Development and training Our approach: Development of all employees is a core value at General Mills. A recent employee engagement survey revealed that 81% of employees feel they have the opportunity to grow and develop at General Mills.* Learning is a key ingredient of our approach, including formal and informal mentorship programs, employee network connections and a range of development opportunities at all stages of employees’ careers: n New employee orientation and a 12-week onboarding process n Hands-on experiences, including challenging work assignments and robust job rotations n Guidance from others, including feedback from managers, mentors and peers n Real-time learning resources for leaders and all employees n Structured learning — offered both in person and online — including onboarding for new employees, professional development for all and leadership development n Our performance management process, in which more than 19,300 employees globally participated in fiscal 2021 Our progress: In 2021, we launched a new performance management process and continued to accelerate our Engaging Leader initiative, which we introduced in 2017 to transform the way our leaders support employees and live our values to drive performance and engagement. In 2021, we advanced Engaging Leader programs to adapt to new ways of working and tailored training formats for manufacturing locations in order to address the different needs of each employee group. The key behaviors that are the focus of this training vary slightly between our manufacturing sites and nonmanufacturing locations. Manufacturing teams globally focused on: explicit strategic intent — so employees understand the “why” behind the work; knowing and appreciating each team member to help build a culture of belonging; and embracing a learning mindset to encourage team and personal growth. Engaging Leader Leader & employee development Diversity & inclusion Performance & recognition Well-being programs In 2021, we focused on these key Engaging Leader behaviors and actions globally in our nonmanufacturing locations: Generate ideas, broaden reach of input and gather differing points of view Adopt better ways of working that allow us to pivot quickly and seek and integrate external perspective Regularly give and request performance- based feedback and use individual development plans (IDPs) to track toward development goals ENGAGING LEADER BEHAVIORS Encourage productive discourse Foster agility Embrace a learning mindset ACTIONS Engaging people in a culture of learning, growing and belonging **Includes more than 20,400 salaried and wage employees annually. hours of training completed by our employees, equaling 14 average hours per employee.** 287,000+ DEVELOPMENT AND TRAINING 2021 Progress Engaging Leader Weekly Planner For Manufacturing Play to win Act boldly & move quickly Win as a team Grow & inspire Do the right thing all the time Explicit Strategic Intent • Share/understand inspiring Compelling Business Need (CBN) • Connect master plan, priorities & daily work to CBN • Share/know the “why” behind work • Use communication pyramid to engage all in pursuit of vision Know and Appreciate Each Player • Know each team member & what is important to them • Regularly spend time on the floor making purposeful connections • Recognize accomplishments & celebrate success • Do what you say you will do Embrace a Learning Mindset • Believe you and your team can learn & grow • Develop through Learn -Do- Teach • Ask for, appreciate, and act on feedback • Be open minded and willing to try new things • Acknowledge mistakes, learn and move forward F21 FOCUS AREAS r We used a variety of Engaging Leader materials, such as this poster, to build awareness of desired behaviors in our manufacturing locations. *Annual global survey of salaried employees, March 2021. GENERAL MILLS GLOBAL RESPONSIBILITY 55 Food Planet People Community