2022 ESG Report Introduction ESG at Manulife Environmental Social Community Investment Volunteering and Giving Financial Inclusion Diversity, Equity, and Inclusion Talent Management Wellness, Health, and Safety Customer Experience and Well-being Governance Performance Data Abbreviations and Acronyms Training and Development Summary of Our Approach • We are committed to creating a workplace that offers employees unparalleled growth and engagement opportunities at every stage of their career. Learn more: Talent Management Enhancing the Resiliency of Our Workforce In recent years, we have acknowledged the wide-scale technological, political, and natural disruptions facing the financial services industry and the evolving needs of our workforce – all to ensure that Manulife is ready for whatever today, or tomorrow, brings. As part of this effort, we revised our learning strategy in 2020 and embarked on a five-year change journey. Advancing learning by upskilling our employees is instrumental to meeting external challenges and enabling high-performing teams. Through our learning strategy, people can own their career development and work to reach their full potential. As such, the strategy includes internal programs that build employees’ skills, a digital artificial intelligence-based interface for best-in-class learning experiences, and support for our employees’ educational plans, so they can move forward in their careers. Our vision is to provide a high-quality learning experience that empowers our employees to learn anytime, anywhere. Manulife focuses on offering employees learning opportunities to enable them to work more innovatively and collaboratively and to accelerate our ambition of being the most digital, customer-centric global company in our industry. We are committed to creating a workplace that offers employees unparalleled growth and engagement opportunities. Learning Transformation Strategy Our learning transformation strategy includes: 1. Building integrated learning curriculums and scalable learning offerings for all employees. We’re prioritizing frontline managers’ training to ensure we are building the right capabilities to drive future-focused thinking and leadership skills to coach and develop their team members within our functions and segments. 2. Collaborating with internal Human Resources Centres of Excellence (COEs) to ensure integrated programs and communications planning. Integrating our values, DEI principles, and our newly designed Leadership Competence Framework (i.e., Manulife Leadership DNA) throughout all our learning designs and delivery is integral to our success. 3. Maximizing our investment in our learning technology ecosystem , which included the launch of a cutting-edge, AI-powered Learning Experience Platform (LXP) integrated with our content providers (such as LinkedIn Learning and Pluralsight), a Learning Management System, and a Human Resources Information System (HRIS) to elevate employees’ learning experience. Among other functionalities, the LXP hosts learning, suggests courses for employees to enable their development plan, meets our compliance requirements, and generates data insights to measure learning effectiveness and ROI. We evaluate and progressively add integrations and capability to enhance the experience or retire the systems we no longer need to achieve efficiencies and cost savings. 4. Continuing to leverage our centralized governance structures and decision-making models. With this infrastructure in place, we can prioritize the highest impact learning solutions and ensure they are designed and deployed in the most cost-efficient way. 5. Continuing to focus on critical future focused skills deployment and adoption by leveraging external expertise, where necessary, to strengthen the skill sets of internal instructors and coaches to increase organizational proficiency and reduce reliance on external vendors. Photo captured by our colleague: Bryan Yap, Malaysia 60