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 Building Our Technical Acumen As we transform our organization, we’re developing strong digital and technical acumen, particularly among our 5,500 employees on our global technology teams. Since launching a global software engineering incubator program to upskill Manulife technologists on our new technical ecosystem, we’ve realized clear business benefits, including faster decision-making, reduced time for issues resolution and software selection, and lower recruiting costs. The hands-on, micro virtual instructor-led program runs concurrently across our global operations, with peer coaching to solve real business problems using core software engineering skills. Given the program’s success, we continue to offer mastery-level micro virtual course training in quality, performance, reliability, security, and cloud engineering skills. During a quantitative impact study, we introduced Engineering Productivity measures to qualify and quantify the impact of acquiring new skills and continuous learning and identified potential blockers to getting more value from this investment in skill development. We’ve found that the combination of engineering productivity, qualification measures, effective leadership, and data enables leaders and employees to have better conversations and actionable plans for skill and career advancement. Digital Badges Manulife launched four digital badges that were awarded to employees who completed a specific set of learning criteria through our learning experience platform, Pursuit. A digital badge provides verifiable evidence that an employee has attained and applied skills and recognizes the employee for achieving these skills to employees across the organization. Pursuit Leader Series We remain committed to developing our leaders to lead in a new context, and we recognize the importance of building their leadership muscle. Our focus is on creating skills-based learning pathways and solutions to develop people leaders at all levels of the enterprise. Key aspects include coaching and development, communication, diversity, equity, and inclusion (DEI), strategic thinking, and building global acumen. Manulife offers a curriculum for frontline managers that covers foundational leadership skills with an emphasis on development and coaching. To support the next tier of leadership and new in 2023, we have launched state-of-the-art programing for global leaders at the Director and Assistant Vice President level. Empowering Employees with New Ways of Working To be the most digital, customer-centric company in a constantly changing external landscape, Manulife has placed great focus on upskilling our employees on future focused skills such as Agile, Human Centered Design, and Artificial Intelligence (AI) & Advanced Analytics. Upskilling on these will enhance our operational and cost efficiency and positively impact our rNPS and tNPS targets. These skills help us put the customer at the centre of all we do – how we work and how we develop our products. We see these skills as integral to helping us deliver a world-class customer experience. We track the number of employees who attended one of the New Ways of Working courses, as part of our ways to measure the impact of our efforts. Documenting Our Progress We continuously evaluate and implement measures and KPIs to assess effectiveness of learning and linkage to people and business outcome. Tier one metrics focus on the usage funnel such as the number of registered users, active users, courses started, courses completed etc. Tier two metrics focus on indirect factors such as the impact on business performance, cost savings, and employee engagement. We track metrics to measure the impacts of our employee development programs, such as average learning hours per employee, the cumulative NPS for all Global Learning Programs, and the activation rate for both LinkedIn Learning and for our learning experience platform, Pursuit. We also track the positive feedback and the annual trend we receive from our full employee engagement survey on questions related to learning, growth, and development. In 2022, we had great uptake of our learning programs. For example, in less than two years, the activation rate of LinkedIn Learning reached 83% and Pursuit reached 75%. Learning hours per employee increased significantly with over 900,000 hours achieved cumulatively in 2022, which equates to an average of 25.7 hours per employee. We also saw an increased employee engagement score for the question focused on providing employees with opportunities to learn and grow which rose from the 69 th to the 72 nd percentile. 900,000 + hours of learning achieved cumulatively in 2022 25.7 learning hours per employee Reached 72 nd percentile in employee engagement score for the question focused on providing employees with opportunities to learn and grow (69 th i n 2021) $40.2 million invested in training and development $1,059 investment per employee in training and development Photo captured by our colleague: Laurent Nzau, Canada 61