Global Citizenship Report 2017

Executive Compensation We compensate our executives fairly, based on individual and company performance, competitive benchmarking and support of our Mission and Value Proposition. Our Proxy Statement contains a scorecard with each named executive officer’s finan- cial and nonfinancial performance goals, which are approved by the Board’s Personnel and Compensation Committee. We seek to design our executive pay program to motivate balanced behaviors consistent with our focus on long-term strategic goals. Citi incorporates shareholder and stakeholder input on executive pay into our Compensation Philosophy. We apply our Compensation Philosophy through our Executive Compensation Framework, which enables incentive compensation awards to closely reflect our pay-for-performance approach. Discrimination and Sexual Harassment in the Workplace Citi strictly prohibits any form of unlawful discrimination or harassment, as set forth in its widely disseminated and consistently enforced policies. Employees who believe they have been discriminated against or harassed are encouraged to report any incidents that violate Citi’s policies to their managers, another member of the employee’s management chain, Human Resources, or to the Ethics Hotline. Upon receipt of any complaint, Citi promptly investigates and takes remedial measures up to and including termination of employ- ment, where appropriate. All contacts and investigations are treated as confidentially as possible, consistent with the need to investigate and address the matter and subject to applica- ble laws and regulations. Citi’s policies also strictly prohibit retaliation against any employee who has made a complaint or participated in an investigation. For more on our discrimi- nation and harassment policies, see our Code of Conduct. Learning and Development Citi employees have access to a range of career development and learning resources to enhance their ability to perform in current roles and prepare for future opportunities — with close to 40 percent of open positions filled internally in 2017. We continued to focus on enhancing our employee learning and development opportunities in 2017 by shifting to more flexible, cloud-based solutions. These digital platforms enable learning when, where and how it is most effective for employ- ees, and we expanded program offerings in 2017. We also offer a range of internal development programs for leaders at all levels, and we continue to evolve those programs to meet new needs. As we enhance our development offerings, we are working to formally capture employee feedback on program- ming to better understand the impact on employees and the potential for further enhancement. In 2017, all Citi employees received training. Digital Learning Solutions In 2017, Citi piloted a new third-party, online learning platform with more than 11,000 employees. Called Degreed, the platform allows employees to access and share a range of learning resources anytime, anywhere — from courses to videos to articles, on a host of subject areas. Degreed provides access to Citi’s many learning libraries, including Udemy, one of the largest producers of education “how-to” videos offering a range of business courses developed by industry experts. Internal Development Programs Leadership training opportunities are offered across Citi to help support new hires and provide development opportuni- ties to those already on the job. In our Institutional Clients Group (ICG), the New Director Promotion Program takes new directors through an interac- tive business case seminar that seeks to highlight the qualities and responsibilities of successful Citi leaders. In 2017, over 270 new directors attended, and 98 percent of participants rated the program as “excellent” or “above average.” ICG also offers a Diversity Leadership Program, a six-month program for high-potential women and U.S. minority senior vice presidents and vice presidents to help build confidence, executive presence and strategic skills. To date, over 200 individuals have participated in the program. In addition, our Global Consumer Banking business runs three High Potential Accelerator Programs focused on developing future leaders. Since inception in 2011, 215 employees have participated in ASIA PACIFIC 37.7 EUROPE, MIDDLE EAST AND AFRICA 37.7 LATIN AMERICA 44.5 NORTH AMERICA 47.8 GLOBAL EMPLOYEE TRAINING BY REGION IN 2017 AVERAGE HOURS PER EMPLOYEE Citi 2017 Global Citizenship Report 41 CONTENTS  INTRODUCTION  HOW WE DO BUSINESS SOLUTIONS FOR IMPACT  APPENDICES Conduct and Culture    Digital Innovation    Talent and Diversity     Human Rights    Environmental and Social Risk Management    Operations and Supply Chain