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Prudential plc

Prudential plc is a British-domiciled multinational company specializing in life and health insurance and , with a primary focus on serving customers in and . Founded on 30 May 1848 in as the Prudential Mutual Assurance, Investment and Loan Association, the company initially targeted the working classes in the with affordable life assurance policies. It marked its international expansion in 1923 by opening its first overseas life insurance operation in Calcutta, , followed by entries into markets in , , , and the during the and . Further growth into began in the with offices in in 1931 and in 1933. By 1994, Prudential had established Prudential Corporation Asia to drive its expansion in the region, reflecting a strategic shift toward high-growth emerging markets. In recent years, Prudential has streamlined its operations through significant demergers to sharpen its Asia- and Africa-centric focus: it separated its UK and European businesses into M&G plc in October 2019, and demerged its US subsidiary Jackson Financial in September 2021, resulting in two independent publicly listed entities. Today, the company operates in 20 markets, serving approximately 18 million customers through a network of around 65,000 average monthly active agents and over 200 bank partners. Its insurance offerings emphasize savings and protection products in key Asian regions including , , and , while in it is building presence in under-penetrated markets. Asset management is handled by , which manages funds from 10 locations across and distributes to clients in and . Prudential plc maintains dual primary listings on the and the London Stock Exchange, with its registered office in and operational headquarters in . The company is led by Chair Shriti Vadera and Anil Wadhwani, who assumed the role in February 2023, guiding its Prudential 2027 strategy that prioritizes technology-driven customer experiences, health business transformation, and sustainable growth in its core markets.

History

Origins and early development

Prudential plc traces its origins to 30 May 1848, when it was established in Hatton Garden, London, as the Prudential Mutual Assurance, Investment and Loan Association, a mutual society aimed at providing affordable life assurance to the working classes in an era plagued by fraudulent burial clubs. The company was formed by a group of public-spirited individuals seeking to offer accessible insurance products, including small policies for funeral expenses, targeting those previously underserved by traditional insurers focused on the wealthy. Initially structured as a mutual organization, it emphasized security and prudence, adopting the allegorical figure of Prudence as its seal to symbolize reliability. In 1854, Prudential introduced its Industrial Branch, which revolutionized its by offering low-cost "penny policies" with weekly premiums collected directly from customers' homes by a network of agents. This approach made viable for industrial workers and the lower classes, rapidly expanding the company's reach and agent force from a small team to thousands by the late . The Industrial Branch became the cornerstone of Prudential's growth, with premium income surging from £1,836 in 1851 to £348,975 by 1871, driven primarily by this accessible distribution method. By 1876, Prudential expanded into the Ordinary Branch, providing larger life assurance policies with annual premiums to a broader clientele, complementing its industrial offerings. In 1879, the company was renamed the Prudential Assurance Company, reflecting its growing stature as Britain's largest life assurance provider, and it converted from a mutual society to a in 1881 to facilitate further capital raising and expansion. These changes marked the end of its early mutual phase and set the stage for sustained dominance, with global ventures beginning in the .

20th-century expansion

Prudential's expansion in the early marked a shift from its domestic roots toward international operations and public market access. In 1923, the company established its first overseas life insurance branch in Calcutta, , initiating global growth by selling its inaugural policy to a tea planter in . This move was followed by further extensions into in 1924 and in 1931, alongside general insurance agencies in , such as the Nairobi branch opened in 1933. General insurance agencies were also established in and the during the 1920s. The following year, 1924, Prudential floated its shares on the London Stock Exchange, enabling broader capital raising and solidifying its position as a major British insurer. World War II profoundly disrupted Prudential's operations, with the company evacuating employees from its headquarters to safer locations in shortly after the war's outbreak in September 1939. The conflict led to significant claims payouts, as Prudential honored nearly 250,000 war-related policies despite initial clauses limiting such liabilities, reflecting its commitment to policyholders amid wartime hardships. Post-war recovery involved rebuilding amid economic challenges, but the company avoided broader disruptions from proposed reforms to the insurance sector. By the mid-1980s, Prudential pursued diversification into the U.S. market through the acquisition of Jackson National Life Insurance Company in 1986 for approximately $608 million, establishing a foothold in American annuities and variable life products. This strategic purchase doubled Jackson's premiums and profits in its first full year under Prudential ownership, contributing to the group's transatlantic presence. However, late-1980s ventures into non-core areas, such as UK estate agencies acquired through Prudential Properties, resulted in substantial losses from 1989 to 1991 due to a housing market downturn; the business reported a £96 million operating loss in 1989 alone, prompting a refocus on core life insurance activities by the early 1990s. The 1990s saw further consolidation and innovation, including the £1.7 billion acquisition of Scottish Amicable Life Assurance Society in September 1997, which integrated a mutual society with over 1.5 million policyholders and strengthened Prudential's distribution through independent financial advisors. In 1994, the company established Prudential Corporation Asia to drive its expansion in the region. In October 1998, Prudential launched , the 's first standalone online bank, offering credit cards, loans, and savings to capitalize on trends. Amid these expansions, the company faced scrutiny over the pensions mis-selling of the 1990s, where unsuitable personal pensions were recommended over occupational schemes; Prudential set aside a £1.1 billion provision in 1998, later increased to £1.7 billion in 1999, to compensate affected customers and address regulatory requirements.

21st-century restructuring

In the early , Prudential plc underwent significant restructuring to streamline its operations and focus on high-growth emerging markets. A key milestone was the 2019 demerger of its and European asset management business, M&GPrudential, which was rebranded as M&G plc and listed separately on the London Stock Exchange on October 21, 2019. This separation allowed Prudential to divest non-core activities and concentrate on its operations in and , enhancing and . Further reshaping occurred in 2021 with the of its -based and , Jackson Financial Inc., completed on September 13, 2021, through a distribution in specie to shareholders. This move exited Prudential from the mature market, enabling a sharper strategic emphasis on emerging economies where demographic and economic trends offered greater long-term potential. Post-, Prudential retained an initial stake but progressively reduced it, with ongoing as of 2025. Amid these divestitures, Prudential pursued targeted expansions in and to capitalize on rising demand for . In , the company completed the acquisition of a 100% stake in Thanachart Life Assurance in in May , strengthening its distribution and market position in . In , Prudential acquired a majority stake in Ghana-based Express Life Company in December and later expanded through a 51% stake in Nigeria's Life Insurance in 2017, followed by full ownership in 2024, to tap into underserved markets with growing middle-class populations. These moves diversified revenue streams and aligned with Prudential's goal of sustainable growth in regions with low penetration. The accelerated Prudential's , prompting investments in technology to maintain service continuity amid lockdowns and health disruptions. The company enhanced its Pulse by Prudential app, a and wellness platform launched pre-pandemic, which saw increased adoption for consultations, tools, and management, serving millions across and . This shift not only mitigated operational impacts but also positioned Prudential to meet evolving customer preferences for accessible, tech-enabled services. By 2024 and into 2025, post-US exit, Prudential reported strengthened presence in Asian markets, with new business profit rising 12% in the first half of 2025, driven by double-digit growth in key markets like , , and . Initiatives such as a 2024 strategic partnership with for Shariah-compliant products further solidified its foothold in , contributing to overall operating free surplus growth of 14% and underscoring the success of its refocused strategy.

Corporate Structure and Operations

Asia operations

Prudential Corporation Asia, the primary business unit of Prudential plc focused on the region, is headquartered in and serves customers across 14 Asian markets, where the majority of the company's approximately 18 million total customers are based, including , , , , and . As of 2025, Prudential operates in 24 markets across and . This extensive presence underscores Asia's role as the core of Prudential's operations, building on its initial entry into the region in 1923. The unit operates through a network of subsidiaries and distribution channels tailored to diverse local needs, emphasizing long-term financial security in dynamic economies. The company's product portfolio in Asia centers on life insurance, health insurance, savings, and retirement solutions, all adapted to the region's unique demographics such as urbanizing populations and increasing health awareness. For instance, life and protection products address risks from lifestyle changes, while savings and retirement offerings support wealth accumulation amid low pension coverage. Health insurance initiatives, including digital tools like the Pulse app, provide personalized wellness insights and preventive care to meet rising demand for integrated health services. Key subsidiaries include Prudential , a major hub for innovative solutions, and Prudential , which focuses on high-net-worth and mass-market segments through robust distribution networks. Prudential enhances its reach via strategic partnerships with over 200 banks across the region, enabling distribution of products like unit-linked and plans; notable examples include collaborations with global institutions for tailored in select markets. Growth in is propelled by structural factors, including a burgeoning seeking financial protection and savings opportunities, alongside aging populations driving demand for health and products in underpenetrated markets. Low penetration rates—often below 5% in many countries—combined with economic expansion in and , position Prudential to capitalize on these trends through targeted and . In 2025, Prudential's operations received Domestic Systemically Important Insurer (D-SII) classification from the Hong Kong Insurance Authority, affirming its systemic role while confirming no alterations to business operations or capital management strategies. The company has expanded its digital health services, enhancing platforms like to integrate AI-driven health monitoring and features, aligning with Asia's growing emphasis on preventive care amid post-pandemic shifts.

Africa operations

Prudential plc's operations in Africa commenced with its entry into in 2013 through the acquisition of Express Life Assurance, marking the company's initial foray into the continent's insurance market. This was followed by expansions into and in 2014 and 2015, respectively, and further growth through the acquisition of Professional Life Assurance in in 2016. By 2017, Prudential established a presence in via a 51% stake in Life Insurance, later increasing to full ownership in 2024 to strengthen its partnerships. In 2019, the company significantly expanded its footprint by acquiring a majority stake in Group Beneficial Life Insurance, which operates in Côte d'Ivoire, , and , adding three additional markets to its portfolio. Today, Prudential conducts business in eight African countries: , Côte d'Ivoire, , , , , , and , with a focus on building a pan-n network to address low penetration rates. In 2021, the company relocated its regional headquarters from to , , to enhance proximity to local markets, support , and foster stronger ties with customers and partners. This strategic move underscores Prudential's commitment to sustainable growth amid diverse regulatory landscapes, where varying government policies on foreign investment and licensing pose ongoing challenges. The company's product offerings in emphasize for underserved populations, including micro-insurance, assurance, and plans tailored to low-income segments. For instance, partnerships with network operators like in enable affordable, accessible coverage through digital platforms, bypassing traditional distribution barriers and promoting broader adoption among individuals. Prudential leverages over 13,000 agents and six bank partnerships to distribute these products, adapting to local needs such as protection against risks and income protection in informal economies. As of recent reports, Prudential serves over 1.3 million customers across its operations, prioritizing scalable, inclusive models to drive long-term profitability while navigating economic and limitations. This customer-centric approach, combined with technology-driven strategies, positions the company to capitalize on Africa's growing demand for affordable insurance solutions.

Financial Performance

Key metrics and revenue sources

Prudential plc reported total of $16.659 billion for the year ended December 31, 2024, comprising $10.358 billion in revenue, $382 million in other revenue, and $5.919 billion in returns. The company's IFRS after stood at $2.415 billion, while adjusted operating reached $3.129 billion, reflecting an 10% increase on a constant basis. Total assets amounted to $181.876 billion, supported by shareholders' equity of $17.492 billion under IFRS. As of the reporting period, Prudential employed an average of 15,412 staff members. Revenue is predominantly derived from , accounting for over 90% of the total, with contributions from policy fees, , and . In 2024, gross premiums earned reached $28.265 billion, including $24.262 billion under IFRS, primarily from contracts in markets such as ($3.728 billion in adjusted operating profit) and ($1.957 billion in adjusted operating profit). operations contribute a minor share, with new business profit of $43 million (about 1% of total), focused on in select markets. Investment forms a key component, bolstered by the release of $2.3 billion in contractual service margin. Assets under management totaled approximately $300.7 billion in group funds as of December 31, 2024, with managing $258 billion, primarily in Asia-focused equities and . This scale reflects Prudential's post-2019 from , which separated legacy UK and operations, allowing focus on Asian and African growth. Prudential's shares are listed on the London Stock Exchange (ticker: PRU), (2378), and (ADRs: PUK), with a secondary listing on the . It remains a constituent of the . Key performance ratios include a of 14% on an IFRS basis and new business profit of $3.078 billion, up 11% year-over-year. Annualized premium equivalent sales measured $6.202 billion, highlighting demand for protection and savings products in core markets.
Metric2024 Value (USD)
$16.659 billion
Insurance Revenue$10.358 billion
Adjusted Operating $3.129 billion
After Tax$2.415 billion
Total Assets$181.876 billion
New Business $3.078 billion
Annualized Premium Equivalent$6.202 billion
14%
$300.7 billion
Employees (Average)15,412

Recent results and outlook

In the first half of 2025, Prudential plc reported adjusted operating profit after tax per share growth of 12%, reaching 49.3 cents, primarily driven by strong performance in its operations where new business profit increased significantly. The company also raised its first interim by 13% to 7.71 cents per share, reflecting confidence in sustained profitability. Overall, adjusted operating profit before tax rose 6% to $1,644 million, supported by a 12% increase in new business profit to $1,260 million on a traditional embedded value basis. Prudential's Q3 2025 business update, released on October 30, 2025, highlighted ongoing sales momentum, with annual premium equivalent () sales up 6% to $5.002 billion for the nine months ended September 30. In the third quarter specifically, sales grew 10% to $1,716 million, contributing to new business profit of $705 million, a 13% year-on-year increase, underscoring the effectiveness of its multi-market strategy in . The company continues to prioritize capital returns to shareholders through its progressive and share buyback program. Prudential guided for more than 10% annual per share growth from 2025 to 2027, building on the recent increase, while advancing its $2 billion buyback initiative, including the repurchase of about 20 million shares for $258 million in Q3 2025. Under accounting standards, implemented since 2023, the company has adjusted its reporting to better reflect insurance contract liabilities and equity, which influences comparisons of profit and solvency metrics but does not alter underlying business performance. Looking ahead, Prudential expects sustained expansion in , targeting compound annual growth in new business profit of 15-20% through 2027 from the 2022 base, alongside achieving a exceeding 15% by that year. The firm has demonstrated amid 2025's global challenges, including persistent and geopolitical tensions in , by leveraging diversified distribution channels and focusing on high-margin products to mitigate .

Leadership and Governance

Board of directors

The of Prudential plc is chaired by Shriti Vadera, who assumed the role on 1 January 2021 following her appointment to the board in May 2020. Vadera brings extensive experience in finance and government, having spent 15 years in at firms including SG Warburg and with a focus on emerging markets, and later serving as an adviser to the , the government under Gordon , and institutions such as the . As of November 2025, following the retirement of on October 31, 2025, after completing six years of service, the board comprises 11 members, the majority of whom are independent non-executive directors with specialized expertise in , , and to support Prudential's operations in emerging markets. Key independent directors include Jeremy Anderson, senior and chair of the Risk Committee, with deep experience in risk oversight and finance; Chua Sock Koong, chair of the Remuneration Committee, bringing leadership from Singapore's and telecom sectors; Jeanette Wong, chair of the , with expertise in banking and ; and recent appointee Guido Fürer, added in July 2025, who offers insights into Asian insurance and asset management from his prior role at . Other notable members such as Arijit Basu and Ming Lu contribute knowledge in Indian insurance and Asian , respectively, enhancing the board's focus on regional growth and sustainable practices. The board's governance structure includes principal standing committees: the for financial reporting and internal controls; the Remuneration Committee for ; the Nomination & Governance Committee for board composition and succession; the Risk Committee for ; and the Sustainability Committee for (ESG) matters. Diversity is a core emphasis, with 36% of board directors being women and a strong international representation, including members from , Europe, and North America, to reflect Prudential's global footprint. In 2024, Vadera faced a second investigation into allegations of bullying by an employee, following a prior cleared claim; the matter was reviewed internally, and Prudential's CEO expressed no concerns, with Vadera remaining in her position without removal. The board's primary responsibilities encompass oversight of the company's long-term strategy, ensuring compliance with regulatory standards, and integrating ESG considerations into decision-making, with delegation to committees for detailed monitoring.

Executive management

Anil Wadhwani has served as of Prudential plc since February 25, 2023. With over 30 years of experience in , primarily in , Wadhwani previously held the position of and CEO of Asia from 2018 to 2022, where he oversaw operations across 12 markets and drove growth in and . Prior to Manulife, he was CEO of and held senior roles at in consumer banking and . Ben Bulmer has been since May 2023. Bulmer joined Prudential in 1997 and has extensive experience in insurance finance, including roles as for Insurance and , Regional for Prudential , and for Prudential Corporation , focusing on financial strategy, reporting, and capital management across international operations. On October 30, 2025, Prudential announced changes to its leadership structure to enhance efficiency in and group functions. These realignments included the departure of Regional CEO John Cai on October 31, 2025, for personal reasons; an expanded role for Naveen Tahilyani as Regional CEO covering (Indonesia, , ), , and , plus functional leadership for Agency and Health; additional responsibilities for over and the Cambodia-Laos-Myanmar cluster, in addition to , , and Partnership Distribution; and continuity for Angel Ng as Regional CEO for , Customer, Wealth, and Product. The Group Executive Committee, chaired by the CEO, comprises key leaders responsible for implementing strategy across operations, , and . Operational roles are led by regional CEOs such as Tahilyani and , who oversee business performance in specific markets; falls under Avnish Kalra, Chief and Compliance Officer, who manages enterprise-wide risk, compliance, legal, audit, and government affairs; and is directed by Catherine Chia, , focusing on talent development and . Other members include Anette Bronder as Chief Technology and Operations Officer and Kenneth Rappold in strategic functions. Executive compensation is structured to align with performance metrics, including adjusted operating profit, new business profit , and , with a significant portion delivered through long-term incentives tied to strategic goals like market expansion and sustainability targets. This framework ensures rewards reflect sustainable value creation for shareholders. Prudential emphasizes and in senior roles, with the and Governance Committee overseeing the development of a diverse through targeted programs and inclusive processes. Initiatives include sponsorship programs pairing senior with emerging diverse leaders and annual reviews to build bench strength, aiming to enhance representation in amid Asia-focused . The board provides oversight to these efforts, ensuring with broader standards.

Community Involvement and Sponsorships

Prudential RideLondon

Prudential plc became the title sponsor of RideLondon in 2013, marking the inaugural edition of the event as a legacy of the 2012 and . The partnership supported the Prudential RideLondon-Surrey 100, a 100-mile closed-road cyclosportive that followed the route of the road race, starting from and finishing on The Mall. This mass-participation event attracted tens of thousands of amateur riders annually, alongside professional competitions such as the UCI Women's WorldTour Prudential RideLondon Classique, fostering a of that promoted accessibility for riders of all ages and abilities. Over the course of the sponsorship, which ran through 2020, Prudential RideLondon emerged as the world's largest one-day event, with participants raising more than £77.5 million for over 980 charities by . These funds supported a wide array of and initiatives, including programs to enhance young people's and educational outcomes through partnerships with organizations like and the Dame Kelly Holmes Trust. In alone, the events generated £11.5 million, underscoring the program's impact on charitable causes aligned with Prudential's goals. The sponsorship bolstered Prudential's brand reputation by positioning the company as a champion of healthy lifestyles and , inspiring similar cycling initiatives in its and operations, such as PRURide events. By encouraging widespread participation in , the partnership highlighted Prudential's commitment to and well-being, reaching over 100,000 riders in its later years and amplifying visibility for fitness promotion. Prudential's involvement concluded after the 2020 edition, which was cancelled due to the and replaced with a alternative, My Prudential RideLondon. The company chose not to renew the sponsorship beyond that year, allowing organizers to seek new partners for the event's future evolution.

Other philanthropic initiatives

Prudence Foundation, established in 2011 as the philanthropic arm of Prudential plc, focuses on building financial wellbeing and enhancing climate and resilience for underserved communities in and . Incorporated in as a registered charitable entity, it operates across 16 markets, leveraging Prudential's resources to support , , and programs that promote long-term . In education, the Foundation's flagship Cha-Ching program delivers financial literacy curricula to primary school children, emphasizing money management skills through engaging stories and activities. Implemented in countries like and other Asian markets, it has reached over 3.5 million children and trained more than 90,000 teachers since its inception, fostering early and resilience against economic vulnerabilities. Additional efforts include partnerships like the one with to extend financial education to youth across the continent, inspiring entrepreneurial mindsets and sustainable financial habits. Health initiatives through the Climate and Health Resilience Fund (CHRF) address the intersection of environmental changes and , allocating resources to mitigate disease risks exacerbated by climate events in and . For instance, the Fund supports community-led projects for resilience and disaster-related health vulnerabilities, partnering with NGOs to build adaptive capacities in vulnerable regions. On sustainability, Prudential plc integrates (ESG) principles into its philanthropic framework, committing to as an asset owner by 2050 in line with the . This includes directing investments toward low-carbon projects and supporting community programs like SAFE STEPS, which promotes disaster preparedness and public safety awareness to enhance overall . In 2025, the Foundation advanced in emerging markets through expanded Cha-Ching implementations, including reaching 1 million students in in October. It also launched the Disaster Tech Awards to recognize innovations in disaster resilience technologies. It partnered with to provide free support to vulnerable groups in , while initiatives like the 5SK school safety program in contributed to broader disaster relief and community protection efforts. These activities have collectively benefited millions, with programs alone impacting over 3.5 million students in building resilient futures.

Controversies

Regulatory fines and mis-selling

In the 1990s, Prudential plc faced significant scrutiny over the mis-selling of personal pensions, where customers were inappropriately advised to transfer out of occupational schemes or opt for individual pensions that underperformed. The company established a provision of £1.1 billion in 1997 to cover compensation costs for affected policyholders, reflecting the scale of the issue across the insurance sector. In 2001, the Personal Investment Authority fined Prudential £650,000 for unacceptable delays in processing and paying compensation to mis-sold pension victims, marking the largest such penalty at the time. During the 2000s, Prudential encountered further regulatory actions related to breaches of principles on treating customers fairly, particularly in mortgage endowment policies. In 2003, the (FSA, predecessor to the FCA) imposed a £750,000 fine on Prudential's subsidiary Scottish Amicable for mis-selling these products between 2000 and 2001, where inadequate risk warnings led to customer detriment. In 2010, Prudential failed to promptly inform the FSA about its planned acquisition of AIA, the Asian arm of AIG, breaching disclosure obligations under listing and cooperation principles. The FSA fined the group £30 million in —£14 million on Prudential plc and £16 million on its UK assurance subsidiary—for these lapses, with the company's then-CEO publicly censured for his role. Prudential responded by regretting the matter and strengthening its internal processes for regulatory disclosures. More recently, in 2019, the (FCA) fined Prudential £23.875 million (reduced from £34.1 million after a discount) for serious failures in non-advised from 2008 to 2017. These included inconsistent advice to about potential better rates on the , inadequate training and monitoring of call handlers, and structures that risked prioritizing over interests until reforms in 2013. The breaches affected around 17,240 , to whom Prudential provided £110 million in redress through a dedicated past business review. In response to these incidents, Prudential implemented reforms, including enhanced sales monitoring, revised incentive schemes to align with customer outcomes, and improved documentation for advisory processes. The company also established the "Speak Out" system, an independent external and website launched to encourage reporting of concerns and support a culture of openness across its operations. In 2013, the UK's (FSA) publicly censured , then Group Chief Executive of Prudential plc, for his role in the company's failure to promptly inform the regulator about its planned acquisition of AIA, the Asian arm of AIG. The censure stemmed from Prudential's breach of Principle 11 of the FSA's Principles for Businesses, which requires firms to deal with regulators in an open and cooperative manner, as the company delayed disclosure during in early 2010 despite internal awareness of the deal's potential scale. Thiam was found to have made a serious error of judgment by not escalating the matter sooner, though no personal fine was imposed. More recently, in 2024, Prudential's Chair Shriti Vadera faced an internal investigation over a second of behavior toward an employee. The complaint, reported in July 2024, followed a prior cleared in 2022 and was handled through the company's internal processes, with Chief Executive Anil Wadhwani stating he had no concerns about Vadera's leadership. This incident highlighted ongoing scrutiny of executive conduct at the firm, though no formal findings against Vadera were publicly detailed from the probe. On July 31, 2025, Prudential reached a full and final with Detik Ria Sdn Bhd, the 49 percent minority in its Malaysian Sri Han Suria Sdn Bhd (SHS), resolving a dispute over unpaid . The agreement involved SHS paying Detik Ria a equivalent to $83 million, while Prudential waived approximately $33 million in related intercompany claims, effectively trimming potential exposure from Detik Ria's original $833 million-plus demand filed in April 2025. This concluded protracted legal proceedings in Malaysian courts without admission of liability by Prudential. As of 2025, Prudential remains subject to ongoing into potential securities claims, including a probe by Rosen Law Firm on behalf of shareholders alleging violations of federal securities laws. The focuses on whether Prudential issued misleading statements that impacted decisions, though no has been formally filed and details remain preliminary. In response to these leadership-related incidents, Prudential has strengthened its , including updates to its and Policy that explicitly prohibit bullying and other misconduct contrary to company values. The firm has also implemented enhanced oversight through external reviews of internal processes and regular external audits to bolster compliance and ethical standards across operations. These measures aim to foster a culture of and prevent recurrence of such disputes.

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