8 Ta l e n t One of Zimmer Biomet’s core strategic pillars is our commitment to being a “Best and Preferred Place to Work” and we advance that priority through a comprehensive and integrated approach. Below are highlights of our 2021 achievements in this area. Culture Promises Our Culture Promises describe a shared commitment to deliver on our mission and build a stronger Zimmer Biomet. Shape Tomorrow is our promise to keep our eyes on the future and create opportunities to move the business forward. Ignite Collaboration reminds us that we are coming together as one Zimmer Biomet to collaborate and create winning outcomes. Focus to Win is a promise that we will maximize our impact for patients and colleagues by working with clarity and focus. These promises help us to work together to make Zimmer Biomet a Best and Preferred Place to Work. Team Member Engagement Through the implementation of a comprehensive engagement strategy, we are engaging team members frequently for a more holistic view of the team member experience as we strive to be a Best and Preferred Place to Work. We use the valuable insights gained through our annual team member engagement survey, frequent “pulse checks”, and onboarding and exit surveys to inform our priorities and improve our team members’ experience. Our surveys assess five key drivers of engagement, including purpose, culture, leadership, personal growth and belonging. In 2021, we implemented quarterly performance check- ins between managers and team members, creating opportunities to align on priorities and report progress on key milestones. Managers are also encouraged to provide coaching and feedback during these valuable conversations. As a result, team members reported significant improvement in engagement with their managers. In response to our company-wide 2020 engagement survey results, we implemented a global, social recognition platform. As a result, team members also reported improved satisfaction with the recognition they receive for their work. As the COVID-19 pandemic continues, team members reported the need to do even more to nurture well- being and deliver transparent communication, both of which have been prioritized by our leadership team and included in our 2022 action plans. We believe it is critically important to keep our team members engaged through frequent and transparent communication. This is accomplished through town hall meetings, video and written messages and various other channels. To stay connected throughout the COVID-19 pandemic, our Chief Executive Officer kept team members informed of our priorities, financial results, management response and team member health and safety through frequent video messages and written communications. Performance Management In 2021, we worked to further embed our new framework and approach to performance management, which is branded internally as “Performance Connections”. In addition to the quarterly check-ins mentioned above, we formalized the mid-year Career Check-In through which team members align opportunities to learn, develop, and grow with their ambitions for the next step(s) in their career. As part of this, team members create a talent profile that captures details of their professional resume and document a career plan that outlines next steps as a focal discussion point in ongoing check-ins with their manager. SOCIAL