Return to Office and the Future of Work If the pandemic taught us anything from an employee wellness perspective, it was the value of flexibility. As the situation surrounding the virus continued to evolve, we focused on how we could bring our colleagues safely back to the office. At the same time, COVID-19 opened our minds to new ways of working. While we know there are enormous benefits to being together in person, we saw just how productive and effective remote work could be. We recognized that we couldn’t go back to the way things were and that we had to adapt to new realities. After coming to understand just how important flexibility is to our current and future success as a firm, we became the first major U.S. bank to publicly embrace a hybrid model of work for our colleagues moving forward. As vaccinations became widely available in the United States, United Kingdom and other parts of the world, and where the data told us it was safe to do so, we began to bring colleagues back to the office in a hybrid model — with a minimum of two days per week in person and a few days from home. Colleagues in more than 30 locations across the U.S. returned to the office in 2021. We required colleagues returning to those sites to be vaccinated against COVID-19, wear masks and social distance wherever possible. For colleagues working in our branches, we required rapid testing and masks in 2021, and vaccination as of early 2022. Understanding there is not a one-size-fits-all approach, we adjusted our global return-to-office efforts region by region, based on local data, vaccine availability and country mandates. Equally i mportant, w e c ommunicated regularly a nd c onsistently w ith o ur colleagues — s ending m essages f rom o ur CEO a nd s enior l eaders t o k eep p eople informed o f o ur p lans t o r eturn t o t he office a nd e quipping o ur m anagers w ith resources a nd i nformation s o t hat t hey, i n turn, c ould e ffectively su pport t heir t eams and a nswer q uestions. After working from home became the “new normal” in early 2020, we listened to feedback from our employees and enacted policies to help ease the blurring of lines between home and work. In response, in 2021 we launched “Zoom-Free Fridays” for internal meetings to combat the well- recognized fatigue from virtual meetings. We asked colleagues whenever they could to designate noon to 1 p.m in local times as an hour free of calls and meetings, as well as to reduce hour-long meetings to 45 minutes to give colleagues time in between sessions. We also offered a “Reset Day” in May for colleagues to take a day off to r echarge and added several new benefits to further support work-life balance. As the pandemic persisted through 2021, we continued to put the safety, health and well-being of our colleagues first. Early on in the health crisis, we developed principles that have consistently guided our decisions, including how we returned to the office. We focused on data, not dates, took a localized approach, and were transparent with colleagues that we would continue to learn and adapt as we go. Much of our atten - tion was on creating a safe and welcoming workplace for today, while also pushing ourselves to envision new ways of working for tomorrow — a model that is more flexible, agile and collaborative. Despite the ongoing challenges of the pandemic, we continued to make progress on our commit - ments to fostering a diverse and inclusive workplace and using our corporate voice to drive change . Contents ESGatCiti SustainableFinance SustainableProgress Equitable&ResilientCommunities Talent&DEI RiskManagement&ResponsibleBusiness Appendices CITI 2021 ESG REPORT 81