 

 

2,504,336

 

 

 

1,186,723

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RSUs(7)

 

 

2,455,341

 

 

 

 

 

 

2,455,341

 

 

 

1,669,548

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Health Benefits

 

 

 

 

 

37,936

 

 

 

58,083

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Outplacement

 

 

 

 

 

25,000

 

 

 

25,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total

 

 

5,848,477

 

 

 

2,093,096

 

 

 

11,021,960

 

 

 

3,297,671

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Michelle S. Nettles

Severance Payment(4)

 

 

 

 

 

1,300,000

 

 

 

3,900,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Chief People and Legal Officer

Prorated Incentive(5)

 

 

650,000

 

 

 

302,400

 

 

 

650,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PSUs(6)

 

 

1,201,508

 

 

 

 

 

 

1,201,508

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RSUs(7)

 

 

1,193,927

 

 

 

 

 

 

1,193,927

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Health Benefits

 

 

 

 

 

29,203

 

 

 

44,732

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Outplacement

 

 

 

 

 

25,000

 

 

 

25,000

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total

 

 

3,045,435

 

 

 

1,656,603

 

 

 

7,015,167

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(1)
All NEOs are party to a severance agreement entered into on February 13, 2026. The illustrations below show payments under the current agreement if the NEO terminated due to the listed reason on December 31, 2025.
(2)
The “double trigger” column calculates the amounts earned upon an involuntary termination (other than for cause) or a voluntary termination for good reason that occurs during a protected period (generally, six months prior to a change of control) or within the two-year period following a change of control.
(3)
As of December 31, 2025, Mr. Prising was eligible for retirement treatment under his equity and incentive awards. Mr. McGinnis became eligible for retirement treatment as of February 15, 2026. Because both Messrs. Prising and McGinnis are eligible for retirement at the time of this proxy statement, the table illustrates benefits payable to each as if they had retired on December 31, 2025, and had both been eligible for retirement treatment at that time. As of the date of this proxy, neither of the other NEOs were eligible for retirement.
(4)
The amount of the severance payment for the NEOs under their respective severance agreements is equal to the sum of the applicable NEO’s annual base salary at the highest rate in effect during the terms of the agreement (here, $1,300,000 for Mr. Prising, $750,000 for Ms. Frankiewicz, $808,000 for Mr. McGinnis, and $650,000 for Ms. Nettles) and the target bonus for the year of the termination (here, $2,080,000.00 for Mr. Prising, $750,000 for Ms. Frankiewicz, $888,800.00 for Mr. McGinnis, and $650,000.00 for Ms. Nettles). In the case of involuntary termination (other than for cause) or voluntary termination for good reason for each of Mr. Prising and Mr. McGinnis, the severance payment is limited to a maximum of 2.5 times annual base salary (for Mr. Prising) and a maximum of 2 times annual base salary (for Mr. McGinnis). In a double-trigger scenario, the amount of the severance payment is multiplied by three for each of Mr. Prising and Mr. McGinnis and multiplied by two for each of the other NEOs.
(5)
In the case of involuntary termination (other than for cause) or voluntary termination for good reason, the amount of the prorated incentive payable under each NEO’s severance agreement is based on the actual incentive earned for 2025 for the financial objectives and the target amount for the Strategic KPIs and ESG Goals. In the event of death, disability, or certain terminations following a change of control, the prorated incentive is based on the target incentive for the year of termination. In the event of retirement for each of Mr. Prising and Mr. McGinnis, the prorated incentive is based on the actual incentive earned for 2025. No proration has been applied here as this table illustrates the effect of such a termination on December 31, 2025, immediately before the incentive was earned, so as not to understate the potential value of the benefit upon the applicable termination of employment. Note that an

 

 

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3

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Executive Compensation

Compensation Tables

 

 

 

 

incentive amount has also been reported as 2025 compensation for each NEO in the Summary Compensation Table, as well as in the Grants of Plan-Based Awards Table.
(6)
The value of PSUs is illustrated here by measuring the value of the number of shares payable under outstanding awards (2023, 2024, and 2025 grants) using the closing stock price on December 31, 2025 ($29.73). In the case of a change of control, the payout is shown based on the number of shares earned based on actual performance for the 2023 award and assuming the Committee would determine the amount of shares earned relating to the 2024 and 2025 awards will equal the target award. In the case of a death or disability, the payout is shown based on the target awards. In the case of retirement for each of Mr. Prising and Mr. McGinnis, the prorated award payout is shown based on actual performance for the 2023 award and assuming target level performance for 2024 and 2025 awards, where the 2024 and 2025 awards are prorated based on the number of months of the performance period completed as of December 31, 2025. A full payout would only be applicable in the case of a retirement where the Committee had approved a succession plan and no such succession plan has been approved for Mr. Prising or Mr. McGinnis as of the date hereof.
(7)
The value of any unvested RSUs is illustrated here by measuring the value of the number of shares payable under unvested awards using the closing stock price on December 31, 2025 ($29.73).

 

 

64  | 2026 PROXY STATEMENT

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3

 

 

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Executive Compensation

Compensation Policies and Practices as They Relate to Risk Management

 

 

 

Compensation Policies and Practices as They Relate to Risk Management

Members of the Company’s senior management team have considered and discussed the Company’s compensation policies and practices and specifically whether these policies and practices create risks that are reasonably likely to have a material adverse effect on ManpowerGroup. Management has also discussed this issue with the people, culture and compensation committee and has determined there are no risks arising from our compensation policies and practices that are reasonably likely to have a material adverse effect on ManpowerGroup.

As ManpowerGroup operates in various countries around the world, we have several incentive plans. Our plans use various financial performance growth metrics, generally relating to profitability. As a result, there is no common incentive metric that is used company wide. We also have controls in place that mitigate any impact these plans might have on us as follows:

In general, each of our incentive plans has a threshold, target and outstanding payout level, which is not material to the Company, that is earned based on the results of the financial metrics.
The annual incentive and PSU awards are capped at a maximum level such that employees cannot receive a bonus that is significant enough to create a significant risk to the Company.
We have multiple financial metrics under the annual incentive which focus on company-wide and segment-wide goals and objectives, and the results of those metrics are reviewed and approved at multiple levels in the Company.
There is an approval process of the various incentive plans in each country, which are approved by the general manager and financial manager in the respective country to ensure the growth metrics are based on that respective country’s performance.
Each of the NEOs is subject to stock ownership guidelines.
We have adopted a clawback policy applicable to our NEOs as well as certain other senior leaders, adhering to the rules of the Securities and Exchange Commission (SEC) and the listing standards of the New York Stock Exchange (NYSE). In addition, we have adopted a more narrow broad-based compensation recovery policy applicable to all other employees.
We do not permit executives to engage in short-selling of ManpowerGroup securities or trading in puts and calls on ManpowerGroup securities.
We do not permit our NEOs to pledge shares of our common stock.

Based on the above factors, we do not believe our compensation policies and practices create risks that are reasonably likely to have a material adverse effect on ManpowerGroup.

 

 

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Executive Compensation

CEO Pay Ratio

 

 

 

3

 

CEO Pay Ratio

In accordance with the requirements of Item 402(u) of Regulation S-K, we have calculated a CEO Pay Ratio for 2025. This ratio is a reasonable estimate, calculated as described below.

Measurement Date

We utilized a measurement date of October 1, 2023, which reflects an employee population of approximately 500,000 individuals worldwide as of the measurement date. It is important to note that 95% of this population comprises our “associates” — these are the employees on assignment that day with our clients within the approximately 75 countries and territories in which we operated in 2023. A majority of such assignments are temporary in nature, of different types and durations, which leads to considerable variation in our employee population on a daily basis. In accordance with Item 402(u), our employee population includes both our associates and the remaining 5% of our employees who represent our “permanent” (full- and part-time) staff.

Consistently Applied Compensation Measure

For each of these individuals, compensation was calculated based on total taxable earnings as defined in their home country’s payroll systems. Consistent with SEC rules, we annualized this number for part-time and full-time employees who were employed for less than the full year in 2023, but not for our associates whose positions are seasonal or temporary in nature. The median employee identified for our 2024 pay ratio calculation remains employed with us. We believe we have not had any significant changes to our employee population or our employee compensation arrangements since last year and we believe the selection of this individual as our median employee does not result in a significant change to our pay ratio disclosure. The median employee identified for 2025 is an associate in Poland whose total annual compensation was calculated in accordance with the requirements of the Summary Compensation Table as being $15,178. When calculated against Mr. Prising’s compensation for 2025 of $13,268,466 as reflected in the Summary Compensation Table, it yields a CEO Pay Ratio of 874:1.

Calculation Excluding Associates

Supplementally, we have again calculated a CEO pay ratio excluding our associates for 2025. As noted above, most of the individuals who are counted as “employees” under Item 402(u) are in fact associates who are performing work for our clients on a temporary basis. For this supplemental calculation, our median employee as of the measurement date was an individual in France whose annualized total compensation was $44,176 for 2025. Under this calculation, the CEO pay ratio is 300:1. We believe this is a more representative indication of how our CEO pay compares to that of our workforce.

 

66  | 2026 PROXY STATEMENT

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3

 

 

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Executive Compensation

Pay versus Performance

 

 

 

Pay versus Performance

The following table sets forth the compensation for our Chief Executive Officer and the average compensation for our other named executive officers ("NEOs"), both as reported in the Summary Compensation Table ("SCT") and with certain adjustments to reflect the “compensation actually paid” ("CAP") to such individuals, as defined under SEC rules, for each of 2025, 2024, 2023, 2022 and 2021. The table also provides information on our cumulative total shareholder return (“TSR”), the cumulative TSR of our peer group, Net Income and Adjusted EBITA Margin Percent over such years in accordance with SEC rules.

Pay versus Performance Table

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Value of Initial Fixed $100 Investment Based On:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Year

 

Summary
Compensation
Table ("SCT")
Total for
CEO
(1)

 

 

Compensation
Actually Paid
to CEO
(2)

 

 

Average
Summary
Compensation
Table for
Non-CEO
NEOs
(1)

 

 

Average
Compensation
Actually Paid
to Non-CEO
NEOs
(2)

 

 

ManpowerGroup
Total
Shareholder
Return

 

 

S&P
1500 Human
Resources
and
Employment
Services
Total
Shareholder
Return
(3)

 

 

Net
Income
(4)
($000)

 

 

Adjusted
EBITA
Margin
Percent
(5)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(a)

 

(b)

 

 

(c)

 

 

(d)

 

 

(e)

 

 

(f)

 

 

(g)

 

 

(h)

 

 

(i)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2025

 

$

13,268,466

 

 

$

1,189,338

 

 

$

3,534,065

 

 

$

826,300

 

 

$

39.60

 

 

$

121.68

 

 

$

(13,300

)

 

 

1.88

%

2024

 

$

12,939,374

 

 

$

3,259,683

 

 

$

2,794,606

 

 

$

937,761

 

 

$

73.67

 

 

$

142.72

 

 

$

145,100

 

 

 

2.26

%

2023

 

$

12,712,353

 

 

$

9,520,807

 

 

$

2,693,035

 

 

$

2,127,860

 

 

$

96.96

 

 

$

120.20

 

 

$

88,800

 

 

 

2.62

%

2022

 

$

13,123,985

 

 

$

3,873,368

 

 

$

4,202,631

 

 

$

2,336,378

 

 

$

97.50

 

 

$

112.90

 

 

$

373,800

 

 

 

3.51

%

2021

 

$

18,787,835

 

 

$

30,986,274

 

 

$

3,902,692

 

 

$

5,936,072

 

 

$

110.54

 

 

$

151.14

 

 

$

382,400

 

 

 

3.10

%

 

(1)
Compensation for our CEO, Jonas Prising, reflects the amounts reported in the “Summary Compensation Table” for the respective years. Average compensation for non-CEOs includes the following NEOs for 2025: Rebecca Frankiewicz, John T. McGinnis, and Michelle S. Nettles. For 2024, 2023, 2022 and 2021, average compensation for non-CEOs includes the following NEOs: John T. McGinnis, Michelle S. Nettles, and Richard Buchband.
(2)
Compensation “actually paid” for the CEO and average compensation “actually paid” for our non-CEOs in each of 2025, 2024, 2023, 2022 and 2021 reflects the respective amounts set forth in columns (b) and (d) of the table above, adjusted as set forth in the tables below, as determined in accordance with SEC rules. The dollar amounts reflected in columns (b) and (d) of the table above do not reflect the actual amount of compensation earned by or paid to the CEO and our other NEOs during the applicable year. For information regarding the decisions made by our people, culture and compensation committee in regard to the CEO’s and our other NEOs’ compensation for fiscal year 2025, see the "Compensation Discussion and Analysis" section of this Proxy Statement.

CEO SCT Total to CAP Reconciliation:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CEO: Mr. Prising

 

2025

 

 

2024

 

 

2023

 

 

2022

 

 

2021

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total Compensation as reported in SCT

 

$

13,268,466

 

 

$

12,939,374

 

 

$

12,712,353

 

 

$

13,123,985

 

 

$

18,787,835

 

 

Subtract grant date fair value of equity awards granted during fiscal year reported in SCT

 

$

(10,893,619

)

 

$

(10,654,547

)

 

$

(10,400,015

)

 

$

(10,000,045

)

 

$

(14,000,045

)

 

Add fair value of equity compensation granted and unvested in current year – value at year-end

 

$

4,589,738

 

 

$

6,689,769

 

 

$

8,021,263

 

 

$

7,316,198

 

 

$

25,650,278

 

 

Add dividends accrued on unvested shares/share units

 

$

486,364

 

 

$

834,604

 

 

$

950,508

 

 

$

356,656

 

 

$

164,080

 

 

Add/subtract change in fair value from end of prior fiscal year to end of current fiscal year for awards made in prior fiscal years that were unvested at end of current fiscal year

 

$

(6,124,833

)

 

$

(5,331,826

)

 

$

(2,546,612

)

 

$

(4,469,463

)

 

$

212,830

 

 

Add/subtract change in fair value from end of prior fiscal year to vesting date for awards made in prior fiscal years that vested during current fiscal year

 

$

(136,778

)

 

$

(1,217,691

)

 

$

783,310

 

 

$

1,955,816

 

 

$

171,296

 

 

Subtract fair value of forfeited awards determined at end of prior year for awards made in prior fiscal years that were forfeited during current fiscal year

 

$

 

 

$

 

 

$

 

 

$

(4,409,779

)

 

$

 

 

Compensation Actually Paid to CEO

 

$

1,189,338

 

 

$

3,259,683

 

 

$

9,520,807

 

 

$

3,873,368

 

 

$

30,986,274

 

 

 

 

 

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Executive Compensation

Pay versus Performance

 

 

 

 

Average Non-CEO SCT Total to CAP Reconciliation:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Non-CEO NEOs (Average)

 

2025

 

 

2024

 

 

2023

 

 

2022

 

 

2021

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total Compensation as reported in SCT

 

$

3,534,065

 

 

$

2,794,606

 

 

$

2,693,035

 

 

$

4,202,631

 

 

$

3,902,692

 

 

Subtract grant date fair value of equity awards granted during fiscal year reported in SCT

 

$

(2,304,432

)

 

$

(1,844,058

)

 

$

(1,750,006

)

 

$

(3,000,006

)

 

$

(2,240,139

)

 

Add fair value of equity compensation granted and unvested in current year – value at year-end

 

$

970,908

 

 

$

1,157,848

 

 

$

1,349,736

 

 

$

2,229,006

 

 

$

4,104,263

 

 

Add dividends accrued on unvested shares/share units

 

$

112,926

 

 

$

178,729

 

 

$

191,332

 

 

$

96,802

 

 

$

32,353

 

 

Add/subtract change in fair value from end of prior fiscal year to end of current fiscal year for awards made in prior fiscal years that were unvested at end of current fiscal year

 

$

(1,468,932

)

 

$

(1,154,522

)

 

$

(471,350

)

 

$

(728,235

)

 

$

48,243

 

 

Add/subtract change in fair value from end of prior fiscal year to vesting date for awards made in prior fiscal years that vested during current fiscal year

 

$

(18,235

)

 

$

(194,842

)

 

$

115,113

 

 

$

241,767

 

 

$

88,660

 

 

Subtract fair value of forfeited awards determined at end of prior year for awards made in prior fiscal years that were forfeited during current fiscal year

 

$

 

 

$

 

 

$

 

 

$

(705,587

)

 

$

 

 

Compensation Actually Paid to Non-CEO NEOs

 

$

826,300

 

 

$

937,761

 

 

$

2,127,860

 

 

$

2,336,378

 

 

$

5,936,072

 

 

 

(3)
TSR is cumulative (assuming $100 was invested on December 31, 2020) for the measurement periods beginning on December 31, 2020 and ending on December 31 of each of 2025, 2024, 2023, 2022 and 2021, respectively, calculated in accordance with Item 201(e) of Regulation S-K. The peer group for purposes of this table is the same as for the Shareholder Return Performance Presentation of the Company’s Annual Report on Form 10-K for the year ended December 31, 2025. Historic stock price performance is not necessarily indicative of future stock performance.
(4)
Reflects “Net Income” in the Company’s Consolidated Statements of Income included in the Company’s Annual Reports on Form 10-K for each of the years ended December 31, 2025, 2024, 2023, 2022 and 2021.
(5)
Adjusted EBITA Margin Percent is the financial measure from the tabular list of Company Performance Metrics below which in the Company’s assessment represents the most important financial measure used by the Company to link compensation and performance. Adjusted EBITA Margin Percent as used in this Proxy Statement is a non-GAAP financial measure. Refer to pages 49 and 50 for further discussion on this measure and how it is calculated.

Most Important Financial Performance Measures

The unranked list below represents ManpowerGroup's most important measures used to link compensation to performance:

 

Company Performance Metrics(1)

 

Adjusted EBITA
Revenue
Adjusted EBITA Margin Percent
Strategic KPIs

 

(1)
For further information regarding these company performance metrics and their function in the Company's executive compensation program, please see the "Compensation Discussion and Analysis" section of this Proxy Statement.

Relationship between CAP and Company Performance

Below are graphs showing the relationship of compensation "actually paid” to our Chief Executive Officer and other NEOs in 2025, 2024, 2023, 2022 and 2021 to (1) TSR of both ManpowerGroup and the S&P 1500 Human Resources & Employment Services (HRES) Index, (2) our net income and (3) our Adjusted EBITA Margin Percent.

Compensation "actually paid,” as required under SEC rules, reflects adjusted values to unvested and vested equity awards during the years shown in the table based on year-end stock prices, various accounting valuation assumptions, and projected performance modifiers but does not reflect actual amounts paid out for those awards. CAP generally fluctuates due to stock price achievement and varying levels of projected and actual achievement of performance goals. For a discussion of how our people, culture and compensation committee assessed the Company’s performance and our NEO’s pay each year, see “Compensation Discussion and Analysis” in this proxy statement and in the proxy statements for 2025, 2024, 2023, 2022 and 2021.

 

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3

 

 

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Executive Compensation

Pay versus Performance

 

 

 

CAP vs. TSR

As shown in the chart below, the CEO and other NEOs’ CAP amounts are generally aligned with the Company’s TSR. CAP was lowest in years with negative TSR (2022, 2052, and 2025), while CAP was directionally higher in 2023 with flat TSR and highest in 2021 with positive TSR.

 

img104630284_282.jpg

 

 

CAP vs. Net Income

CAP for the PEO and non-PEO NEOs in 2025 was lower than in any of the preceding four years, which aligned with the Company’s Net Income likewise lower than any of 2021-2024.

 

 

img104630284_283.jpg

 

 

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3

3

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Executive Compensation

Pay versus Performance

 

 

 

 

CAP vs. Company Selected Measure

The PEO’s and NEOs’ CAP decreased year-over-year in 2025, aligned with the year-over-year decrease in the Company’s Adjusted EBITA Margin Percent.

 

img104630284_284.jpg

 

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4

 

 

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Audit Committee Matters

Audit Committee Report

 

 

 

 

Audit
Committee Matters

 

Audit Committee Report

Charter and Responsibilities

We have an audit committee that consists entirely of independent directors, each of whom meets the independence requirements set forth by the New York Stock Exchange and the SEC. The board of directors has adopted a charter for the audit committee, which is available on our website at http://investor.manpowergroup.com/governance. The charter sets forth the responsibilities and authority of the audit committee with respect to our independent auditors, quarterly and annual financial statements, non-audit services, internal audit and accounting, risk assessment and risk management, business conduct and ethics, special investigations, use of advisors and other reporting and disclosure obligations, including the audit committee’s obligations in monitoring the Company’s compliance with its code of business conduct and ethics as well as its policies and procedures regarding anti-corruption. The committee reviews its charter on a periodic basis and recommends updates as necessary.

2025 Activity

In 2025, the audit committee met four times. Over the course of these meetings, the audit committee met with our chief financial officer, other senior members of the finance department, senior members of the IT department, the chairperson of our disclosure committee, the head of internal audit, our chief legal officer and our independent auditors. During these meetings, the audit committee reviewed and discussed, among other things:

our financial statements for full year 2024 and each of the first three quarters of 2025, including the disclosures under “Management’s Discussion and Analysis of Financial Condition and Results of Operations;”
our compliance with and reporting under Section 404 of the Sarbanes-Oxley Act of 2002 and the related auditing standards;
the independent auditors’ material written communications with management;
our annual internal and external audit plans and the internal and external staffing resources available to carry out our audit plans;
internal audit results;
our enterprise risk management framework, including financial and operational risks;
certain risk matters including the Company’s risk profile, data privacy risk, and technology and cybersecurity risk;
the impact of new accounting pronouncements;
current tax matters affecting us, including reporting compliance, audit activity and tax planning;
litigation and regulatory matters;
our compliance with our code of business conduct and ethics, our anti-corruption policy, and our policy on gifts, entertainment and sponsorships;
our compliance with our Policy Regarding the Retention of Former Employees of Independent Auditors and Independent Auditor Services Policy; and
a self-evaluation of the committee.

The audit committee met four times in private session with Deloitte & Touche LLP ("Deloitte") and met three times in private session with the head of internal audit. The purpose of the private sessions is to allow the participants to raise any concerns they may have and to discuss other topics in a confidential setting.

 

 

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Audit Committee Matters

Audit Committee Report

 

 

 

 

In addition to the meetings discussed above, the chair of the audit committee, and any other audit committee member or other member of the board of directors who desired or was requested to participate, reviewed with management and our independent auditors our financial results prior to the quarterly releases of earnings.

Fiscal Year 2025 Financial Statements

In February 2026, the independent auditors and members of senior management reviewed and discussed the audited financial statements for the fiscal year ended December 31, 2025 with the audit committee, together with our disclosures under “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” This discussion included, among other things:

critical accounting policies and practices used in the preparation of our financial statements;
our judgmental reserves;
the effect of regulatory and accounting pronouncements on our financial statements, including the adoption of significant accounting standards;
confirmation that there were no unrecorded material audit adjustments proposed by the independent auditors;
confirmation that there were no matters of significant disagreement between management and the independent auditors arising during the audit;
critical audit matters disclosed in the independent auditors’ opinion;
other matters required to be discussed by the applicable requirements of the Public Company Accounting Oversight Board (“PCAOB”) and the SEC;
other matters required to be discussed by PCAOB Ethics and Independence Rule 3526, Communication with Audit Committees Concerning Independence; and
matters relating to Section 404 of the Sarbanes-Oxley Act, including the management report on internal control over financial reporting for 2025 and the independent auditors’ report with respect to the effectiveness of our internal control over financial reporting and management’s assessment of the effectiveness of our internal control over financial reporting.

At this meeting, the audit committee met in separate private sessions with the independent auditors, the head of internal audit and management.

In reliance on these reviews and discussions, and the report of the independent auditors, the audit committee has recommended to the board of directors that the audited financial statements be included in our Annual Report on Form 10-K for the year ended December 31, 2025.

The audit committee has also received the written disclosures and confirmation from Deloitte required by PCAOB Ethics and Independence Rule 3526 and discussed with Deloitte their independence. In particular, at each regular meeting during 2025 and at the meeting in February 2026 the audit committee reviewed and discussed the non-audit services provided by Deloitte to us as described below. The audit committee has considered whether the provision of the non-audit services is compatible with the independence of Deloitte and satisfied itself as to the auditor’s independence. The audit committee believes that Deloitte has been objective and impartial in conducting the 2025 audit and believes that the provision of these services has not adversely affected the integrity of our audit and financial reporting processes.

In performing all of the functions described above, the audit committee acts only in an oversight capacity. The audit committee does not complete its reviews of the matters described above prior to our public announcements of financial results and, necessarily, in its oversight role, the audit committee relies on the work and assurances of our management, which has the primary responsibility for our financial statements and related reports and internal control over financial reporting, and of the independent auditors, who, in their report, express an opinion on the conformity of our annual financial statements to accounting principles generally accepted in the United States and on the effectiveness of our internal control over financial reporting.

The Audit Committee

John F. Ferraro, Chair

Jean-Philippe Courtois

Ulice Payne, Jr.

Paul Read

 

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4

 

 

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Audit Committee Matters

Fees Billed by Deloitte

 

 

 

Fees Billed by Deloitte

This table presents fees for professional audit and other services billed by Deloitte and related entities for 2025 and 2024, which consist of the following:

 

Year ended December 31,

 

2025

 

 

2024

Audit Fees

$

8,703,000

 

$

8,392,000

Audit-Related Fees

$

333,000

 

$

171,000

Tax Fees

$

782,000

 

$

1,067,000

All Other Fees

$

2,000

 

 

Total

$

9,820,000

 

$

9,630,000

 

Audit Fees

These amounts represent the aggregate fees billed by Deloitte for the audit of our financial statements and attestation of our certification of our internal control over financial reporting for 2025 and 2024, respectively, and the review of the financial statements included in our Quarterly Reports on Form 10-Q for each year and statutory audits, all of which were approved by the audit committee.

Audit-Related Fees

These amounts consist of assurance and related services that are reasonably related to the performance of the audit or review of our consolidated financial statements or internal control over financial reporting. For 2025, these services included certifications and attestation reports related to certain financial and non-financial information for specific client requirements and government subsidies for certain of our foreign subsidiaries, sustainability advisory services related to advice and recommendations regarding management's sustainability program and the issuance of comfort letters in connection with debt offerings. For 2024, these services included certifications and attestation reports related to certain financial and non-financial information for specific client requirements and government subsidies for certain of our foreign subsidiaries and sustainability advisory services related to advice and recommendations regarding management's sustainability program.

Tax Fees

Tax fees generally consist of tax compliance and return preparation and tax planning and advice. For 2025, these services included U.S. federal, state, local and international tax research and consultation services, services related to U.S. foreign tax credit and expense apportionment research and consultation and tax compliance and transfer pricing services. For 2024, these services included U.S. federal, state, local and international tax research and consultation services, services related to U.S. foreign tax credit and expense apportionment research and consultation and tax compliance and transfer pricing services.

All Other Fees

All other fees consist of permitted services other than those that meet the criteria above. For 2025, these services consisted of various educational and informational programs, webcasts, tools, database subscriptions, and reports. There were no other fees incurred for 2024.

Independent Auditor Services Policy

We have an Independent Auditor Services Policy that we review on an annual basis. The policy sets forth the types of services that we may and may not engage our auditors to provide, the approval requirements for permitted services and related disclosure and reporting standards. A copy of the policy is available on our website at http://investor.manpowergroup.com/governance. Each of the services described under the headings “Audit-Related Fees” and “Tax Fees” was approved during 2025 and 2024 in accordance with the policy.

 

 

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Information About
Stock Ownership

 

Security Ownership of Certain Beneficial Owners

The following table lists as of the record date (except as noted below) information as to the persons believed by us to be beneficial owners of more than 5% of our outstanding common stock:

 

 

 

 

 

 

 

 

 

Name and Address of
Beneficial Owners

 

Amount and Nature of
Beneficial Ownership

 

 

 

Percent of
 Class
(1)

 

 

 

 

 

 

 

 

 

The Vanguard Group
100 Vanguard Boulevard
Malvern, PA 19355

 

 

6,020,038

 

(2)

 

 

12.95

%

BlackRock, Inc.
50 Hudson Yards
New York, NY 10001

 

 

5,172,479

 

(3)

 

 

11.13

%

 

(1)
Based on 46,489,646 shares of common stock outstanding as of the record date.
(2)
This information is based on a Schedule 13G filed on January 30, 2026. According to this Schedule 13G, these securities are owned by various individual and institutional investors for which The Vanguard Group (“Vanguard”) serves as investment advisor. Vanguard has shared voting power with respect to 431,151 shares held and shared dispositive power with respect to 6,020,038 shares held.
(3)
This information is based on a Schedule 13G filed on October 2, 2025 by BlackRock, Inc. on its behalf and on behalf of its following affiliates: BlackRock (Netherlands) B.V., BlackRock Advisors (UK) Limited, BlackRock Advisors, LLC, BlackRock Asset Management Canada Limited, BlackRock Asset Management Ireland Limited, BlackRock Asset Management Schweiz AG, BlackRock Financial Management, Inc., BlackRock Fund Advisors, BlackRock Fund Managers Ltd, BlackRock Institutional Trust Company, National Association, BlackRock Investment Management (Australia) Limited, BlackRock Investment Management (UK) Limited, BlackRock Investment Management, LLC, and BlackRock Life Limited. According to this Schedule 13G, these securities are owned of record by BlackRock, Inc. BlackRock, Inc. has sole voting power with respect to 5,001,159 shares held and sole dispositive power with respect to 5,172,479 shares held.

 

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5

 

 

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Information About Stock Ownership

Beneficial Ownership of Directors and Executive Officers

 

 

 

 

Beneficial Ownership of Directors and Executive Officers

Set forth in the table below, as of February 27, 2026, are the shares of ManpowerGroup common stock beneficially owned by each director and nominee, each of the executive officers named in the table under the heading “Summary Compensation Table,” and all directors and executive officers of ManpowerGroup as a group and the shares of ManpowerGroup common stock that could be acquired within 60 days of February 27, 2026 by such persons.

 

 

 

 

 

 

 

 

 

Name of Beneficial Owner

 

Common Stock
Beneficially
Owned
(1)(3)

 

Right to
Acquire Common
Stock
(1)(2)

 

Percent of
Class

 

 

 

 

 

 

 

 

 

Jonas Prising

 

948,810

 

420,480

 

2.0%

 

Jean-Philippe Courtois

 

4,250

 

 

*

 

John F. Ferraro

 

22,165

 

 

*

 

Rebecca Frankiewicz

 

19,055

 

 

*

 

William P. Gipson

 

 

 

*

 

Julie M. Howard

 

4,085

 

 

*

 

John T. McGinnis

 

216,504

 

119,870

 

*

 

Michelle S. Nettles

 

72,214

 

30,570

 

*

 

Ulice Payne, Jr.

 

11,970

 

 

*