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2021 ESG Report SOCIAL Employees Employees are the heart of Fifth Third. Our employees enable us to advance sustainability among our customers and communities; they make us the one bank people most value and trust. Fifth Third’s success is a direct result of their individual and collective contributions, strong relationships, innovative ideas, collaboration, commitment and diversity. Investing Wisely In Employees Our employees deserve a world-class work environment, competitive pay and comprehensive benefts in exchange for their talents, skills and commitment. This relationship between what we ofer employees and what they contribute is how we build and earn trust and grow as one bank. Keeping our employees’ development and overall experience at the center of our decisions and actions enables us to deliver sustainable, long - term value to all we serve. Contents Introduction Economic Environment Social Governance Human Capital’s Four Strategic Priorities in 2021 Our Fifth Third Compass guides our everyday actions, processes and business controls as do our Human Capital strategies and decisions. The division made notable progress on the four strategic priorities it announced in 2020. Each priority enables us to deliver exceptional experiences for employees and customers, and to help make Fifth Third an employer of choice. Inclusion and Diversity Fifth Third accelerated the development of an inclusive workplace and diverse workforce strategy, most notably in employee education and training, listening sessions and recruiting practices. See page 53 for details. Develop Great Leaders Accelerating our leaders’ capabilities to drive success and empowerment in an increasingly diverse and technologically changing environment is imperative. In 2021, we continued to focus on leadership capabilities. See page 64 for more information. Evolving Employee Experience Our continuous listening strategy (see pages 27 and 62 ) played a pivotal role in our eforts to research, analyze and advance the employee experience, as did enhancing our benefts oferings. That strategy informs the evolution of the way we work, and it ensures our employee value proposition clearly articulates who we are, what we believe and what employees receive. In 2021, we conducted additional listening sessions and surveys with diverse groups of employees at all levels. Future of Work We continued to invest in our workforce and adapt our workplace model for the future. We aligned our talent acquisition strategy with the Bank ’s strategic priorities, growth plans and our goal to diversify our talent pipeline. In 2021, Human Capital supported the Bank ’s expansion in the Southeast as well as in Texas and California. We identifed new ways to attract talent and accelerated building and expanding our workers’ skills (see page 69 ). Additionally, we worked to balance our employees’ desire for greater control over how, where and when work is done with our One Bank model and belief that our culture thrives when we work together in -person (see page 66 ). 61

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