Fill Out Your Wells Fargo Letter Head Form

Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   1

Resources & References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   2

Your Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   2

Teamworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   2

Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   2

Employee Assistance Consulting . . . . . . . . . . . . . . . . . . . . . . . . . .   3

Communication Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   4

Additional Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   4

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   4

Employment & Hiring. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   16

Employment at Will . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   16

Affirmative Action, EEO, and Diversity,

Equity & Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   16 Workforce Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   17 Internal Job Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   17 Preferential Hiring (Job Reassignment) . . . . . . . . . . . . . . . . . .   18 External Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   19 Employee Referral. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   20 Employment Eligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   21 Personal & Personnel Information . . . . . . . . . . . . . . . . . . . . . . . .   22 Personnel File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   22 Employment Verification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   22 Employment References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   23 Changing Personal Information . . . . . . . . . . . . . . . . . . . . . . . . . . .   23 Breach of Trust or Dishonesty . . . . . . . . . . . . . . . . . . . . . . . . . . . .   23

Professionalism. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   24 Workplace Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   24 Personal and Family Relationships at Work . . . . . . . . . . . . . . .   24 Risk Management Accountability . . . . . . . . . . . . . . . . . . . . . . . . .   25 Attendance & Punctuality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   26 Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   28 International Travel & Visas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   29 Driving on Company Business. . . . . . . . . . . . . . . . . . . . . . . . . . . . .   29 Distracted Driving. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   30 Personal Appearance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   30 Gambling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   30 Solicitation & Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   31

Corporate-Sponsored Political Activities &

Personal Political Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   31

Personal Property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   32

Mobile Devices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   32

Recording Devices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   32

Cameras, Photos & Videos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   33

Wells Fargo Employee Handbook — For employees in the U.S.

Speak Up and Nonretaliation Policy. . . . . . . . . . . . . . . . . . . . . . . . . .   34

Anti-Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   35

Sexual Harassment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   35

Other Forms of Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   36

Faith in the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   36

Reporting Harassment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   36

Communications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   38

Digital Communications and Social Media . . . . . . . . . . . . . . . .   38 Work-related Communications . . . . . . . . . . . . . . . . . . . . . . . . . . .   39 Wells Fargo Mail Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   40 Recording Conferences with Third Parties and

Business Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   41

Accessible Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   41

Media Contact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   41

Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   42

Personal Profile, Business Cards,

and Email Signatures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   42

Use of Legal, Medical, and Other

Professional Designations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   42 Performance Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   44

Career & Problem Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   45

Career Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   45

Tuition Reimbursement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   46

Problem Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   46

Corrective Action. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   47

Contact Employee Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   48

Dispute Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   48

Dispute Resolution Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . .   48

Termination Decision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   49

Third-Party Representation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   49

Compensation Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   50

Total Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   50

Employment & Pay Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . .   50

Exemption Classifications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   52

Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   52

Nonexempt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   52

Shift Differential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   53

Work Hours. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   53

Overtime Pay. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   54

Holiday Pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   54

Annual Base Pay Review. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   55

Promotions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   55

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Incentive Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   55 Recognition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   56 Job Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   56 Getting Paid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   56 Payment Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   56 Pay Discrepancies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   57 Pay Voucher . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   57 Reporting Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   57

Time Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   58 Responsibilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   58 Paid Time Off. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   58 PTO Eligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   59 PTO Accrual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   60 Eligibility Changes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   60 Using PTO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   61 Carryover & Accrual Cap. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   62 PTO at Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   62 Other Paid Time Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   62 Bereavement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   63 Community Service Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   63 Voting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   64 Jury Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   64 Paid Sick or Safe Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   64 Testifying in Court . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   65 Nonroutine Time Away. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   65 Military Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   65 Relocation Time Away. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   65 Other Protected Time Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   66 Observed Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   66 Personal Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   67 Floating Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   67 Impacts to Observed Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . . .   68 Working on Observed Holidays . . . . . . . . . . . . . . . . . . . . . . . . . . .   68 Leaves of Absence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   68 Leaves of Absence General Requirements. . . . . . . . . . . . . . . .   69 Family and Medical Leave Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   70 Family and Medical Leave Act Poster . . . . . . . . . . . . . . . . . . . . .   71 Extended Absence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   71 Administrative Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   71 Critical Caregiving Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   72 Family Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   74 Job Search Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   76 Medical Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   77

Wells Fargo Employee Handbook — For employees in the U.S.

Military Exigency Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   80 Military Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   83 Parental Leave. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   85 Personal Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   88 Servicemember Care Leave . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   89 Workers’ Compensation Leave. . . . . . . . . . . . . . . . . . . . . . . . . . .   90 Required Absence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   92

Safety & Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   93 Violence-Free Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   93 Drugs & Alcohol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   94 Smoke-Free Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   95 Workplace Accommodations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   95 Lactation Accommodation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   97 Workers’ Compensation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   97 Fitness for Duty . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   97 Safety & Health Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . .   97 Enterprise Resiliency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   98 Emergency Preparedness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   98

Leaving Wells Fargo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   100 Voluntary Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   100 Involuntary Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   100 Performance Problems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   100 Immediate Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   100 Employment Ineligibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   101 Displacement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   101 Retirement Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   102 Employee Obligations at Termination . . . . . . . . . . . . . . . . . . .   103 After Leaving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   104

Information Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   105 Information Security Policy Overview . . . . . . . . . . . . . . . . . . .   105 Appropriate Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   105 Monitoring of Company Equipment . . . . . . . . . . . . . . . . . . . . .   105 Reporting Security Incidents. . . . . . . . . . . . . . . . . . . . . . . . . . . . .   106 Protecting Company & Consumer Information. . . . . . . . . .   106 Information Classification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   107 Information Handling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   107 Work Area Security. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   109 Protecting Company Hardware & Software Assets . . . . .   110 Protecting Electronic Communication Systems . . . . . . . . .   110 E-Messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   111 Internet Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   111 Personal Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   112

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Here you will find essential information about Wells Fargo Human Resources (HR) policies and certain other corporate policies that will be valuable to you as you begin or continue your career with us.

Note: Additional corporate and business policies can be found in the Policy Library and in the HR Services & Support site, under HR Information. As an employee, it is important — and your responsibility — to be informed about the policies that affect you.

This content applies to employees paid on a Wells Fargo U.S. payroll system, with the exception of the Information Security Policy Overview, which applies to all Wells Fargo employees. The handbook is not a contract of employment nor can it offer an answer for every situation. Employment at Wells Fargo is on an “at-will” basis.

Because the handbook is a key resource outlining employee policies, all employees paid on a Wells Fargo U.S. payroll system are required to sign an acknowledgment that they have been shown how to access it and understand its application to their employment with a Wells Fargo company. This acknowledgment typically occurs at the time of hire.

The handbook contains information on the following topics:

•Resources & References. This section provides you with additional HR, communication, and other resources that might be helpful during your employment, including a Glossary that lists frequently used handbook-related terms and

their definitions. This section also provides helpful links to “Who we are.”

•Employment & Hiring. This section provides you with information about our employment practices.

•Professionalism. This section provides you with information on what you can do to help us maintain a professional and productive work environment.

•Anti-Harassment. This section provides information on the various forms of harassment, including sexual harassment, and how to report any prohibited conduct.

•Communications. This section provides information on using company equipment to communicate with customers and your team and offers information about our social media policy.

•Performance Management. This section provides you with information about Wells Fargo’s performance management expectations.

•Career & Problem Solving. This section provides you with information about how you can develop the skills and knowledge you need to be successful in our company.

•Compensation Principles. This section provides you with information about our compensation program.

Wells Fargo Employee Handbook — For employees in the U.S.

•Time Away. This section provides you with information about how you can use time away to support your life events, such as illness, caring for a family member, vacation, volunteering, birth or adoption of a child, and loss of a family member.

•Safety & Health. This section provides you with information about our priority to maintain a work environment that promotes and protects the safety and health of our employees.

•Leaving Wells Fargo. This section provides you with information when your employment ends with the company.

•Information Security. This section provides you with information about your responsibility to protect our information, communication systems, and other assets.

•Privacy & Solicitation. This section provides you with information about the significant role you play in protecting our customers’ information and privacy.

•The Wells Fargo Code of Ethics can be found on the Wells Fargo Ethics site.

Updates to the handbook

The handbook exists online on Teamworks and HR content can be found in the HR Services & Support site. Policies change from time to time, and the online content will be updated as needed (see Changes as of January 2022). Within the content is a published reference date. That date refers to the last date on which that particular policy was updated.

Wells Fargo & Company created the policies in this handbook, and many Wells Fargo companies have adopted them. Throughout this handbook, when you see the terms “Wells Fargo” or “the company,” it means the Wells Fargo company that employs you directly.

Additional policies

At Wells Fargo, the business groups that form our organization’s structure have a great deal of the decision-making authority. This handbook, for the most part, covers the employment policies adopted by the family of Wells Fargo companies. In many cases, however, specific legal entities or your business group may have additional policies, standards, guidelines, procedures, or approval requirements. You can find out about these from your manager.

It starts with you

Remember, every employee contributes to the culture of Wells Fargo — with the words we use, the actions we take, the way we treat each other, and how we treat our customers. We will build a strong culture together by meeting companywide expectations that align to “Who we are.” These clear and common expectations ensure that everyone understands and lives the Wells Fargo culture in our interactions with each other, our communities, and our customers.

1

Our approach

Our employees are our greatest assets. Giving you the resources you need to be successful is one of our highest priorities. Beyond this handbook are many additional resources you can turn to for information, help, and guidance.

Your Manager

Your manager is the first person you should go to, whenever possible, when you have questions about:

•Wells Fargo policies, guidelines, and programs

•Workplace issues

•Performance feedback

•Job expectations

•Pay

•Career development

Your manager is one of your most valuable resources at Wells Fargo. You and your manager depend on each other to succeed professionally; he or she is accountable for the work you do and is committed to helping you do the best job you can. In turn, your working relationship contributes to the success of the other employees in your business unit and our overall company goals.

Teamworks

Wells Fargo’s intranet offers online access to a variety of employee resources, including:

•Policy and benefits material

•Tools for viewing and changing personal and payroll information

•Look-Up

•Internal websites maintained by departments throughout the company

•Tools to help you improve your skills and manage your career

Teamworks is an important resource for employees and is used as the primary resource for employee communication at Wells Fargo. You can also access many Teamworks tools and functions from home, at teamworks.wellsfargo.com.

Human Resources

The HR Services & Support site offers you a streamlined way to access, request, and manage your HR support needs in a central location. You can find self-service information, answers to frequently asked questions, a virtual agent, live chat with an HR support specialist, online HR request forms, and guided workflows. In addition, you will get answers and the help you need when you need it — anytime and anywhere through self-service mobile apps.

Wells Fargo Employee Handbook — For employees in the U.S.

See the Contact Human Resources article within the HR Services & Support site if you need additional assistance from the HR support team.

Employee Care

Chat (U.S.-based employees only)

Chat online with an HR support specialist by clicking Chat in the top right corner on the navigation menu or clicking on the chat bubble.

Online

For non-urgent HR inquiries, submit an HR Request.

Phone

Call Employee Care at 1-877-HRWELLS (1-877-479-3557) and select option 2. We accept all relay calls, including 711. This line is available Monday through Friday 7:00 a.m. to 7:00 p.m. Central Time. For additional options, see the HR WELLS call tree (PDF).

Employee Relations

Online

For non-urgent inquiries, including corrective action reviews, attendance and punctuality issues, time away questions, behavioral issues, policy interpretation, or initiation of the Wells Fargo Dispute Resolution process, submit an HR Request for Employee Relations support.

Phone

Generally, most matters will be non-urgent. If you are not able to complete an online request or if this is an urgent matter that truly requires immediate ER consultation (e.g., employee impairment or arrest in the workplace which causes workplace disruption) call 1-877-HRWELLS (1-877-479-3557), select option 3, and a representative will notify Employee Relations or the appropriate team. This line is available Monday through Friday 7:00 a.m. to 7:00 p.m. Central Time. You will receive

a callback within one hour from the time of your call on any urgent matter.

Accommodations Management

Online

To request an accommodation for you or your employee who requires assistance performing one or more of the essential functions of the job due to a medical condition or disability, pregnancy, or lactation needs, submit an Accommodation Request.

Phone

Call 1-877-HRWELLS (1-877-479-3557), option 2, 3, 4. We accept all relay calls, including 711. This line is available Monday through Friday 7:00 a.m. to 7:00 p.m. Central Time.

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Employee Assistance Consulting (EAC)

Online

U.S.-based managers and corporate partners can complete the Employee Assistance Consulting Management Consultation Request for a callback from EAC by the following business day.

Phone

For time-sensitive personal concerns or workplace issues, call 1-877-HRWELLS (1-877-479-3557) and select option 4. EAC accepts all relay calls, including 711. EAC services are available 24 hours a day, 7 days a week.

International Employees can find phone numbers for the Employee Assistance Program (EAP) by location at Global Employee Assistance Program Contacts on Teamworks.

Contact with EAC for individual assistance concerning personal or work-related problems is strictly confidential except in certain legally required situations, such as, circumstances that are imminently life-threatening, abuse or neglect of a child

or vulnerable adult, or if EAC receives a court order for EAC records, those records may have to be turned over to a judge. If an employee gives permission, the EAC consultant may speak with the supervisor or manager about how best to deal with the situation.

Employee Assistance Consulting

Many situations and changes in life are complex and may seem overwhelming. With Employee Assistance Consulting (EAC), you have a proven and trustworthy resource to help you and your team through difficult times. EAC offers a comprehensive menu of free services, 24 hours a day, 7 days a week for employees and their household family members. These services include the following:

Services for employees

•Confidential individual consultations and referrals for employees to assist with personal or work-related problems, including:

–Personal, relationship, and family difficulties

–Depression, anxiety, or other emotional concerns

–Work or performance concerns

–Alcohol and drug use

–Child and elder abuse

–Health matters

–Grief and loss

–Financial or legal matters

–Crisis support

•Support for workgroups following robberies, natural disasters, and other critical workplace events

•Individual support for situations involving possible threats and intimate partner violence in and outside of the workplace

Confidentiality

Contact with EAC for individual assistance concerning personal or work-related problems is strictly confidential and voluntary. Participation in any individual EAC services is not communicated to your manager or anyone else without your expressed permission. All EAC records are kept completely separate from official personnel files.

Exceptions to confidentiality are made only when you give EAC explicit permission to release your records to an identified person or when required by law, such as:

•Situations that are imminently life-threatening

•Abuse or neglect of a child or vulnerable adult

•If EAC receives a court order for EAC records, those records may have to be turned over to a judge

Separate services for managers

•Management consultations on a variety of employee behavioral health situations often involving risks to the workgroup or enterprise, including:

–Concerning displays of emotion or behavior in the workplace

–Conflict in the workplace

–Reports of suicidal thoughts or self-harm

–Suspected substance abuse

–Erratic or unusual changes in behavior

–Accidents, serious illnesses, or a death

–Fitness-for-duty evaluations

–Workplace gender transition

•Post-robbery support services

•Threat assessment and management services including intimate partner violence

•Critical incident response and recovery support services (e.g., bomb threats, accidents, or natural disasters)

•Business group support services including: facilitations, trainings, and product development on behavioral health topics

The business of Wells Fargo

Since 1852, Wells Fargo & Company has played an extraordinary role in the financial history and development of America. Visit the resources below to see why today Wells Fargo is an industry leader in providing diversified financial services to satisfy the financial needs of consumers, small businesses, farmers and ranchers, middle-market companies and large corporations, real estate developers, and local governments in more than 36 countries and territories.

•Who we are

•wellsfargo.com

•Wells Fargo Today Quarterly Fact Sheet (PDF)

•Wells Fargo Stories

•Social Responsibility

•Company Business Divisions

Information Research Services

Information Research Services provides the information you need to better understand your clients, ultimately positioning you to deliver superior financing solutions. Information Research Services is staffed by experienced research consultants in New York, Charlotte, San Francisco, and Gurgaon, India, and is available to all employees. We seek to be your one-stop shop for valuable business research with one or more of the following:

•Company research

•Industry research

•Rating agency commentaries

•Comparable deal information and statistics

•Economic data and statistics

•SEC and legal filings research

•News

How to reach us

You can request our services by visiting the Information Research Services site. Click the red Request Form button, complete the form, and click Submit. Refer questions to inforesearch@wellsfargo.com.

Additional information

Other support departments are mentioned throughout this handbook; feel free to contact them with your questions. This handbook gives companywide numbers and email addresses when available, and you can also find information on these and many other departments by looking for their listings in Sites A–Z on Teamworks.

Glossary

•A – E

•F – J

•K – O

•P – S

•T – Z

A – E

A

Accommodations Management

A resource for employees and managers who need assistance in responding to a chronic medical condition or restriction that impairs an employee’s ability to perform one or more of the essential functions of their current job duties.

active working status

Days when an employee is actually on the job (including time on reduced work schedule) or is on regularly scheduled days off, holidays, jury duty, bereavement time off, or Paid Time Off (PTO).

administrative leave

Time away from work in certain situations where appropriate as determined by Wells Fargo (for example, during an internal investigation).

Affirmative Action Plan (AAP)

An annual written action-oriented program designed: to affirmatively reach out to internal and external minorities, women, veterans, and individuals with disabilities; to align appropriate representation of these groups based on availability of qualified individuals inside and outside the organization; and to identify and eliminate any potentially unlawful barriers to employment in the sourcing, recruitment, hiring, promotion, termination, and compensation practices at Wells Fargo. Affirmative Action plans serve to support Equal Employment Opportunity laws and Wells Fargo Diversity Programs.

alternative schedule

A schedule in which the length and number of workdays are predetermined and constant but may be less than five days per week or longer than eight hours per day (for example, a 10-hour day for four days each week).

applicant

A person who expresses interest in employment for an open position by submitting a resume or completing an application through the Wells Fargo website or is otherwise considered by Wells Fargo, and:

•Wells Fargo considers (reviews a resume or employment application, does an impromptu interview, etc.) the individual for employment for the particular position.

•The individual’s expression of interest indicates that he or she possesses the basic qualifications and eligibility requirements for the position.

•The individual does not withdraw himself or herself from further consideration.

Arbitration

A formal hearing where both the employee and Wells Fargo present their respective sides before an external, independent arbitrator or panel of arbitrators.

AU

Accounting Unit; see business group.

B

base pay

Base pay is an employee’s rate of pay for time worked (without bonuses, incentives, commissions, overtime, or shift differentials). Base pay is expressed as an annual salary for exempt employees and as an hourly rate for employees in a nonexempt position.

beneficiary

A person, trust, charitable institution, or an individual’s estate that the individual designates to receive benefits upon the individual’s death.

blog

An online, real-time posting of content on a common internet or intranet web page. Blogs are interactive; they enable visitors to leave public comments or share and collaborate on documents.

Blog entries are dated and time-stamped with content listed in reverse chronological order.

breaks

Paid rest periods of no more than 15 minutes, scheduled as appropriate (or legally required) by the manager. Other state or local provisions may apply. If you have questions about breaks, contact your manager.

bulletin boards

An area (on a wall or kiosk or through a computer) for posting official or work-area-specific information.

business group

A group of Wells Fargo businesses or support functions reporting directly or indirectly to members of the company’s operating committee; may contain multiple business units.

business need to know

Describes a need to know a fact or circumstance when an employee must have such knowledge to properly perform his or her job or to make appropriate business decisions within the scope of the job. It also exists for those senior managers who must determine whether further investigation or action is necessary to resolve a matter or whether reporting or other action outside of the company is advisable or required.

C

candidate

A generic term used to describe the entire population of job seekers, applicants, and referrals.

chain of reporting relationship

A series of management positions in order of authority.

child (for purposes of FMLA)

A son or daughter who is the biological child, adopted or foster child, stepchild, or legal ward of a person standing in loco parentis, if the child is under age 18 (or of any age if incapable of self-care due to a mental or physical disability).

COBRA

The Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) is a federal law that created the right to COBRA continuation coverage. COBRA continuation coverage may become available to you and other members of your family when group health coverage would otherwise end. Questions about how your termination of employment will affect your benefits, including information on COBRA health coverage that you and your covered dependents may elect, should be directed to the BenefitConnect | COBRA Service Center. Telephone inquiries for COBRA continuation coverage and rights should be directed to the BenefitConnect | COBRA Service Center at 1 877-29-COBRA (1-877-292-6272), Monday through Friday, 8:00 a.m. to 6:00 p.m. Central Time (excluding holidays).

International callers should use 1-858-314-5108. COBRA information can also be accessed online at BenefitConnect | COBRA at https://cobra.ehr.com.

Compensation Planning & Decisioning (CP&D) Tool

The CP&D tool is the system of record for all performance management documentation used to create and manage performance objectives, document ongoing feedback, evaluate employee performance, and enter compensation recommendations.

compromised data

Wells Fargo considers “compromised data” to be the unauthorized access, acquisition, use, disclosure, loss, or alteration of sensitive consumer information, sensitive company information, personally identifiable information, or sensitive categories of personal data including Internal Use, Confidential, or Restricted Wells Fargo information, which is not publicly available.

Typical incidents may include lost or stolen documents, fraud, a third-party incident, an international data breach, lost or stolen equipment (such as a laptop), or unauthorized online access.

computer/computing system

A network of one or more computers or mobile computing devices that leverage software and hardware components, providing interactive business operations to its end users.

confidential information

Refers to sensitive company and consumer data that have a medium to high risk level. Access is limited to groups with a business need to know, as required to perform a particular business function or activity. Unauthorized disclosure or destruction of confidential information may have a negative impact on consumers, Wells Fargo, and its customers or employees or result in regulatory, reputational, or financial consequences.

confirmation letter

A document that acknowledges a verbal offer and acceptance by the applicant. Also see offer letter.

consumer

An individual about whom Wells Fargo has obtained information for any purpose, including marketing its services or for other purposes. A consumer is not necessarily a customer or employee of Wells Fargo at the time their information is obtained. Not all consumers enter into a relationship with Wells Fargo.

contingent resource

Individuals who are not employees of Wells Fargo. These resources are either employees of a supplier (e.g., third-party supplier, employment agency) who provide a service to Wells Fargo, or individuals providing a service through a

Wells Fargo supplier contract. Contingent resources may or may not have access to Wells Fargo systems and facilities.

continuous leave

Uninterrupted time away from work with a defined start and defined or estimated end date as permitted by Wells Fargo for reasons including but not limited to a medically certified health condition, family care, personal needs, or military duty.

contractor resource

Workers obtained through a third-party supplier to fill short- term staffing needs, including coverage for employees on leave; temporary increases in workload volumes; projects; or for specialized skills. Wells Fargo has the right to direct the resource’s work activities. Work is generally performed on Wells Fargo’s premises.

corporate hire date

An employee’s first actual workday or a rehired employee’s previous hire date when the break in service qualifies to be considered continuous service. The corporate hire date is used as the service date applicable for benefits such as PTO, the Short-Term Disability Plan, the Severance Plan, and service recognition. This date may reflect prior service from acquisitions made by Wells Fargo.

If an employee has prior Wells Fargo service and is rehired, see the Reemployment section of the Employee Handbook for the impact on the corporate hire date.

corrective action

A specific action, determined by management, to address a performance concern or policy violation by an employee.