Inspiring a Brighter Work Day for All

2021 Global Impact Report

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A Letter from
Our Co-CEOs In light of the events from the last year—from
the global pandemic and the resulting economic
and health crisis, to the tragic racial violence
and social injustice, to the myriad of natural
disasters—it’s more important than ever to act
on this purpose and create opportunity for all.

Aneel Bhusri, Co-Founder, Co-CEO, and Chairman (left) and

Chano Fernandez, Co-CEO (right)

Workday was founded more than 16 years ago with Responding to the Pandemic 130 new solutions to help them address the unexpected
the goal to not only redefine the enterprise software challenges they were facing. We were humbled to know
When the COVID-19 pandemic hit, our first priority was
industry, but to also have a positive impact on the world that so many organizations were looking to Workday
the health and safety of our employees, which are our
around us. We built the company on a core set of values to support their efforts to take care of their people and
number one core value. We immediately transitioned
that guide our decisions and actions to this day, and plan for the unexpected.
to a fully remote work environment and provided the
fuel our purpose to inspire a brighter work day for all.
majority of our employees with a two-week pay bonus And while being there for our employees and customers
To do that means coming together with our employees,
to help provide financial support and flexibility. We also is so incredibly important to Workday, we also knew we
customers, partners, and communities to innovate in
established a relief fund to help our employees who had to take care of the communities in which we live
all that we do so that we can create a brighter future for
needed additional support. Additionally, we offered and work, which is why we acted quickly to support
people, business, and society.
employees a variety of mental health resources and organizations that are helping those most impacted by
In light of the events from the last year—from the global services to help promote their well-being during a very the pandemic. We made cash donations through the
pandemic and the resulting economic and health crisis, difficult time. Workday Foundation to organizations supporting the front
to the tragic racial violence and social injustice, to the lines of the COVID-19 crisis and expedited grants from the
We also recognized that our customers, which include
myriad of natural disasters—it’s more important than Workday Foundation to our existing nonprofit partners
a host of hospitals, pharmaceutical companies, and a
ever to act on this purpose and create opportunity for all. who are helping job seekers experiencing barriers to
variety of others on the front lines, were counting on us
employment—an issue of growing importance as a
to help them maintain business continuity. We listened
result of the pandemic’s economic impact.
and collaborated with our customers to build more than

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Increasing Our Belonging and customers, and our communities. Additionally, we’ve long-lasting consequences for our planet and its people,
seen promising B&D momentum from innovations in economy, and society if we don’t act now. Our efforts
Diversity Efforts our products. Last year, we announced VIBE Central™ to create a healthier and brighter future expanded in
Fostering a diverse workforce has always been important and VIBE Index™, two new tools to help organizations the last two fiscal years, with a number of initiatives
for us, but the senseless acts of violence against our accelerate their B&D efforts and outcomes. And furthering our commitment to sustainability.
Black community last year—as well as the rise of finally, we invested $12 million to support nonprofit
violence against the Asian American and Pacific Islander In 2020, we reached our goal of achieving net-zero
organizations addressing social injustice and racism.
communities—made it clear that we have a responsibility carbon emissions a year early, while operating on
to do much more to create increased equity for all within 100 percent renewable electricity. In early 2021, we
the workplace and our communities. Creating Opportunity for All committed to set science-based emissions reduction
We hold a firm belief that talent is everywhere, but targets—across the entire value chain—that are
Central to our efforts in this area is a strategy called consistent with keeping global warming to 1.5°C. We
opportunity is not, and the events of the past year
VIBE™, which stands for Value Inclusion, Belonging, mitigated our historical emissions to achieve a lifetime
have only created more barriers to opportunity for so
and Equity, and represents our overarching approach net-zero carbon footprint, and we invested $1 million
many individuals. Through Opportunity Onramps®, our
to diversity, equity, and inclusion. We have identified a in carbon removal projects.
movement dedicated to creating economic opportunity
core set of company commitments that help us hire and
for all, we’re expanding our commitment to impact
develop diverse talent, cultivate a culture of belonging, If this past year has taught us anything, it has
positive change for job seekers experiencing barriers
build inclusive products and technology, and strengthen reminded us of our connectedness as a global society,
to thriving-wage careers.
our communities. and the important role stakeholder capitalism plays
We’ve pledged to fill 20 percent of our early to mid- in creating a better future. While we’ve made good
In support of our company commitments, we progress in many of these areas, we realize there is so
career roles at Workday with Opportunity Onramps
established the VIBE™ Accelerator Team in 2020, a much more yet to be done to create a brighter work
candidates by 2023, and as a company, we’ve pledged
cross-functional team of more than 20 employees day and future for all. Now more than ever, Workday
to donate 250,000 volunteer hours to organizations
devoted full time to helping us achieve greater has a responsibility to do our part to take care of
helping to close the opportunity gap. We’ve also
belonging and diversity (B&D) for our workplace, our the world and continue to work together with those
created a specially designed Opportunity Onramps
training program for our customers, combining organizations that share our vision. We welcome your
business needs with social impact through our feedback and collaboration.
We invested nonprofit partner Year Up.

$12 million Taking Care of Our Planet

to support nonprofit We all have a responsibility to protect the planet and
Aneel Bhusri, Chano Fernandez,
organizations addressing social do our part to contribute to a more sustainable future.
Co-Founder, Co-CEO, and Co-CEO, Workday
injustice and racism There is no question that climate change will have
Chairman, Workday

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About
Workday
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About This Report

The 2021 Workday Global Impact Report seeks to
share our vision and progress toward operating a more
sustainable business and discusses areas for potential
improvement. Our reporting cycle is biennial and the
last report was published in 2019. Previous reports
were published in 2017 and 2015. The reporting period is
fiscal year 2020 and 2021, which covers the period from
February 1, 2019, through January 31, 2021. Reporting
scope, unless otherwise indicated, covers all Workday,
Inc. operations and offices globally. In 2019, Workday
acquired Scout RFP. Further details on this acquisition
are provided in our FY20 10-K. In 2021, Workday acquired
Peakon ApS. Further details on this acquisition are
provided in our FY21 10-K.

This report has been prepared in accordance with

the Global Reporting Initiative (GRI) Standards:
Core option, and references the Task Force on
Climate-related Financial Disclosures (TCFD) and the
Sustainability Accounting Standards Board (SASB)
frameworks as well. In addition to these frameworks,
content also has been informed by an every-other-year
reexamination of our materiality assessment, as well
as ESG rating and ranking agencies.

We welcome your comments and questions at

[email protected].

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Who We Are
Workday is a leading provider of enterprise cloud
applications for finance and human resources, helping
customers adapt and thrive in a changing world. Workday
applications for financial management, human resources,
planning, spend management, and analytics have been
adopted by thousands of organizations around the world
and across industries—from medium-sized businesses
to more than 45 percent of the Fortune 500. For more
information about Workday, visit workday.com.

For more about the Workday story and key milestones,

please visit Our Story.

Workday headquarters are located in Pleasanton,

California, with offices across North America, EMEA, and
APJ. All Workday office locations can be found here.

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A Brighter Day
for All

(annual revenues)

FY21
100 Best Workplaces for JUST 100 America’s Most Just
Innovators, Fast Company Companies, JUST Capital
The Future 50, Fortune Top Bay Area Corporate
Philanthropists, San
2020 FTSE4GOOD Index
Francisco Business Times
Series, FTSE Russell
World Changing Ideas
Global 100 Most Sustainable
(Energy), Fast Company
Corporations in the World,
Corporate Knights World’s Most Ethical
Companies, Ethisphere

For additional financial information, please visit Workday Investor Relations.

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Founded:
FY21 Scale and Scope
2005

Global Headquarters:
Pleasanton, California
$4.32 Billion
Total Revenue

$867 Million
NASDAQ Listing:
WDAY
Operating Income
(Non-GAAP)

$8.7 Billion
Consolidated Assets

$1.27 Billion
Operating Cash Flow

˜12,500
Employees

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Who We Serve
More than
45% The Workday customer community

8,000
represents more than

50 million
of Fortune 500 have
customers globally selected Workday
(includes acquisitions)
workers

Products Industries Served

Office of the CFO: Workday Financial Management is Office of the CIO: Workday analytics and technology Education Manufacturing
the Workday flagship application suite for finance. Other products targeting the CIO include Workday Benchmarking Financial Services Nonprofit
products targeting the CFO include Workday Accounting (an offering available as part of Workday Data-as-a-Service), Government Professional Services
Center, Workday Adaptive Planning (also applicable to the Workday Extend, Workday People Analytics, and Workday Healthcare Retail and Hospitality
office of the CHRO), Workday Expenses, Workday Grants Prism Analytics. Insurance Technology
Management, Workday Prism Analytics, and Workday Life Sciences
Office of Procurement: This Workday suite of spend
Projects.
management applications helps customer organizations
Office of the CHRO: Workday Human Capital meet their source-to-pay needs. Products within this suite
Management (HCM) is the Workday flagship application include Workday Inventory, Workday Procurement, and
suite for HR. Other products targeting the CHRO include Workday Strategic Sourcing.
Workday Adaptive Planning (also applicable to the office
Industries: Workday products can be configured for
of the CFO), Workday Expenses, Workday Help, Workday
specific industries, including education, financial
Journeys, Workday Learning, Workday Payroll, Workday
services, government, healthcare, insurance, life sciences,
People Analytics, Workday Prism Analytics, Workday
manufacturing, nonprofit, professional services, retail
Recruiting, Workday Talent Optimization, and Workday
and hospitality, and technology, among others. Workday
Time Tracking.
also offers Workday Grants Management, Workday
Professional Services Automation, and Workday Student
for higher education.

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Workday Value Chain

Development Marketing Deployment Product Updates,

and Sales Product Releases, and
Customer-Support
Activities

Corporate and Business development Professional services Continued provision

product strategy Sales generation to deploy applications of cloud applications
New market research Customer engagement Delivery assurance Application-infrastructure
Technology research Customer training management

Product management and education Product updates

Software design, Customer value Product releases

development, testing optimization Customer support
Quality assurance

With the exception of strategy and research, our value chain’s greatest impacts at every phase include:

Customer Privacy and Energy and

Satisfaction Data Security Carbon Footprint

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Materiality
Workday regularly identifies a core set of priority issues to guide our environmental, social, and governance (ESG)
strategy as well as our disclosure reporting. These priority issues reflect the ESG topics of highest concern to
Workday and our stakeholders.

How We Determine What Matters Most

We focus our sustainable business practices and reporting on those areas that are of most interest to shareholders We define priority issues
and where our business can make the most impact and help inspire a brighter work day for all. To determine those based on thorough
areas, we conduct a materiality analysis that involves the following key steps: reviews of frameworks,
including GRI and SASB.
1 Identification
We identify key stakeholders and their interests, as well as issues that are a priority for Workday or those that
we significantly impact. These priority issues are plotted on an initial materiality matrix.

2 Definition
We define priority issues based on thorough reviews of various frameworks, such as Global Reporting
Initiative Standards (GRI) and the Sustainability Accounting Standards Board (SASB) Software and IT
Services industry-specific guidance. We also consider topics raised by external research, NGOs, and ESG
rating, and ranking agencies.

3 Engagement
Prior to COVID-19, we would gather feedback through stakeholder surveys at our user conferences
Workday Rising and Workday Rising Europe, which include customers, partners, prospective customers,
and employees. Our 2019 surveys garnered input from more than 2,200 stakeholders.

4 Validation
Based on input and feedback from stakeholders, we refine our initial materiality matrix and then analyze it
within the context of our value chain impacts and strategic corporate issues to determine our priority issues.

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Materiality Matrix
We review our highest-priority ESG issues in detail
within this report and cover lower-priority issues as
applicable. Our practice is to update our materiality
matrix and priority issues every other year to align
with our reporting cycle.

Stakeholder
Engagement

Legend

Environmental
priority

Economic
priority

Social
priority

Governmental
priority

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Issue Glossary

ISSUE DEFINITION SDG ALIGNMENT

AI Ethics Practice of using artificial intelligence (AI) with good intention to empower employees and businesses—and fairly impact #9
customers and society—allowing companies to engender trust and scale AI with confidence.

Belonging and Programs related to hiring, developing, and retaining a diverse global workforce; encouraging a culture of belonging; and #5, #10
Diversity creating products to help customers build diverse workplace cultures.

Community Programs to engage the local community where the company operates. Includes seeking and incorporating feedback into #4, #8, #11
Engagement operating activities.

Customer Programs related to customer satisfaction. Includes customer service, product stewardship, and general #8, #9
Satisfaction customer-relationship management.

Energy and Efforts to measure, manage, and minimize energy use and the resulting greenhouse gas emissions and reduce the #7, #13
Carbon Footprint company’s contribution to climate change. Includes direct and indirect energy consumption, green building practices,
reducing the impacts of Workday IT operations, efforts to minimize the environmental impacts of transporting employees,
and initiatives to reduce value chain emissions.

e-Waste Efforts and initiatives to responsibly dispose of electronic waste and increase electronics recycling and waste diversion. #12

Governance and Practices related to corporate governance and operating ethically and with integrity. Includes core values, code of conduct, #8
Ethics and governance structure.

Health and Safety Issues relating to standard occupational health and safety performance and policies, employee health and wellness #3, #8
programs, and emergency and disaster preparedness management.

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ISSUE DEFINITION SDG ALIGNMENT

Human Rights Related to a range of human rights issues. Includes nondiscrimination, child labor, forced labor, indigenous rights, freedom #5, #8
and Labor of association, and collective bargaining.

Philanthropy and Programs to give back to local communities through philanthropy and volunteerism. Includes supporting employee #4, #8, #11
Volunteering charitable investments of time and money.

Privacy and Data Efforts to safeguard customers’ sensitive business information and data. Includes initiatives to maintain rigorous #9
Security data-security standards to prevent unauthorized data disclosures.

Public Policy Participation in public policy development. Includes lobbying efforts and political contributions. #16

Stakeholder Programs related to how the company engages with stakeholders (including processes for identifying stakeholders, NGOs, #17
Engagement and partnerships). Includes stakeholder involvement in environmental and social impact programs.

Talent and Initiatives related to employee satisfaction, talent retention, and company culture. Includes employee compensation, #8
Culture benefits, performance review practices, employee recognition, quality of work environment, culture and values, and
commitment to work-life balance.

Waste Efforts and initiatives to minimize solid waste and increase recycling and waste diversion. #12

Water Use Efforts and initiatives to minimize water use. #6, #14

Workforce Programs to provide candidates from diverse, nontraditional backgrounds with training, internships, and job opportunities. #1, #4, #8, #10
Development Includes a holistic approach considering barriers participants are facing and the overall needs of the industry.

Note on materiality: As used in this report, materiality is considered “ESG materiality” and is different than the definition used in the context of filings with the SEC. Issues
deemed material for purposes of this report and for purposes of determining our ESG strategies may not be considered material for SEC reporting purposes.

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The United Nations 17 Sustainable Privacy and Data Security

Development Goals Workday is responsible for safeguarding our customers’ most
We also consider how the priority issues for Workday can further the United sensitive information and data. Along with our customers, we
Nations Sustainable Development Goals (SDGs), which are part of the UN’s 2030 must also adhere to data privacy regulatory concerns. A privacy or
Agenda for Sustainable Development. Our alignment with the SDGs is noted in data security breach could severely impact both Workday and our
the following discussion. customers’ brands, so we maintain rigorous data-security standards
to ensure the safety of our customers’ business information. Learn
more about how Workday ensures data security and privacy in
“Data Privacy & Security.”

Customer Satisfaction
Our customers’ success is why we do what we do. Customer
satisfaction is a key metric for Workday that we measure
throughout the year in an effort to retain our existing customer
base and attract new customers. Learn more about how Workday
promotes customer satisfaction in “Customer Success.”

Talent and Culture

Workday believes that happy, productive employees lead to
customer success and a prosperous business. That’s why at
Workday, employees are considered our most valuable resource
and we pride ourselves on being a great place to work. Learn more
about Workday employee learning and development, well-being,
and engagement programs in “People & Purpose.”

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Belonging and Diversity

A supportive and inclusive workplace, where everyone feels
valued, is the key to great products, happy customers, and an
innovative company. By helping recruit and retain top diverse
talent, while delivering products that help empower Workday
and our customers to accelerate belonging and diversity, we can
build an inclusive workplace for all. Learn more about Workday
diversity programs in “Belonging & Diversity.”

Philanthropy and Volunteering / Community Engagement /

Workforce Development
A healthy, thriving community is an important ingredient for
business success. The Workday Foundation focuses on creating
career pathways that unleash human potential. Through
philanthropic investments to community organizations;
engaging our employees through volunteerism to help close the
opportunity gap; and investing in and hiring candidates from Energy and Carbon Footprint
diverse, nontraditional backgrounds, we’re growing a movement A healthy environment provides the foundation for our economy
focused on opening up thriving-wage job paths for job seekers and ultimately, for economic opportunity and the future quality
with a range of nontraditional, diverse backgrounds. We strive to of life for all global citizens. We continually look for new ways
close the opportunity gap and empower people facing barriers to to positively address the planet’s sustainability challenges,
thriving-wage employment. Learn more about Workday community including investing in renewable energy projects and providing
outreach and workforce development programs in “Social Impact.” carbon-efficient products for our customers so they can minimize
their impact on the planet. Learn more about our approach to
environmental sustainability in “Sustainability in the Cloud.”

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Stakeholder
Engagement Employee Belonging
Councils create a safe
It’s not surprising that a company founded on the idea space to network, connect,
of putting people at the center of enterprise software innovate, and celebrate.
values its stakeholders.

We view our stakeholders—individuals who or entities

that are affected by our business activities—as part
of an interconnected network of partnerships that anything, as well as provide feedback directly to senior college degree, caregivers who took time away from the
promote mutual cooperation and success. That’s why leaders. Our co-CEOs also share their email addresses paid workforce to help their family, and veterans who
building relationships with stakeholders and engaging directly with employees, and our chief people officer are looking to pivot into the corporate sector.
in collaborative rather than competitive strategies is regularly asks for feedback on the pulse of our culture.
a critical foundation to our business. Included in our
business model is engaging with stakeholders to better
Local Leaders
understand their priorities and react more quickly to
Best Workday Survey Our Local Leaders are employee volunteers in over
business trends that impact our customers. We measure the employee sentiment every week with 50 of our largest field offices globally who are responsible
our Best Workday Survey that is run on our Workday for keeping the Workday culture strong by hosting
software. This allows us to understand the employee events and programs that span employee giving and
Workday Community experience and respond as quickly as possible. The volunteerism, sustainability, well-being, and fun. Their
We collaborate with our customers on Workday insights we glean allow us to help our people leaders mission is to help our Workmates feel good, do good,
Community, a portal where we can interact and focus their attention on the most high-impact areas. and have fun.
brainstorm around best practices and product features.
Customers can get their questions answered by our
experts, vote for new features, receive product updates,
Opportunity Onramps Employee Belonging Councils
and share assets, such as reports. With a mission to create economic opportunity for Employee Belonging Councils (EBCs) are employee
all, Opportunity Onramps® is a Workday workforce resource groups focused on communities of interest.
development program aimed at closing the opportunity EBCs build community knowledge and raise cultural
Workday Leadership gap. We provide paid work-based training for individuals awareness, and establish strategic partnerships. EBC
We hold regular virtual town halls between our facing barriers to employment, including young adults members create a safe space that fosters the opportunity
leadership team and employees. Any employee can ask who didn’t have the opportunity to pursue a four-year to network, connect, innovate, and celebrate.

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Governance
Workday is committed to sound corporate governance that is rooted in integrity,
ethical conduct, and compliance. As stewards of information that is valuable to
Environmental, Social, and Governance
Workday and its customers, suppliers, and partners, we prioritize trust and security
(ESG) Oversight
in both reality and reputation.
Our Nominating and Governance Committee oversees
and periodically reviews Workday policies and programs
Board Structure and Committees concerning environmental sustainability, social
The Workday board of directors oversees significant business matters, such as strategy responsibility, and governance, as well as Workday
and long-term business plans, risk management, compliance, and ethical standards and participation and visibility as a global corporate citizen,
behavior. Our board sets high standards for Workday employees, contractors, officers, while our Audit Committee oversees our global ethics
and directors. and compliance function.

In addition to selecting directors who will contribute to the Workday core values of
employees, customer service, innovation, integrity, profitability, and fun, we recognize
the value in diversity and endeavor to assemble a board with diverse skills, professional
experience, perspectives, and demographics. Our board currently consists of 12 members.
Nine of the directors are independent, as defined by the rules of the NASDAQ Global Select
Market, including all members of the board’s Audit Committee, Compensation Committee,
and Nominating and Governance Committee. Our Chairman of the Board Aneel Bhusri
is a co-founder of Workday (along with Dave Duffield) and our co-chief executive officer,
and our Vice Chairman George Still, Jr., is the lead independent director of the board. Our
board believes that the current composition and leadership structure provides effective
independent oversight of management while allowing the board and management to
benefit from the extensive executive leadership and operational experience of Anee Bhusri,
Dave Duffield, and Chano Fernandez, our non-independent directors.

Find more information on the Workday board of directors—including committees,

structure, and biographies of each director—on the Workday Corporate Governance web
page. On this page, you’ll also find the charters of each of our board committees, which
outline each committee’s respective roles and responsibilities, as well as the Workday
Code of Conduct and Corporate Governance Guidelines.

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Workday Board of Directors

As of April 2021

12 Gender Age Tenure

members 40–50
71–80
10% < 4 Years 5
20%
9 61–70 51–60
4–10 Years 4
independent
members 20% 50% > 10 Years 3
(as defined by
NASDAQ rules) 3 9
Women Men Experience

Leadership Board Diversity

50%
Chairman is a co-founder Software Executive Cybersecurity Risk Digital and
and co-chief executive officer leadership management innovation
Vice chairman
of all directors are gender and/or
is lead independent director
ethnically diverse1
Government Mergers & Public company Financial expertise Marketing and
Committees 3 2 and regulatory acquisitions and
investment
board and accounting sales
Women Asian
Audit
Compensation
Nominating and Governance
2 1 Customer and Corporate Diversity and
Black Hispanic or Latino
Investment product culture inclusion

1
Ethically diverse means self-identification as a member of one of the ethnic groups listed in California Corp. Code §301.4: Black, African American, Hispanic, Latino, Asian, Pacific Islander, Native American, Native Hawaiian, or Alaskan Native as of June 2021.

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Public Policy
At Workday, trust and transparency are core to everything we do. That’s
why we advocate for policies that bolster trust in enterprise software and
enable growth and innovation. Our Corporate Affairs team works with
policymakers, regulators, industry partners, and civil society to advance our
public policy goals and collaborate on technology partnerships for good. At Workday, trust and
transparency are core
Our policy priorities: to everything we do.

Privacy and Workforce Artificial intelligence

data flows development (AI) ethics

In AI and machine learning (ML), our work has focused on driving innovation
through ethics and trust, including advocating for “Trustworthy by Design”
AI regulation. Because the privacy of our customers’ data has always been a
priority for Workday, we support comprehensive U.S. federal privacy legislation
and work to maintain the free flow of data globally. As changes in the future of
work continue to accelerate, we focus on workforce development policy that
promotes agility through a skills-based approach to employment. We remain
committed to our core values by supporting policy that increases equality and
acceptance for all, such as providing legal status and a path to citizenship to
Deferred Action for Childhood Arrivals (DACA) recipients.

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About This Report Who We Are Materiality Stakeholder Engagement Governance

Integrity The Workday Code of Conduct describes the core • Workday Slavery and Human Trafficking Statement
values and expectations for how our employees, board
Workday is committed to observing the highest • Whistleblower and Complaint Policy
members, and contractors act when conducting
standards of ethical business conduct with our
business on behalf of Workday. We are committed to Our ethics and integrity program and efforts are
core values as our guiding principles. They provide
acting ethically and conducting business in compliance overseen by the Workday board of directors and our
a framework for leadership, daily decisions, and
with all applicable laws, and our ethics program general counsel and chief compliance officer. Our
employee satisfaction. Our values are more than
addresses the importance of: employees are trained annually on how to comply with
aspirations—they define who we are.
our Code of Conduct and the importance of acting with
• Speaking up and raising a hand when we need integrity in all business operations. We continuously
Workday Core Values help or have a concern about any potential build awareness through regular communications,
violations of our code guidance, and engagement to further support them in
• Fostering a safe and inclusive workplace where their daily work.
everyone feels valued
To learn more, visit Workday Governance.
• Protecting privacy, confidentiality, and company
property

• Acting with integrity and in an honest and

ethical manner

• Competing fairly and honestly, especially with

respect to intellectual property
Workday believes ethics and integrity are critical to • Conducting business in accordance with our
the success of our customers, our employees, and our core values and in compliance with all laws
business. We are committed to conducting business in and regulations
accordance with the laws and regulations applicable
• Caring about our communities and respecting
to our business and we strive to be one of the most
fundamental human rights in all of our operations
ethical companies in the world. We are proud to have
been named to Ethisphere’s 2021 World’s Most Ethical In addition to our Code of Conduct, we have policies,
Companies’ Honoree List. standards, and guidelines that ensure our employees and
business partners conduct business ethically, such as:
2021

• Workday Partner Code of Conduct

• Workday Supplier Code of Conduct

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Sustainability
in the Cloud
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Strategy
Workday is committed to caring for our people and
the planet, and we focus on sustainability efforts that
support our commitments to our stakeholders and
align with our core values.

Whether it is supporting our employee Green Teams

with a waste reduction campaign or mitigating our
historical carbon emissions to align with a zero carbon
future, operating in an environmentally responsible
manner is a priority for us.

We understand that in order to enjoy a healthy economy

that maximizes human potential, we need to sustain
a healthy planet. As a leading provider of enterprise
cloud applications, our approach to environmental
stewardship focuses on the key areas that are most
material to our business. These include our carbon
footprint, investments in renewable energy, stakeholder
collaboration, reducing and responsibly disposing of our
e-waste, and engaging with our employees to maximize
their collective impact on how we operate. We continue
to look for and adopt new ways in which we can
positively address sustainability challenges.

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Priorities and Commitments

As a provider of cloud applications, our priorities
surrounding our environmental performance work in
tandem with our operating model. Our supply chain
is fairly simple—and our priorities reflect the material Our Commitments
impacts of each of these aspects of the business.
Our business consists of people, software, office
facilities, and data centers. We describe our process
and rationale for identifying material aspects of
sustainability at Workday in our materiality analysis.
Net-zero Set a 1.5°C Use 100%
Our main focus areas are reducing our carbon footprint
carbon emissions science-based target renewable electricity
and investing in renewable energy programs to address across our offices, across the entire across our global operations,
climate change. We also collaborate with industry data centers, and value chain including all of our offices
leaders and advocate for government policies to business travel and data centers
support the transition to a low-carbon economy. In
addition, we aim to responsibly dispose of 100 percent
of our electronic waste across our operations. We
engage our employees at the local-office level through
our global Green Teams program, and also provide
Responsibly dispose Expand Green Teams
them with tools to lighten their environmental footprint in our largest offices to provide a
of our electronic waste
outside the workplace. platform for engagement and empower
employees to introduce meaningful
Our Environmental Sustainability Policy outlines our sustainability practices at Workday
high-level commitments, while the commitments to the
right provide specifics about our strategic sustainability
goals and focus areas.

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Advocating for a Low-Carbon Climate Policy corporate sourcing of renewables across Europe as part
of a green recovery.
Economy In addition to our climate and energy policy
While our sustainability commitments are important engagement through Ceres BICEP Network and Silicon In October 2020, we joined together with other major
ways in which we can positively address the planet’s Valley Leadership Group, we look for opportunities to companies with a letter to Virginia’s state utility
sustainability challenges, we recognize that collaboration advocate for policies that support a just transition to regulator supporting Virginia’s transition to 100 percent
is critical in tackling a challenge as significant as a low-carbon economy. In May 2020, we joined more carbon-free electricity and encouraging this to be
climate change. We magnify our impact by engaging in than 300 businesses to call on the U.S. Congress to done as cost-effectively as possible. Workday has a
strategic, collaborative efforts with a focus on promoting pass a resilient economic recovery plan while working commitment to 100 percent renewable electricity and
renewable energy, data center sustainability, and a toward long-term climate solutions. This was the largest with four data centers in Virginia, we see cost-effective
decarbonized economy. business-led lawmaker education and advocacy day carbon-free electricity as important for meeting our
focused on climate legislation. sustainability commitments and those of our customers.
That’s why Workday participates in collaborative groups,
including: We know clean energy must be a part of our green Following the election of President Biden in 2020, we
economic recovery post-COVID-19. We also recognize signed We Are All In, which joins U.S. cities, states,
• Business Alliance to Scale Climate Solutions the responsibility corporations play in this effort. In June tribal nations, businesses, and other entities to call
• Business Council on Climate Change 2020, we joined more than 50 companies calling for for a national mobilization on climate action and
clean recovery.
• Ceres BICEP Network

• Future of Internet Power In 2021, we signed on to support the Federal Clean

Energy Policy Statement, calling on the federal
• RE100
government to enact national policy solutions that will
• Renewable Energy Buyers Alliance accelerate the transition to a zero-carbon power system.
• Silicon Valley Leadership Group This joint policy statement, organized by the Renewable
Energy Buyers Alliance (REBA), emphasizes the need for
• Step Up Coalition
ambitious policies that modernize the power grid and
• We Are Still In
ensure it is resilient, affordable, customer-focused, and
most importantly, carbon free.

Our Sustainability team works directly with our Corporate

Affairs team to ensure consistency between our climate
change policy and the positions taken by the trade
associations of which we are members.

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A Carbon-Neutral
Cloud
Due to this
Workday provides all of our customers—more than Several large organizations shared their experience
energy savings
8,000—with a carbon-neutral cloud. This goal was with CDP to further quantify the positive impacts of
project, our per-
server electricity
achieved in 2017 across our global operations. Our moving to the cloud while decommissioning their own
consumption has
data centers use 100 percent renewable electricity, servers and data centers. These companies found
decreased by
effectively reducing data center Scope 2 market-based that by moving to cloud-computing solutions, they 30 percent and
emissions to zero. realized lower energy costs for shared computing, while our per-server
simultaneously reducing their own carbon emissions. carbon emissions
Workday also obtains the Power Usage Effectiveness
have decreased
(PUE) for each data center to understand the total energy Internal use of IT systems is often a large portion of the
by 35 percent.
attributable to our use, and we procure high-quality total carbon-emissions footprint of many companies.
carbon offsets to mitigate those emissions, effectively Moving to cloud applications such as Workday can
reducing our data centers to net-zero carbon emissions. save money and reduce carbon emissions. This creates
value beyond the environmental impacts, benefiting
Even without our specific efforts, we know that moving
corporate stakeholders and the bottom line.
to the cloud is more sustainable. Numerous studies
have shown that cloud computing is more energy and years, we have enabled power-savings settings across
carbon efficient than traditional on-premise computing, Engineering a Better Carbon 80 percent of our physical servers globally.
including a 2013 Lawrence Berkeley National Laboratory Footprint The results are in: We have significantly reduced both
report that indicated that moving all office workers in
In late 2018, the Workday data center infrastructure
the United States to the cloud could reduce the energy server electricity consumption and carbon emissions.
team undertook a unique power optimization project.
used by information technology by up to 87 percent.
A team of performance, infrastructure, and data center Although we’ve increased the number of physical servers
engineers worked together for over six months to by approximately 80 percent since we started the
identify the BIOS settings, kernel parameters, and project, our total data center electricity consumption
appropriate processor drivers for our servers across only increased by 25 percent. Due to this energy savings
various models to enable power-saving settings that project, our per-server electricity consumption has
could significantly reduce power consumption without decreased by 30 percent and our per-server carbon
impacting application performance. Over the past two emissions have decreased by 35 percent.

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This means on an annual basis, Workday was able to reduce power consumption by 29,000 MWhs over
business as usual and reduce its carbon emissions impact by an amount equivalent to the emissions
from burning 13,220,000 pounds of coal.

The upgrade will continue to be implemented in all new servers going forward. In an effort to reduce
the emissions impact of its operations, Workday will continue to monitor its data centers for additional
improvements that increase efficiency and reduce our carbon footprint.

Engaging with Our Data Center Colocation Providers

Although Workday does not own our data centers (we use colocation providers instead), we evaluate
PUE, the energy mix of the local grid, and whether the colocation provider procures 100 percent
renewable electricity in our data center selection criteria. The Sustainability team at Workday works
closely with our Infrastructure team to ensure that we consider energy efficiency, renewable electricity,
and carbon emissions during our data center selection process. We consider our internal price on
carbon when selecting data center locations and colocation providers that reduce greenhouse gas
This means on an annual (GHG) emissions.
basis, Workday was able to
reduce power consumption by Engagement with our colocation providers is enabling Workday to identify high-quality renewable
29,000 MWhs over business energy purchases that meet Scope 2 quality criteria, as well as encourage our colocation providers
as usual and reduce its to directly procure credible renewable energy. Workday was one of the founding signatories to The
carbon emissions impact Corporate Colocation and Cloud Buyers’ Principles, which outlines six criteria that companies using
by an amount equivalent to colo services would like to see their providers meet, such as providing data on customer energy
the emissions from burning consumption, disclosing facility energy sources, and supporting renewable energy advocacy efforts.

13,220,000 pounds of coal. Workday now requires any new data center colocation provider to procure credible renewable energy
for 100 percent of the site as part of our selection criteria. In some cases, this means working with our
colocation providers during our procurement process to help them understand high-quality impactful
renewable options available for the location, such as virtual power purchase agreements (VPPAs) or
utility renewable energy tariffs, and requiring contractual commitments to source 100 percent renewable
energy for the site, thereby benefiting all tenants in our multi-tenant facilities. By partnering with our data
center providers, we can accelerate the transition to a cleaner cloud.

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Clean & Renewable Energy

Scope 2 Market-Based Emissions

Offices and data centers globally
(metric tons CO 2 e)

40,000 40,584
Default Grid Emissions
36,611 Total emissions if Workday
34,330 did not match electricity
35,000 33,894
consumption with renewables
(location-based emissions)

Our goal is to power our offices and data centers worldwide with 100 percent 30,000

renewable electricity. This means sourcing renewable electricity from

renewable energy sources equivalent to what we use globally on an annual
25,000

metric tons CO2e

basis, in alignment with the criteria outlined by RE100. In FY21, we matched
100 percent of the electricity we used at our offices and data centers globally
20,000
with clean, renewable sources.
Workday Emissions
Emissions after accounting for
This means that all of the data centers that run our cloud applications—in both 15,000
Workday renewables purchasing
(market-based emissions)
the U.S. and Europe—are using renewable electricity. Our commitment to clean
energy has been recognized by the EPA through its Green Power Partnership
10,000
program. Workday has achieved 100 Percent Green Power Purchaser status for
the U.S. market, which we have maintained every year since 2008.
5,000

33
0 0 0
0

FY18 FY19 FY20 FY21 FY18 FY19 FY20 FY21

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Our Renewable Strategy

Our first priority is always energy efficiency. We aim to use as little energy as possible, because the cleanest energy is the energy you never use.

Renewable
Supplier-Sourced Utility
On-Site Long-Term Energy and
Renewable Renewable
Generation Investments Energy Attribute
Energy Energy Tariffs
Certificates

Where feasible, we will prioritize We engage actively with Where appropriate, we take Where feasible, we engage in In locations where we
on-site renewable energy our colocation data center advantage of utility renewable strategic renewable energy can’t feasibly add on-site
generation at our offices, such providers to encourage energy—otherwise known as investments, such as VPPAs, renewables, or in markets
as solar arrays. For example, renewable energy investments green—tariff programs through that add clean energy to where we can’t execute a
our first new-construction that are mutually beneficial. energy suppliers for our offices. regional grids where we have long-term investment such
office building has on-site solar In FY21, Workday data center We review these tariff programs operations. For example, our first as a VPPA, we purchase
providing up to one-third of the partners provided 15,030 MWhs to ensure they meet the quality VPPA provides our five Virginia renewable energy from newer
building’s electricity needs. of renewable energy to power criteria in line with the GHG data centers with 100 percent projects within the same
operations in Oregon; Virginia; Protocol’s Scope 2 Guidance renewable electricity. market. Where possible, we
Ontario, Canada; Amsterdam, and RE100 Technical Criteria. aim to purchase from projects
the Netherlands; and Dublin, While currently only a small located on the same grid as
Ireland. Workday will continue portion of our global office our facilities. We prioritize
to encourage this type of electricity load, we hope high-quality certifications of
supplier relationship through to grow our use of these verified renewables, such as
our advocacy as a member utility-supplied renewable Green-e RECs, EKOenergy
of REBA’s Future of Internet energy options going forward. GOs, and I-RECs, as well as
Power initiative. Workday now renewables directly from local
requires any new data center utilities that meet the Quality
colocation provider to procure Criteria outlined in the GHG
credible renewable energy for Protocol. We prioritize wind,
100 percent of the site as part solar, and small-scale hydro.
of our selection criteria.
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Creating Pathways to Clean Energy

In 2018, we partnered with Bloomberg, Cox Enterprises,
Gap, and Salesforce to sign the first-ever small-buyer
aggregate renewable energy project. Our group aims
to create a blueprint for other smaller buyers to engage
in similar aggregation projects that achieve the
large-scale impact that traditionally only the largest
corporate buyers can achieve. This project received the
2019 Green Power Market Development Award from
Center for Resource Solutions and the 2020 Innovation
Award from Smart Energy Decisions.

This 100 MW off-site solar project became operational

in late 2020, and now provides five of our data centers
in Virginia with clean electricity.

This collaboration is relatively

unique for this type of sustainability
investment, and we’re grateful for
partners who see value in working
together toward a common goal.

Erik Hansen, Sr Director, Environmental

Sustainability, Workday

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Our Electricity Consumption

The primary form of energy that Workday purchases is electricity, which is consumed in our data centers and our offices
worldwide. Below is a summary of our estimated electricity consumption by primary source for our reporting period.

Grid Mix Renewable Electricity Overall Electricity Use

Total MWh:

119,980
43%
FY21
EMEA
21,613
MWh

NA
Market-Based Renewable 97,846 APJ
Electricity Sources MWh
521
MWh

Indirect Large On-Site Renewable

Off-Site Purchases Electricity Generation
APJ
(VPPA) 1% <1%
1% Utility Renewable
Energy Tariffs EMEA

Supplier-Sourced <1% 18% NA

Renewable 82%
Electricity Energy Attribute FY21
FY21 Certificates
18%
79%

Detailed energy and emissions data here.

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Office Electricity Use Data Center Electricity Use

Total Offices MWh: Total DC MWh:

15,520 104,460
Ireland | 14,254

NA | 85,264 Netherlands | 4,942

CAN | 104
NA | 12,582 EMEA | 2,417 OR | 45,188 EMEA | 19,196
24 LOCATIONS 22 LOCATIONS VA | 18,591
CA | 319 GA | 21,061

APJ | 521
12 LOCATIONS

APJ CA CAN
3% NL 0.3% 0.1%
4%
EMEA
IRE
16% NA
OR
81% 12%
FY21 FY21 38%
VA
16%
GA
18%

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Carbon Reduction & Removal

In 2016, Workday announced its pledge to achieve warming to 1.5° Celsius (C), above pre-industrial
net-zero carbon emissions and power our business levels. According to scientists, the next decade will be
with 100 percent renewable electricity by end of fiscal more critical than ever to dramatically reduce carbon
year 2021 across our offices, data centers, and business emissions to help flatten the climate curve to limit
travel. We focus on these areas because they are our the worst impacts of climate change. By pledging to
most significant sources of emissions, as well as the support the Science Based Targets initiative (SBTi),
aspects of our business where we have the highest we’re aligning the Workday sustainability journey with
operational control and influence. the transition to a zero-carbon future.

By the close of our 2020 fiscal year, one year before We recognize that as a society, we’re on the verge of
We know that pledging to
our targeted deadline, we met our goal. Workday runs irreversible climate change, which not only impacts our
keep global warming to 1.5°C is
on 100 percent renewable electricity (in addition to natural world but also our global economy and society.
certainly the most ambitious
offering our customers a carbon-neutral cloud) and In order to truly achieve a net-zero future by 2050, we
of science-based targets to
we’ve achieved net-zero carbon emissions across our must collectively keep global warming to 1.5°C above
take on. But we deeply believe
offices, data centers, and business travel. pre-industrial levels.
this lofty (yet achievable)
commitment is the type of We achieved this milestone through a combination Our reduction targets will not only include our direct
action companies need to take of operational efficiency, procurement of renewable operations, but also our entire value chain. This builds
to make the most positive energy equal to 100 percent of our consumption, and on our work to date in engaging with our data center
impact on our environment. investment in high-quality carbon offset projects. This providers, as well as our collaborative efforts with the
means we are providing all of our customers globally Renewable Energy Buyers Alliance Future of Internet
with a carbon-neutral cloud. Power to source renewable electricity and reduce
emissions across the data center industry.

Committing to a 1.5°C We know that pledging to keep global warming to

Science-Based Target 1.5°C is certainly the most ambitious of science-based
targets to take on. But we deeply believe this lofty
Workday has committed to set science-based
(yet achievable) commitment is the type of action
emissions reduction targets—across the entire
companies need to take to make the most positive
value chain—that are consistent with keeping global
impact on our environment.

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Workday Carbon Intensity Reduction

(Location-Based)
FY21 GHG Emissions

58%
reduction in carbon intensity per
Employee Commute
Data Centers Offices Business Travel and Remote Work
square foot of office space since FY15
50,360 5,598 5,497 9,238
Scope 2 + 3 Scope 1, 2 + 3 Scope 3 Scope 3

46%
reduction in carbon intensity per
total revenue since FY15
Total MT CO2e
70,693

62%
reduction in commute and remote work
1,470
Scope Breakdown

40,584 0 28,639
emissions per employee since FY16
Scope 1 Scope 2 Scope 2 Scope 3
natural gas, diesel, fugitive location electricity market electricity business travel, employee
refrigerants, company- commute and remote work,

47%
operated vehicles non-IT data center electricity,
Detailed energy and emissions data here.
serviced offices

reduction in data center carbon

intensity per subscription revenue
since FY15

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Total GHG Emissions Over Time

(Location-Based)

130,238
105,711
Data Centers

Data Centers

Offices 70,693
Offices

Data Centers
Business Travel
Business Travel

Offices
Business Travel
Employee Commute Employee Commute Employee Commute
and Remote Work
FY19 FY20 FY21

Detailed energy and emissions data here.

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Using an Internal Price on Carbon Our carbon management strategy focuses on

To achieve our sustainability goals and meet our climate the following:
commitments, we established an internal price on our
greenhouse gas emissions. This aligns our investments
to accelerate the transition to a zero-carbon future,
creating a financial incentive to support business
decisions that reduce carbon emissions. We allocate
costs across cost centers to ensure that areas of our 1 Avoid carbon-intensive 2 Reduce through
business—for example, our data centers or offices—are activities. efficiency.
accountable for their emissions footprint and use those We seek opportunities to We focus on reducing the
funds to procure renewable energy and finance carbon choose less-carbon-intensive carbon intensity of our
offsets to help us meet our goals and maintain our options over those with a operations through high-
commitment to net-zero carbon emissions across our larger carbon footprint. impact efficiency measures
offices, data centers, and business travel. in our office facilities and
data centers.

3 Replace high-carbon 4 Offset emissions that can’t

energy sources with be eliminated.
low-carbon sources. We purchase high-quality
We prioritize on-site carbon offsets for the emissions
renewable energy generation, that we can’t reduce through
such as solar, where feasible steps 1–3.
and purchase wind and
solar power over electricity
generated from fossil fuels
for our global operations.

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Mitigating Our Historical Emissions

While setting a science-based target is a bold commitment for the future, we know we need to continue doing more
FY20: Workday reached
right now to achieve a zero-carbon future. As of the end of fiscal year 2021, we have mitigated the entire Workday
carbon legacy (covering all our operational emissions before we reached our net-zero target in 2020) through the
net-zero across offices,
purchase of high-quality third-party verified emission reductions, or carbon offsets. This means that the Workday
data centers, and
lifetime net carbon footprint is now zero, making us one of the first major companies to reach this milestone.
business travel.

Workday Historical Carbon Emissions: Legacy Net-Zero

100,000
Electricity (offices & data centers)

Data centers (non-IT electricity)

50,000
Carbon Emissions (tCO2e)

Natural gas
Business travel

0 Net emissions (MT CO2e)

Renewable electricity

-50,000 Verified emissions reductions

-100,000

2005 2010 2015 2020

Workday’s net-zero carbon emissions goal boundary includes global Scope 1, Scope 2 market-based, Scope 3 market-based data center non-IT electricity, and Scope 3 business travel.

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Our Carbon Offset Program

To maximize the environmental and social impact of our carbon offset investments, we look for projects that meet the following criteria:

Additionality Leakage Prevention Permanence Verifiability Social Impact

Emission reductions Prevent shifting of Permanent and Rigorous independent Sustainable development,
beyond business as usual emissions to other locations long‑lasting—not temporary third‑party verification including local workforce
reductions development, and health and
well-being benefits for the
local community

Each project must be independently verified by an objective third party—someone

other than the project developer and Workday—to ensure adherence to internationally
recognized standards to quantify, monitor, and report on emission reductions. We work
with carbon project specialists who have deep expertise in carbon finance projects and
perform due diligence on each project.

We choose projects that not only have environmental benefits, but also social impacts.
For example, we support a carbon project in Guatemala that helps distribute water
filters and clean cookstoves to communities that need it—vital given the high incidence
of waterborne disease and chronic malnutrition in that country. Not only does this
project deliver emissions reductions to address climate change; the project also
promotes health and well-being by removing 99 percent of pathogens from drinking
water, and reduces the use of firewood and the indoor air pollution it creates. The
stoves are also more affordable to low-income households, saving the average family
around US$35 per year.

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Carbon Offset Map

Americas

1 USA 2 Guatemala
Colorado Grasslands Preservation Water Filtration and Improved Cookstoves
A beneficiary of the USDA Natural Resource Conservation Waterborne diseases have been identified as a national priority
Service’s Conservation Innovation Grants, the goal of this in Guatemala given the high incidence of diarrheal disease and
project is to create financial incentives for conserving valuable chronic malnutrition. This project, which is the first Gold Standard
1 grasslands through payments for protection of below-ground soil water treatment or cookstove project in the country, distributes
carbon and the avoidance of direct emissions from cultivation. water filters and stoves that enable access to clean water and
The project is located on two properties (Raven’s Nest and improve cooking conditions by increasing fuel efficiency and
Heartland Ranch) in southeast Colorado, covering approximately reducing harmful indoor air pollution. Water is purified through
18,000 acres. Learn more. a gravity-fed ceramic filter made of clay, sawdust, colloidal silver,
and carbon, which can treat 2 liters of non-potable water an hour
Standard: CAR
2 and remove 99 percent of pathogens. Learn more.

Standard: Gold Standard

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Americas

3 Peru 4 Brazil
Brazil Nut Concessions REDD+ Acre Amazonian Rainforest REDD+
Established in 2010, the Brazil Nut Concessions project prevents Ninety percent of Brazil’s Acre state is forested, but at current
deforestation and protects biodiversity on 500,000 acres in rates of destruction this could decline to 65 percent by 2030.
3 4 the Peruvian Amazon. The project is a collaboration between This collection of three projects, located along the Purus, Jurua,
the project developer and a conglomeration of over 300 small and Valparaiso Rivers of the Amazon basin, aims to prevent
concessioner landowners aimed at refocusing the local economy deforestation across 105,000 hectares of pristine rainforest,
toward the passive harvest of Brazil nuts, a valuable commodity protecting some of the world’s most biodiverse habitats. The
that can only be found in old-growth rainforest such as that projects are working closely with NGOs to build sustainable
protected in the project, and providing community members with economic livelihoods for local residents by granting land tenure
sustainable income through carbon finance. Learn more. and developing alternatives to deforestation. Learn more.

Standard: VCS Standard: VCS+CCB

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Africa

5 Uganda 6 Kenya 7 Malawi

TIST Uganda Improved Cookstoves Kulera Landscape REDD+ and Cookstoves
The TIST Uganda project is a reforestation The Kenya Improved Cookstoves Through the combination of forest
project spanning much of southwestern project utilizes distribution networks protection and the distribution of clean
Uganda working with small farm groups that serve customers at the base of cookstoves, this project uses carbon
to reforest and plant trees in a heavily the pyramid, helping households and finance to deliver significant emission
5 6
deforested landscape. The project itself institutions throughout the entire reductions, protect an important area of
consists of 1,563 small farm plots from country purchase efficient wood biodiversity value, and address the health
291 farmer groups with 1,662 individual or charcoal cookstoves to replace risks of indoor air pollution. The project
members. Uganda is one of the most traditional three-stone fires or other targets the conservation of approximately
heavily deforested countries in the world, inefficient stoves. The stoves are sold 170,000 hectares of forest and works with
7
with a 2008 study predicting that there (along with other eco-products, such 45,000 households to reduce fuelwood
may be no forest remaining by 2050. The as solar lanterns and water filters) use, develop sustainable livelihoods,
TIST project is a green exception to that. through a local partner franchise increase community resilience to climate
Learn more. model that helps ensure effective change, and promote biodiversity.
financing, marketing, and support Learn more.
Standard: VCS
to both end-customers and local
Standard: VCS+CCB
charter partners. Learn more.

Standard: Gold Standard

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Asia

8 India 9 India 10 Bangladesh

Solar Water Heating Tamil Nadu Reforestation Gas Distribution Leak Reduction
According to the International Energy Connected to more than 1,000 small groups In the Bangladesh capital of Dhaka,
Agency, 80 percent of India’s energy of subsistence farmers throughout Tamil more than 21 million people rely on natural
needs continue to be met by burning Nadu, this project integrates reforestation gas to power their homes, businesses,
coal, oil, and solid biomass. Solar water to sequester carbon with community and factories. The local gas distribution
heaters provide households, businesses, development activities to combat the company has a network that is old and in
and institutions with an in-house hot devastating effects of deforestation, disrepair, resulting in significant release of
water supply fueled by renewable poverty, and drought. The project shares methane, a greenhouse gas that is more
energy rather than carbon intensive best farming practices among these small than 20 times more potent than carbon
8 grid electricity. This project is primarily groups and through individual tree planting dioxide as a heat-trapping gas. To reduce
9 10 focused on manufacturing, distributing, activities, and enables local communities and prevent natural gas leaks, this project
installing, and maintaining solar water with greater access to food and additional is financing the purchase and import of
heaters for urban areas throughout the income sources. The farmers are provided specialized equipment to ensure long-
country. Distribution is achieved through with training and facilities to improve crop lasting sealing of leaks identified by the
private entrepreneurs or larger entities production, grow trees as sources of food, program. To date, 70 specially trained staff
that act as solar water heater dealers and use wood more efficiently as fuel. have checked more than 500,000 gas
and franchise sub-dealers. Learn more. Learn more. risers, identifying and repairing more than
37,000 leaks. Learn more.
Standard: Gold Standard, CDM Standard: VCS+CCB
Standard: CDM

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Asia

11 China 12 China 13 China

Danjiang River Solar Cookers Rural Clean Cooking Sichuan Household Biodigesters
The Danjiang River Solar Cookers These projects support low-income This project distributes small-scale biogas
are designed to improve the indoor farmers across central and southern plants to low-income rural households
air quality and living conditions of China by installing small biodigesters with livestock across the Sichuan Province
100,000 rural households in the that convert farm animal waste into of China. To support rural development
southwest of Henan Province, one clean and affordable energy. The and environmental protection, the biogas
of the poorer regions in China. The biogas captured from the biodigesters plants digest manure and recover the
11
12 13 cookers consist of a 1.7m2 parabolic is used for cooking and heating methane by-product through the process
dish, which concentrates solar energy and replaces coal, saving money of anaerobic digestion. This offers clean and
9 onto a central cooking pot and provides and reducing indoor air pollution. affordable energy to homes and fertilizer
sufficient heat for cooking the local In addition, the biodigesters avoid for agriculture. In addition to reducing
staple food of rice. Its design is ideal for methane emissions that would have greenhouse gas (GHG) emissions, the
the local diet and climatic conditions, otherwise been emitted from animal project improves indoor air quality
with ample sunshine throughout the waste and produce an effective and sanitation for rural communities.
year. The cooker displaces traditional fertilizer that can be used on Learn more.
inefficient coal-fired cooking stoves, farmlands. Learn more.
Standard: CDM, Gold Standard
significantly reducing fuel consumption
and indoor air pollution. Learn more. Standard: Gold Standard

Standard: Gold Standard

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Asia

14 Indonesia 15 Papua New Guinea

Rimba Raya Biodiversity Reserve
NIHT Topaiyo REDD+
Based on the island of Borneo in Indonesia, this REDD+ project
NIHT has partnered with traditional landowners of New Ireland
preserves carbon-dense tropical peat swamp by helping to halt
and East New Britain in Papua New Guinea to repurpose land
deforestation of roughly 65,000 hectares of forest that were
originally scheduled for commercial timber harvesting into a
15 originally slated for conversion to palm oil plantations. The project
forest carbon project. Since 2014, Papua New Guinea has been
14 focuses on both community development—encompassing
the world’s largest exporter of tropical timber wood, making
2,000 households living within the project area—and biodiversity
the island nation a key area for intervention. Carbon finance
conservation, particularly the protection of the endangered Borneo
provides landowners and communities with a valuable source
Orangutan. In order to deliver on its goals, the project actively
of alternative income instead of cutting down these critical
engages local communities to improve food security, income
rainforests. Learn more.
opportunities, healthcare, and education—all with the support
of carbon finance. Learn more. Standard: VCS

Standard: VCS+CCB

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Investing in Carbon Removal Strategies

We know it’s not enough to just offset our carbon emissions, so we have invested in
a new strategy: carbon removal. In an effort to remove and sequester carbon, we’re
supporting a $1 million investment to scale up two natural climate solution projects
focused on mangrove reforestation in Mexico and Kenya.

Mangroves can sequester up to four times more carbon than terrestrial forests
by biomass. These projects are working to become registered with emerging
methodologies such as the innovative new blue carbon methodology under
Verra’s Verified Carbon Standard (VCS). Blue carbon methods are promising,
but underfunded.

Coastal wetlands (including mangroves) cover less than 2 percent of total ocean
area, but almost 50 percent of total carbon is stored in ocean sediments. Natural
climate solutions, including blue carbon activities, currently receive just 3 percent
of total climate investment globally. This is in spite of having the potential to
deliver one-third of the total emissions reductions needed by 2030 to keep global
warming below 2°C. This lack of financial support has been a barrier to bringing blue
carbon conservation and restoration activities to scale. Our investment provides
carbon finance as a catalyst to scale up carbon removal projects like this that can
help improve water quality and fisheries, and build coastal resilience to withstand
hurricanes and floods.

On top of the environmental benefits, these projects also help provide jobs to We’re supporting a

$1 million
the local community. In Mexico, 30 full-time employees and hundreds of seasonal
workers will plant over 250,000 mangrove seedlings, creating new jobs and
economic opportunities.
investment to scale up two natural
Coupled with successful (and significant) emissions reductions, carbon removal
climate solution projects focused on
projects serve as necessary solutions on the journey to achieve long-term
mangrove reforestation in Mexico
decarbonization. We recognize that some of our Workday emissions will be very
and Kenya.
difficult to reduce by 2050, and this is why we are supporting these mangrove
restoration carbon removal projects.

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Public Cloud Infrastructure In FY21, most of our AWS usage was in the U.S. West (Oregon) region, where Amazon
has purchased and retired renewable energy credits (RECs) to cover non-renewable
Amazon Web Services energy usage. In FY21, 75 percent of our computing usage by hours and 80 percent
Workday uses Amazon Web Services (AWS) computing services primarily to run of our storage usage of AWS was in regions where AWS purchases and retires
internal development and test systems, and also offers some customers the choice environmental attributes, such as RECs and guarantees of origin (GOs) to cover all
to run on AWS in a number of regions. While this usage is material to our Scope 3 non-renewable energy usage.
footprint, we do not yet have the ability to calculate estimated emissions from our
AWS usage.

75% 7% 7%
of compute usage 5% 5% Europe
(Ireland)
by hours in FY21 Canada 2% 4%
AWS services: EC2, RDS (Central)
Europe
(Frankfurt)

80% 61%
U.S. West
64%
of storage usage (Oregon)
by gigabytes per month
in FY21
AWS services: S3, EBS, RDS

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Green Teams
We know that in order to provide our Workmates with a
special culture where they can bring their best selves to
work, we need to provide opportunities for employees
to align their purpose and passion in the workplace.
93%
of Workmates say sustainability
is very important to them or
Our Green Team program does just that, providing a that they support it.
global platform across 47 of our largest offices for our
Workmates who care about people and the planet to
take an active role in our efforts. We support these
teams through a formal Green Team Local Leader
World Oceans Day
program—an extension of our Sustainability team Green Teams do good beyond the walls of our offices.
where passionate volunteer champions lead their local For example, the Green Team in London was quick
Green Teams, inspiring employees to get involved and to pivot and partner with other Green Team cities to
help implement beneficial environmental solutions come up with a global plan for World Oceans Day 2020
across Workday operations. in a time where employees could not gather due to
COVID-19. Recognizing the opportunity across the
We provide a structured program where these Local ocean (literally), the virtual plan came together to
Leaders roll out initiatives based on themes guided by focus on the impact of plastic in the ocean not only to
our Sustainability team. They also have the latitude to animals but also to the nearly 1 million human beings
work on the programs that are most material to their from low-income countries who have to live among
local offices. We recognize that each global office is the discarded plastics. What could we do as a global
unique, and Green Teams can implement initiatives Workday community in our day-to-day lives to help?
that best fit their office culture. The answer was gaining access to the documentary
“The Story of Plastic,” and hosting a live filmmaker panel.
The program has been a success at supporting a
More than 100 Workmates were able to watch the
culture of sustainability at Workday, with 96 percent of
film and attend the panel, further continuing this very
Workmates sharing via our annual survey, "My company
important conversation.
does its fair share to reduce its environmental impact.”

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e-Waste
As a technology company offering cloud applications to When it comes to e-waste, Workday has one goal: to
our customers, the most prominent and material waste responsibly dispose of 100 percent of our IT equipment.
stream for Workday is electronic equipment. We have To do this, we implemented an Electronics Disposition
two primary sources: data centers and employees. Policy that covers all retired, excess, and obsolete
electronics generated by our global operations. The
One stream includes servers, network equipment, and
policy applies to both our data centers that provide
other infrastructure used in our data centers to provide
our cloud applications and our internal IT operations.
applications to our customers. The other includes
Workday also provides e-waste bins throughout
computers and peripherals provided to our employees
our Pleasanton headquarters campus, as well as at
to conduct their daily work.
our largest field offices, that employees can use to
responsibly dispose of unwanted electronic equipment,
Electronic Dispositions at Workday such as cables, keyboards, and other peripherals.
FY21
We have partnered with a global electronics-disposition

7,257
company that meets our requirements for operating
under ISO 14001 certification, as well as the strong
e-Stewards certification (or a comparable local
assets recycled or resold
standard). Data security is always paramount—all

193,465 lbs.
drives are wiped and destroyed while certificates of Tech Rescue
destruction are retained.
In 2019, we launched a program we call Tech Rescue, a
total weight By responsibly recycling and selling equipment for new initiative that offers refurbished tech accessories
reuse, we are reducing our environmental impact while to our Workmates. While we were still working in

$1.4 million recovering value from obsolete IT equipment. We also our offices, our employees could stop by our IT help
simultaneously prevent hazardous waste from entering centers on campus and pick up refurbished electronic
accessories, thereby keeping used equipment from
value recovered the waste stream via landfill or export, so it’s a win-win
for Workday and the environment. entering the waste stream and providing a new life to
older equipment. We’re excited to see this program
continue to grow upon our return to an in-office
setting soon.

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

Customer
Success
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Customer Satisfaction Data Privacy & Security Innovation with Integrity

Customer Satisfaction

97%
Early in 2020, our world changed overnight and circumstances. We are committed to building long-lasting
immediately customers wanted to know how to keep their relationships with our customers in four key stages:
businesses running without anyone in the office. We knew
our customers needed help adapting and responding to
a quickly changing environment. With many customers
customer satisfaction rating Deployment
serving on the front lines in industries such as healthcare,
We have 70 percent of our
hospitality, finance, retail, and others, we immediately
customers live because of our
shifted all training, deployments, and support to virtual.
carefully vetted partner ecosystem,
Once customers understood that our service levels for deployment best practices, and
our financial management, human capital management, our own deployment offering.
analytics, and other cloud solutions would not be impacted
by the pandemic, we took a step back to figure out how to Education and Training
help each customer based on how COVID-19 was affecting Our education services help
their specific industry. As the year unfolded, we saw an acute customers efficiently adopt and
need for speed and agility across operations. In some cases, make the best use of Workday.
people were redeployed to handle the urgent demands
We were looking for a partnership
of their business, while others needed to learn or acquire
with a company that is innovating new capabilities immediately to serve their customers.
Optimization
and that is on a platform that is We provide the services customers
focused on user experience. Workday need to increase the value of their
is that company. A 97 Percent Customer investment.
Satisfaction Rating
Shamim Mohammad, SVP, Chief Information
and Technology Officer, CarMax As a company, Workday sets an annual goal to achieve at Support
least 95 percent customer satisfaction. We’ve continued We are committed to quickly
to stay laser-focused on customer success, delivering resolving customer issues with
the vision and innovation that global organizations need around-the-clock support.
to navigate rapidly changing business and workforce

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

Conversations for a Changing World

Throughout a turbulent 2020, many business leaders learned to lean
on their peers. Together, companies brainstormed how to support
employees, heal communities, and move organizations forward while
simultaneously grappling with big challenges and enormous change.

At Workday, we hosted Conversations for a Changing World, a global

digital event to help facilitate important conversations among business
leaders both across and beyond our customer community. During this
event, we brought together global leaders and changemakers to share
ideas and inspiration.
Satya Nadella, Serena Williams, and Reese Witherspoon
With a diverse group of speakers, we covered a variety of topics, were among the speakers at the Conversations for a
from digital acceleration and diversity, to skills-based hiring and how Changing World digital event.
to plan in times of uncertainty. This event served as a convener for
organizations looking to solve some of today’s toughest challenges.

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

Data Privacy & Security

Compliance
At Workday, trust is woven into the fabric of everything we do. Our customers take a
trust-but-verify approach to gain assurance that Workday has the tools, technologies,
processes, and controls in place to protect their data. To evidence these safeguards,
Workday provides our customers with independent third-party audit reports, such as
Service Organization Control (SOC) 1 and SOC 2, as well as certifications to ISO/IEC
27001, ISO/IEC 27018, and PCI-DSS. Find out more about our compliance program.

Security
Our top priority is keeping our customers’ data secure. We employ rigorous security
measures at the organizational, architectural, and operational levels to ensure that
their data, applications, and infrastructure remain safe. Find out more about our
robust security program.

Privacy
Workday is deeply committed to protecting our customers’ privacy. We provide
our customers with an in-depth data protection commitment that sets forth our
responsibilities and obligations as a data processor. In addition, we strongly support
regulations that protect the cross-border transfer of personal data.
Our top priority is
keeping our customers’ Emphasizing innovation and enhanced privacy protections to our customers and the
data secure. individuals within their organizations enables us to help customers meet their own
GDPR compliance requirements. Privacy by design is closely tied to the Workday
core values—especially integrity, customer service, and innovation. We take pride in
upholding these values through the way we provide the Workday service and operate
from a compliance perspective. Find out more about our global privacy program.

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Innovation with Integrity

Workday Ventures companies to shape tomorrow’s technology, and about
one-third of our current portfolio companies were
Workday Ventures is the strategic capital arm of Workday,
founded or are led by women.
Inc., focused on accelerating the growth of emerging
enterprise software companies that are valuable to Taking a closer look at our Workday Ventures portfolio,
Workday customers and complementary to Workday four companies are registered B-corporations and nine
products. At its core, Workday Ventures is about were founded by women. In fact, when we look at the
investing in companies that create opportunities for all. companies we’re supporting through Workday Ventures,

Our Investment in Jobcase As an investment partner, we help accelerate

we see a few common threads. Each company:

innovation by connecting the next generation of • Supports a strong, inclusive future

Jobcase is a social media platform built to
enterprise technology companies with the vibrant
empower workers—particularly the 80 percent • Represents society
Workday community of customers, partners, and
who are hourly workers or tradespeople, may
employees. We partner with innovative, early stage • Focuses on helping people be their best, both
not have a college degree, or may change jobs
personally and professionally
frequently. With more than 110 million registered
users, the social platform provides tools to help • Brings innovative solutions to the Workday
people access job opportunities, build resumes community
and online profiles, connect with others to share
Workday Ventures holds a responsibility across the
experiences, and enable companies to expand
industry to create opportunities for all—a challenge
their brand reach to target this large community
that became more acute in this past year. The COVID-19
of active and passive job candidates.
pandemic set off disruptive changes for workers across
all industries. In addition, social and racial justice have
Our mission within Workday Ventures taken center stage as we acknowledge the important
work we have to do to support more diverse workforces,
is to be a force multiplier for innovation
communities, and opportunities.
by accelerating the growth of emerging
enterprise software companies.

Mark Peek, Managing Director

and Co-Head, Workday Ventures

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

The pandemic, the economic fallout,

and the focus on social justice are
changing things really fast. Before,
human resources and ethical AI-tech
had been on this digital transformation
journey of incremental improvements Our Investment in pymetrics
to make the hiring experience more
pymetrics, a Workday Ventures portfolio company, offers a talent-matching platform that uses a unique
efficient, effective, and fair. People
dataset, captured through a series of behavioral science-based exercises that objectively measure
have had to rethink how jobs are done,
cognitive, social, and behavioral attributes, and ethical artificial intelligence (AI) to match individuals
and what skills are needed. More
with their best-fit job. The pymetrics’ technology hits at the heart of what will make our workplaces
companies are suddenly more ready better, more diverse, and more inclusive. It removes inherent bias from the hiring process to more
to look at using science, technology, accurately and fairly match the right people to the right job.
and new ways to measure potential
and assess talent.

Frida Polli, CEO, pymetrics

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

The Skills Cloud That’s why we built Skills Cloud, a machine learning
(ML)-powered, universal skills ontology in Workday
Skills are the new currency in the changing world
Human Capital Management (HCM) that helps
of work. By considering skills instead of pedigree or
organizations cleanse, understand, and relate job skills
connections, organizations can make smarter hiring
data. This technology serves as a foundation for our
decisions in the first place and enrich the employee
talent mobility functionality.
journey later with upskilling and more internal mobility.
Companies can also better identify skills gaps across
the organization in light of future business goals and Workday Talent Marketplace
source their talent more strategically to help drive the Workday Talent Marketplace is our talent mobility
business forward. application that enables employers to connect
Advances in technology will continue their people with targeted opportunities for greater
Employees are always learning and developing new
to change the way we view talent and organizational agility. Workday Talent Marketplace helps
skills through on-the-job experience. The business
organize our workforces. In the face landscape is always evolving, even faster than most
companies foster employee development and better
of this, it will be HR’s responsibility to recruiting technologies. So to effectively connect
allocate talent to meet evolving business needs—all
provide the leadership necessary to people with opportunities, organizations first need to
greatly improving how work gets done.
ensure workers have the new skills understand the skills their people have, and then find Overnight, the COVID-19 pandemic changed the
required for our organizations to the skills gaps within the organization. nature of work and the way businesses operate. To stay
remain agile, efficient, and prepared for competitive in this dynamic environment, organizations
whatever disruptions the future brings. have had to accelerate adoption of emerging talent
strategies—more agile organizational structures, greater
Ashley Goldsmith, Chief People Officer,
Workday internal mobility, and gig and project work. Market
uncertainty has also impacted employee expectations
and needs, prompting workers to reevaluate whether
they have the skills and capabilities that will position
them for future success.

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

Workday built up its talent marketplace functionality to in Workday to match people to opportunities by
help customers navigate this changing world of work comparing their skills and interests against the
and enable them to more effectively redeploy, reskill, and organization’s full-time, project, and gig work
upskill employees to support the business as new needs skills requirements.
arise. Equally important, Workday Talent Marketplace • Build a more agile workforce. Workday Talent
helps employers connect their employees with the Marketplace enables a faster transition to a
targeted development and growth opportunities they more agile workforce, helping companies quickly
seek to further their career goals—ultimately helping to tap into internal talent pools to fill projects,
improve engagement and retention. short-term gigs, and full-time roles, and reskill
and upskill employees to adapt to change. As
With Workday Talent Marketplace, organizations can:
a result of the pandemic, many companies are
• Make skills-based connections between people experiencing surges in demand and requiring
and opportunity. Workday Talent Marketplace additional resources in one part of the business,
leverages the ML-powered Skills Cloud feature while other areas may have less need and an
People have far more capabilities
overcapacity of resources. Workday Talent
than what they enter into a resume
Marketplace can identify employees that best
or CV; because our skills technology
match the skills needs of internal opportunities
can infer related skills, customers
to help companies find the right mix of
resources and more efficiently build agile
have seen a dramatic increase in the
cross-functional teams. number of skills attributed to their
workers and have enabled better
• Promote employee growth and internal mobility.
discovery and recommendations for
People are looking to increase their marketability
and want to pursue new experiences and skills
more targeted opportunity matching.
outside of their traditional roles. Workday With Workday Talent Marketplace,
Talent Marketplace delivers more personalized, organizations can build a more agile
data-driven opportunity recommendations to workforce to achieve long-term
empower employees to take an active role in success in a skills-based economy.
their development, while enabling organizations
to promote internal mobility to keep their David Somers, General Manager,
Talent Optimization, Workday
best workers.

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Customer Satisfaction Data Privacy & Security Innovation with Integrity

AI Ethics
We believe that innovations in artificial intelligence (AI),
machine learning (ML) algorithms, and big data analytics
can improve our customers’ experiences and make
their businesses run better. But ML can’t function in
a silo—we embed it into our core applications so that
we can assist our customers with making data-driven
predictions across all areas of the business. The end goal
is to help humans make better decisions in order to do
more meaningful work—not to automate decisions or
remove humans from the equation. Our top priorities
with regard to promoting technology ethics include:

• AI ethics principles—We train our employees

on ways to uphold our commitments to ethical
AI, meaning we put people first, we act fairly
and respect the law, we are transparent and
Building Trust in AI and ML
accountable, we protect data, we deliver
enterprise-ready ML technologies, and we
Through Principles, Practice,
care about our society.
and Policy
Read Whitepaper
• Collaboration with industry groups on a
trustworthy-by-design regulatory approach—
We call on policymakers, regulators, civil society,
and academics to continue to develop and
refine approaches for how best to leverage the
promise of big data analytics and AI while also
promoting the ethical and responsible use of
these technologies.

• Commitment to privacy—We believe strong

privacy protections can live in harmony with the
data needs of advanced analytics and increased
data-driven decision-making.

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Belonging &
Diversity
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VIBE™ Equity Is an Investment Building Inclusive Products and Technology Workday Supplier Diversity Program

VIBE™—Value Inclusion,
Belonging, and Equity—for All
Our approach to diversity is simple: it’s about everyone. creating innovative business strategies to support
We strive to be one of the best workplaces where all organizational objectives. “Signing this pledge
employees are valued for their unique perspectives, supports our ongoing efforts toward VIBE—or to
and where we all succeed by bringing our best selves to Value Inclusion, Belonging, and Equity,” says Taylor. We’ve made substantial progress since
collectively contribute to our success and innovation. “Diverse perspectives play a significant role in driving I joined Workday just over three years
innovation—and removing barriers to inclusion by ago, and I’m especially proud of our
Employees have always been our number one core
considering ideas from all voices.” accomplishments in 2020. All of them
value, and our commitment to VIBE™ (Value Inclusion,
Belonging, and Equity) embraces a diverse culture— We’re also proud to be one of the nearly 180 companies are rooted in VIBE [Value Inclusion,
one where Workmates are encouraged to share their to put our name on the Business Statement for Belonging, and Equity], which is the
different backgrounds, experiences, perspectives, Transgender Equality, which opposes any effort to Workday approach to B&D. VIBE makes
insights, and skills to help fuel innovation and create erase transgender protections in the U.S. We’ve also us stronger as a company—connecting
a broader connection to the world. achieved a 100 percent ranking on the HRC Corporate us to our purpose, our core values, and
Equality Index for four consecutive years: 2018, 2019, our culture, and it helps unite us.
2020, and 2021.
Our Progress Toward a More Carin Taylor, Chief Diversity Officer, Workday
Diverse and Equitable Future
From embedding equal pay efforts into our company-wide
VIBE Is Everyone’s Responsibility
equity initiatives to signing the CEO Action for Diversity at Workday
& Inclusion pledge, we’re doing what it takes to build an VIBE is foundational to how we live Workday core
inclusive workplace for all. values and achieve our purpose of “inspiring a brighter
work day for all.” To do that, every Workmate needs to
Our Chief Diversity Officer Carin Taylor and our
understand what VIBE is, why it’s so important, and how
Belonging & Diversity (B&D) team are charged with
to put it into action. At Workday, we think of inclusion
as a behavior, belonging as a feeling, and equity as an
investment. All our programs work toward inspiring a
brighter work day for all through actionable ways to
commit, drive, and thrive.

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VIBE™ Equity Is an Investment Building Inclusive Products and Technology Workday Supplier Diversity Program

Inclusion is a behavior. business (DVBE), lesbian / gay / bisexual / transgender-

The VIBE Way. The VIBE Way, a learning journey designed owned business (LGBTBE), indigenous-owned business,
to equip and empower all employees with the tools and and other small business-owned enterprises.
resources to incorporate VIBE into everything we do—
Accessibility. Not just critical for assistive technology
from the language we use every day, to how we approach
users, accessibility is also foundational in creating great
our work and each other, to the way we recruit and hire
user experiences for everyone. Accessibility is even
diverse talent at Workday.
more important for enterprise technologies such as
Employee Belonging Councils. EBCs are employee Workday, because if workers cannot perceive, operate,
Creating a brighter workplace that is
resource groups focused on communities of interest. and understand these technologies, it can create a
safe, equitable, and inclusive for all is
EBCs build community knowledge and cultural barrier to fully participating in the workforce. This is
central to our culture and brand. Having why Workday has initiated several efforts internally to
awareness, and establish strategic partnerships. Learn
a VIBE council in APJ is integral to the commit to addressing accessibility holistically across
more about EBCs at Workday in this section below.
success of this movement and thinking. the company, in addition to continued coordination
It provides a way to hear diverse Supplier Diversity program. Working with our between product teams and dedicated accessibility
perspectives in the region and drive Global Procurement Office, we are looking for more subject matter experts.
forward important initiatives to create opportunities where Workday can make a difference.
equality and belonging. We believe one way is to build a supplier base that
mirrors the diversity of our workforce and customers.
David Webster, Senior Vice President, To that end, we created the Supplier Diversity program,
APJ, Workday where the focus is on growing and supporting a supplier
network that truly embodies our VIBE principles. Accessibility is not only critical
for assistive technology users,
To achieve our supplier diversity goals, our Global but is also foundational to
Procurement Office is refreshing our policy, processes, creating great user experiences
and systems, and establishing new metrics. These for everyone.
actions will allow us to accelerate and increase our spend
with qualified minority-owned business (MBE), women-
owned business (WBE), disability-owned business (DBE),
veteran-owned business (VBE), disabled veteran-owned

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Workday has invested in creating a dedicated Accessibility

Research and Training (ART) Lab program to promote
digital inclusion through education, hands-on training,
and user research activities. Through more than 1,000
enrollments for role-specific accessibility fundamentals
training within its first year of opening, the ART Lab has
already created a major boost in accessibility knowledge
and awareness in many areas of the company.

Workday has also invested in additional accessibility

automation for our development pipeline. Evaluating
accessibility criteria against an established rule

set enables us to validate code consistency as Belonging is a feeling.

enhancements are delivered, and gives evaluators the We work hard every day to nurture a culture at Workday
ability to focus on more complex usability needs that where all of us feel we belong and that there’s a way for
can’t be assessed without manual investigation. us to thrive—regardless of our race, background, unique
experiences, or anything else that makes us who we are.
Our Product VIBE Council objectives Functional/regional VIBE councils. Workday leaders
will not only ensure a greater sense of are passionate advocates of creating an inclusive work We celebrate diversity in many ways, and to help share
environment for Workmates. Their representation, this message at Workday we held our first-ever VIBE
belonging for our employees through
support, and modeling of inclusive behaviors helps Celebration Week in 2019 as the catalyst for driving true
mentorships and intentional training
reinforce our commitment to diversity. change within our company. It was a week of more than
and development, but will also expand
125 educational events across 25 global Workday locations
our talent pools. Each one of us plays an important role in fostering this
that explored the many ways to value inclusion, belonging,
culture of VIBE. In order to further our efforts, each
Andrea Ruiz, SVP, Engineering Services, and equity for all. Throughout the year, we celebrate more
leader and function/region developed a VIBE strategy
Workday than 12 different diversity-related programs and months,
council to meet the needs of their specific organization
from Black History Month to Women’s History Month to
or region. Our VIBE councils focus on integrating VIBE
Hispanic Heritage Month, and more.
initiatives into the business.

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Our Commitments to VIBE B&D team will work across all our Workmate
communities, our VIBE Accelerator team
Since day one, our employees have been our number
will focus initially on increasing the Black
one core value, helping shape who we are as a company,
and Latinx populations at Workday, which
and we remain committed to rooting everything we
are currently the most underrepresented in
do to help further our commitment to equity in the
our workplace.
workplace. Against the backdrop of the social justice
movement we saw unfold in 2020, many organizations Cultivating a culture of belonging.
took action to address inequality and foster more While recruiting the best diverse talent is
inclusive work environments. a critical step, it’s equally as important to
create a culture of belonging where our
We’ve announced our commitments to support social
Workmates can bring their best selves to
justice and the internal actions we’re taking over the
work and have a sense of purpose, trust,
next three years to drive positive change, and have
connection, and growth.
established our guiding principles for B&D at Workday.

Workday VIBE Accelerator program. We formed a cross-

Building inclusive products and
functional team of more than 20 employees devoted full
technology.
We take our role as the HR software provider
time to driving our company-level commitments and
for some of the world’s largest organizations
helping to accelerate our VIBE efforts across Workday,
with great responsibility, and we will continue
as well as among our customers and communities. Our
to develop and deliver products that help
VIBE Accelerator team partners with our B&D team,
empower Workday and our customers to
EBCs, and our Workmate Council—a cross-functional
accelerate our VIBE efforts.
group with several representatives from each function,
all providing feedback to the VIBE Accelerator team, Strengthening our communities.
which has prioritized the following areas of focus: We know that to truly have an impact,
we need to expand our efforts beyond our
Hiring and developing diverse
organization and must support policies,
talent.
practices, and organizations that help
With a core value of employees, we know that
empower underrepresented minorities
diverse talent is a cornerstone of our success,
through meaningful philanthropic investments
which is why we’re committed to increasing
and engagement.
the recruitment, hiring, and advancement of
underrepresented talent at Workday. While our

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Workday has donated $12 million to organizations As an organization, our employees have pledged to
that support social justice. We can’t ignore the role donate 250,000 volunteer hours by 2023 to organizations
opportunity plays in creating equity for all in the working to create opportunity for all through a new We donated

$12 million
workplace. As we continue to implement VIBE practices, volunteer initiative called Opportunity in Action.
we deeply believe that our business plays a critical Whether through mentoring, tutoring, building up
role in creating equity beyond the workplace and under-resourced communities, supporting job seekers,
within the communities where we live and work. So as or standing up with organizations committed to social
to organizations that support social justice.
part of our recent commitment to strengthening our justice, we’re encouraging Workday employees to
communities, Workday donated $12 million to a number volunteer to do their part in creating opportunity for all.
of organizations that support social justice and work
toward creating opportunity for all.

To learn more about how our Workmates are getting

involved with our social justice grantees through
volunteerism, visit the Social Impact section of
this report.

Workday has committed to filling 20 percent of its

early to mid-career roles with Opportunity Onramps®
hires. Rooted in the belief that talent is everywhere
but opportunity is not, we know that meaningfully
diversifying our workforce means making big
commitments. Through our workforce development
programs, we’re committed to creating economic
opportunity for all. Learn more about Opportunity
Onramps in our Social Impact section.

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Our Representation and Diversity

at Workday
Overall, our diversity data is in alignment with, and in some instances ahead
of, industry standards but we believe there is still much more to do, and we are
committed to doing better.

Looking at our diversity data, we’ve seen several notable trends across our
In FY21,

34%
organization this past year. For example, we continue to make strides in increasing
the diversity of our leadership—defined as roles of director and above—across
Workday. In FY21, 34 percent of Workday leadership positions are currently held by
women along with 38 percent of our global population of women in tech roles, and
women hold 41 percent of Workday management positions. Our overall global gender
representation continues to trend upward for women in leadership and management
of Workday leadership positions
positions. This is 10 percent higher than many of our tech peers, and puts Workday
are currently held by women
at the 75th percentile of comparable tech companies. To help improve, we’ve created
development programs and continue to redefine and build our talent strategies in
attracting great leaders.

FY21 Global Gender Diversity*

Women Total Global Men Women Leadership Men Women Management Men
40.1% Population 59.9% 34.1% 65.9% 41% 59%

*Leadership is defined as director and above; management is defined as associate manager through senior manager.
*In 2018 we began the optional collection of gender-identification in the U.S.
*Due to rounding these charts may total slightly above 100 percent.

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FY21 Global Age Diversity*

Under 30 Under 30
Over 50 0.0% Over 50 4.7%
17.9% 17.0%
Over 50
Under 30
Total Global 31.7% Leadership Management
Population
18.8%

30–50 30–50 30–50

63.4% 68.3% 78.3%

Underrepresented Minority
Underrepresented minority (URM) is an industry
term that refers to ethnic or racial groups whose
populations in the workplace are disproportionate
to the population in society. In the U.S., we are
referring to our Alaskan Native, American Indian,
Black, Latinx, Native Hawaiian, Other Pacific
Islander, and multiracial employees.

Total U.S. Population 12.0%

Leadership 9.0%
Management 11.2%
FY21

*Data represents all global regular employees.

*Due to rounding these charts may total slightly above 100 percent.

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FY21 U.S. Ethnicity and Race Diversity

Our U.S. ethnicity and race diversity has seen some notable trends as well. As of FY21,
underrepresented minorities make up 12 percent of Workday employees, with positive Black 2.8%
upward trends in our Black representation over the last few years, and growing from Two or More Races 3.2%
2.2 percent in FY19 to 2.8 percent in FY21. While we recognize the progress we’re
Declined to Answer 4.2% Native Hawaiian or
making, we have an opportunity to do better and are developing programs to increase Other Pacific Islander 0.7%
belonging, accelerate career growth, and usher these groups into leadership positions. Hispanic or Latino 5.1% American Indian
or Alaskan Native
While the trend in most categories is heading in a positive direction, we recognize that 0.2%
we still have a lot of work and opportunities ahead of us to get to a more equitable
Asian 32.2% Total U.S. White 51.7%
future. We continue to use data to understand the makeup of our organization and
recognize important patterns in overall representation, belonging sentiment, and Population
hiring trends. We can see that we are starting to hire more diversely and expect to see
more significant growth in the future.

Black 1.6% Black 2.6%

Two or More Races 1.9% Two or More Races 2.3%

Declined to Answer 3.8% Native Hawaiian or Declined to Answer 5.4% Native Hawaiian or
Other Pacific Islander 0.8% Other Pacific Islander 0.6%
Hispanic or Latino 4.4%
American Indian Hispanic or Latino 5.6% American Indian
or Alaskan Native or Alaskan Native
0.3% 0.1%
Asian 16.7% White 70.6%
Leadership Asian 34.2% Management White 49.3%

*Due to rounding these charts may total slightly above 100 percent.

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FY21 Tech vs. Non-Tech

Gender* Ethnicity and Race

Total Global Population Total U.S. Population

Black
Two or More Races 3.0% 2.8%
Declined to Answer 4.4% Native Hawaiian or
Other Pacific Islander 0.6%
Hispanic or Latino 4.8%
American Indian
Women Tech Men or Alaskan Native
37.5% 62.5% 0.1%

Asian 39.6% Tech

Tech White 44.8%

Black
Two or More Races 3.8% 2.8%
Declined to Answer 3.4% Native Hawaiian or
Other Pacific Islander 0.9%
Hispanic or Latino 5.9%
American Indian
or Alaskan Native
Women Non-Tech Men 0.4%
46.1% 53.9%
Asian 14.9% Non-Tech
Tech White 67.9%

*Data represents global regular employees; employees not disclosing their gender have been excluded.
*Due to rounding these charts may total slightly above 100 percent.

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Employee Belonging Councils

In celebration of our diverse and inclusive workplace, we created Employee Belonging Councils (EBCs)—employee
resource groups focused on communities of interest. EBCs build community knowledge and cultural awareness, and
establish strategic partnerships. EBC members create a safe space that fosters the opportunity to network, connect,
innovate, and celebrate.

Our Employee Belonging Councils.

Through engagement, EBCs build knowledge, create safe spaces, foster innovation, enable business
initiatives, and engage in community outreach.

BLACK @ WORKDAY DOSTI EAST ASIANS FAMILIES @ WORKDAY KAMPI

Juneteenth at Workday
To support our Black and Brown communities,
we observe Juneteenth (June 19) as a paid
company holiday for all employees. While
this is a day off, we ask employees to use the
LATINX PEOPLE WITH DISABILITIES PRIDE VETERANS WOMEN @ WORKDAY
day to participate in social justice activities in
the communities where we live and work. In
2020, our Black @ Workday EBC organized an
• Black @ Workday. Educates, inspires, and excites Black communities about careers in software technology Honoring Juneteenth celebration with special
while fostering fellowship, mentorship, and excellence. guest Hannibal Lokumbe (né Marvin Peterson), a

• Dosti. Represents the diverse region of South Asia by promoting cultural awareness, networking, leadership classical composer and jazz trumpeter who has

training, coaching, and mentoring opportunities for its members. “Dosti” means friendship. been celebrating and commemorating the African-
American experience through music and words for
• East Asians @ Workday. Fosters and promotes diversity, belonging, cultural awareness, empowerment,
over four decades. The celebration was
mentorship, and connectivity for all employees who desire to engage with the East Asian community.
a great way for employees to learn more about
• Families @ Workday. Exists to flip the narrative of what makes successful employees by exemplifying the the significance of Juneteenth.
caregiving workforce.

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• KAMPI. Strives to capture the Filipino and

Pacific Islander spirit within Workday.

• Latinx. Empowers Latinx talent and allies in

the workplace.

• People with Disabilities. A celebrated space for

employees, friends, families, and the extended
community who come together to respect,
empower, and include all people with disabilities.

• Pride. Aims to build global support of the

LGBTQ+ community.

• Veterans. Raises awareness of the unique

value veterans bring to Workday through active
participation in the recruitment, retention, and
engagement of veterans.

Families @ Workday and • Women @ Workday. This group focuses on

fostering connections among participants and
COVID-19 Support
supporting them in their professional growth
Our Families @ Workday, an EBC centered on and everyday lives.
parents and caregivers, recognized the challenge
of tailoring policies to every family experience. Our EBCs represent the voices of their communities
The group gathered feedback from parents and and foster a sense of belonging by sharing unique
caregivers, and those insights helped shape the experiences and diverse perspectives on how to be
new COVID-19 support programs at Workday. more inclusive, both in our professional and personal
The contributions from Families @ Workday lives, bringing critical and courageous conversations
include a compilation of resources to help into the workplace.
our Workmates cope with the impact of the
pandemic, as well as insights from managers
who are supporting team members juggling
work and home responsibilities.

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Equity Is an Investment
Hiring—and Retaining—Diverse AfroTech
Talent Because we are committed to strengthening and

We have strategic initiatives in place to increase the diversifying our talent pipeline, Workday is a proud

ways in which we source and recruit diverse talent, as sponsor of AfroTech—one of the largest multicultural

well as invest in mentorship, professional development, tech conferences in the United States that brings

and coaching programs to assist in reducing attrition together engineers, venture capitalists, recruiters,

and increasing engagement and advancement of technologists, and culture enthusiasts from all over the

underrepresented minorities (URMs). We have internal world. The event is designed to bridge employment gaps

referral programs and we partner with several external and change the face of technology by bringing leaders

organizations to help us source diverse candidates for in technology and business together to exchange ideas

open positions. and build a strong Black tech community.

DevelUp (Internal Program) Lesbians Who Tech + Allies

Our Black @ Workday EBC (formerly known as The As a proud sponsor of Lesbians Who Tech + Allies—

Talented Tenth) launched DevelUp, a program that an organization focused on bringing together queer

intentionally provides an opportunity framework allowing women in technology and our allies in a vibrant and

the elevation of underrepresented minorities to become inclusive community—Workday is committed to

We have internal referral future leaders. This one-on-one mentorship program strengthening LGBTQ+ visibility and offering allyship.

programs and we partner provides professional development and coaching where The event is designed to bridge opportunity gaps,
commit to intersectionality, and change the face of
with several external participants can build and strengthen core skills and
technology. The 40,000 non-binary, LGBTQ+ women,
organizations to help us other career essentials to prepare them for their next
queer women of color (and our allies) in tech who make
source diverse candidates opportunity. Many of our EBCs are working to create their
up the Lesbians Who Tech community come from
for open positions. DevelUp programs specifically for their communities.
every background and live in over 40 cities worldwide.
Annually, employees from all over the country show up
in the Castro district of San Francisco to learn, network,
and present alongside more than 6,000 lesbians, queer
women + allies across all areas of tech for Lesbians
Who Tech + Allies.

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Building Inclusive Products

and Technology
At Workday, we believe that real change is needed to customers with real-time data about their workforce, more exciting, the introduction of this option has been
guarantee equity for everyone. And that change starts including gender, ethnicity, age, veteran status, and extended to our customers, reinforcing to Workmates
here—within our own organization. other dimensions of diversity. that we have the ability to positively influence not only
ourselves, but also the world around us through product
It’s why we’re committed to building true belonging, Gender/Orientation enhancements. We also have a responsibility in this
diversity, and inclusion in the workplace. We’re listening,
making bold moves, and investing in our solutions to
Self-Identification in Workday space to our customers, as these innovations in our
product have a positive ripple effect to the thousands
create a better world for all. U.S. employees have the option to input their pronoun, of organizations in our customer community.
gender identity, and sexual orientation in Workday and
It is a priority for Workday to extend our passion for
may opt to display this publicly on their profiles. Even
creating a more inclusive and diverse workforce into our
products. Through our diversity dashboard and gender/
sexual orientation self-identification tools, we are not
only able to engage in powerful conversations about
diversity in the workplace, but also able to share these
tools with our customers.

We will continue to develop and deliver products

that help empower Workday and our customers to
accelerate belonging and diversity.

The Diversity Dashboard

Our diversity dashboard, built into our Workday Human
Capital Management (HCM) product, provides our

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VIBE™ Equity Is an Investment Building Inclusive Products and Technology Workday Supplier Diversity Program

Every diversity leader faces the huge

task of building and fostering a diverse
and inclusive workplace, but they need
deeper insights than what is offered
in products today in order to do this
effectively. Data-driven technologies
are critical in measuring and tracking
belonging, equity, diversity, and inclusion
to help us better understand and improve
VIBE Central™: Know the Diversity Measuring Outcomes with the
the experiences of all demographics.
Innovative solutions like VIBE Central and and Representation VIBE Index™
VIBE Index will help drive the successes of Your Workforce At Workday, we created the VIBE Index™ because we

we want to achieve as we strive to VIBE Central™ brings all diversity- and inclusion-related needed a way to measure our own performance across
the entire employee lifecycle—hiring, promotions,
create a more equitable workplace. data into one centralized place in Workday Human
Capital Management Workday HCM, enabling leadership, belonging, and attrition—and see how
Carin Taylor, Chief Diversity Officer, Workday organizations to set goals and then monitor progress we were doing within employee groups by looking at

against those goals. various intersections. Represented in an easy-to-read

heat map, we can easily compare progress across
employee groups and identify the areas that need the
most attention.

Visit Workday Belonging and Diversity solutions to

learn more.

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VIBE™ Equity Is an Investment Building Inclusive Products and Technology Workday Supplier Diversity Program

Workday Supplier
Diversity Program
At Workday, we believe that our supplier base should
represent the diversity of our workforce and customers. DIVERSITY CLASSIFICATIONS* % DIVERSE SPEND % DIVERSE SUPPLIERS

Working with our Global Procurement Office, we are

looking for more opportunities for Workday to make a All Diversity Classifications 16% 40%
difference. Our goal is to be deliberate about enabling
our Supplier Diversity program so that it is sustainable Small Business 15% 39%
and embodies VIBE™. To achieve our aspiring supplier
diversity goals, our Global Procurement Office is
WBE 2% 6%
refreshing our policy, processes, and systems, and
enabling new metrics. These actions will allow us
to accelerate and increase our spend with qualified MBE 0.48% 2%
minority-owned business (MBE), women-owned business
(WBE), disability-owned business (DBE), veteran-owned
DBE 0.30% 0.28%
business (VBE), disabled veteran-owned business (DVBE),
lesbian/gay /bisexual /transgender-owned business
(LGBTQ), indigenous-owned business, and other small VBE 0.09% 1%

business-owned enterprises.
LGBTQ 1% 0.14%

Green 12% 8%

*Some suppliers may be classified under multiple categories; for example, a women-owned small business.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

People &
Purpose
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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Strategy
Why This Is Important
When Workday was first founded in 2005, co-founders Aneel Bhusri and Dave Duffield wanted to make one thing clear:
our culture is our secret sauce. With a strong belief that happy employees lead to happy customers, maintaining a
strong culture of inclusivity, belonging, and fun was integral to the foundation of Workday as a company.

In a year that challenged and stretched our world more than ever before, the commitment to our core values has
served as our North Star in navigating some of the most difficult challenges we may ever encounter. In many ways,
it’s fitting that we found the right words to articulate our purpose in 2020: to inspire a brighter work day for all,
whether that’s for our customers, our employees, or our communities.

Companies need to step up and show

that we have a soul and we want to do
the right thing. We’ve got to think about
our community, our employees, and our
customers in a far more complex way
than we have historically.

Aneel Bhusri, Co-Founder, Co-CEO, and

Chairman, Workday

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Our Priorities
To truly inspire a brighter work day for all, we keep a
keen focus on our strategic priorities.

With our core values as our guiding principles, here

are our strategic priorities for our people:

Employee experience: Even before COVID-19, the

holistic well-being of the workforce—emotional
I’m proud that as a company, we were and mental health, physical health, financial health,
focused on many of the right things and family life—was a quickly rising priority for many
before the pandemic: employee organizations. Providing a best-in-class employee
experience, belonging and diversity experience has always been at the top of minds, but it’s

(B&D), and agility. What changed never been more important to meet people where they
are. To accommodate a range of situations, we provided
was the intensity and urgency of our
new benefits, from financial support to caregiver support
efforts in these areas.
to a menu of flexible schedule options. Our ongoing goal
Ashley Goldsmith, Chief People Officer, is to put employees first by prioritizing their well-being,
Workday supporting their productivity in their roles, and helping
them find or maintain their resilience. We encourage and how we’re doing our part as an organization to
our leaders to lead with empathy and kindness—a inspire a brighter future for not only our own employees,
trait that goes a long way, even across a Zoom call. but for our customers and our communities, too.

Agility: Agility and embracing change have been crucial Belonging and diversity: The social justice movement
this past year. We had to demonstrate this agility early reignited important conversations and called for
on in the pandemic, as we closed offices worldwide, actions from businesses. We recognized we had work
but needed to establish processes and protocols for to do as an organization to put our commitments and
our eventual return to the workplace. As the pandemic actions at the forefront, especially when it comes to
continues, we’ll need to continue to operate with speed a values-driven organization cultivating a culture of
and agility as we determine what’s best for the health belonging, inclusivity, and equity for all. We see our
and safety of employees, and for the business. This increased commitment to belonging and diversity as
includes how we think about talent and opportunity, an opportunity to be a positive force for change.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Our Response to
COVID-19
At Workday, we have a set of core values that guide us,
and our employees—without exception—are number
one. We wanted to support and protect them during a
very challenging time period in response to the global
pandemic. We felt that by taking care of our employees,
we were in turn helping take care of our customers. This
past year was truly an unprecedented time and we felt it
was important that we did what we could to protect and
support our workforce and community.

• We offered modified schedules to employees.

In response to COVID-19, we gave all full-time
employees the option to move to a part-time
up to ensure our employees who also serve as employees needed the additional financial
or adjusted hours schedule to better manage
caregivers were supported during this time. support and flexibility. We hoped this additional
personal needs.
Read more. pay will help alleviate some of the pressures. You
• We provided caregivers with extra support. can read more about it in our financial disclosure.
• We made an additional $1 million investment in
In addition to modified schedules, we also offered
the Workday Employee Relief Fund. Through the • We arranged for US$500 or local equivalent
work schedule flexibility for employees who
fund, employees around the world may be eligible per employee to cover at-home office setup
serve as caregivers, as well as a new Caregiver
for up to US$5,000 for reasonable expenses expenses. We also arranged for $30 monthly
Leave of Absence policy, with up to 12 weeks
caused by the COVID-19 pandemic. per employee throughout our work-from-home
of leave at reduced pay to help support those
period to offset any additional office expenses,
who may need to step away from their roles • We provided a one-time payment—equivalent to
such as Wi-Fi.
for a period of time. In addition, we increased two-weeks pay—for the majority of employees
backup care reimbursement to up to 20 days to help accommodate any unforeseen costs • We arranged one-year access to Headspace—a
per calendar year. Our Families @ Workday and needs at their discretion. With schools and research-backed app that offers meditations
Employee Belonging Council (EBC) also stepped support services moving to virtual experiences on everything from stress and anxiety to focus
or being temporarily suspended, we know our and sleep.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

• We expanded our paid sick leave policy for any Our goal is to support and empower our customers,
employee who becomes infected with COVID-19 enabling them to sync critical worker and skills data
or who needs to step away from work to care for from Workday with Work.com’s safety, health, and
a sick family member. workplace information. This will help them prepare
and protect their workplaces, safeguard and support
• In an effort to do our part to address the impact
their employees, and rapidly adjust to the changing
of COVID-19, we also made donations to
world of work.
causes that are on the front lines of this crisis
and to the communities that need our help.
Additionally, we provided our employees with Workday Vaccine Management
tools and resources so they can do their part
in supporting our communities.
Solutions
As we all know, every organization is challenged in
trying to navigate COVID-19. Vaccines are becoming
Work.com more widely available, but it’s a hefty undertaking for We joined forces with
As part of our ongoing efforts to support the Workday organizations to ensure a healthier workforce and a Salesforce to help our
community during the COVID-19 pandemic, we joined safer workplace as they return to work. mutual customers forge
forces with Salesforce to help our mutual customers ahead with their plans to
Building on our return to work solution, Workday safely bring employees
forge ahead with their plans to safely bring employees
is adding comprehensive vaccine management back to work.
back to work.
solutions to allow customers to quickly and securely
Together, we’ll offer integrated solutions between address vaccine-related efforts and bolster employee
Workday—the source of truth for real-time worker health and safety for remote and on-site workers.
information and skills insights for today’s dynamic This solution will help them securely access worker
workforce—and Salesforce’s Work.com, a new suite of immunization insight, plan return to workplace
applications and advisory resources to help business and scenarios, support worker well-being, and establish
community leaders around the world reopen safely. new operating models to adapt as vaccines become
available.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Our Culture
Core Values We’ve always been a values-first organization, but this sentiment has never been truer
than now. We knew that staying true to our values would preserve and maintain our
Our core values guide every decision we make to help protect and take care of our
culture, even virtually, and we were steadfast in our decision-making, our commitments,
people, our customers, and the community around us.
and our actions to ensure our core values were at the forefront of everything we’ve done,
especially in these past several months.

Employees Customer Service Innovation

Happy employees lead to happy customers, and that’s We are deeply committed to the long-term success We are committed to driving innovation within a
why employees are at the center of our values. We of our customers, always striving for the highest levels complacent enterprise software industry that’s
believe our employees are at their best when everyone of customer and user satisfaction. Our customers mired in legacy technologies. We gather passionate
works together and feels like they belong. We want are at the heart of every decision we make and every and creative people and build diverse teams. We
to work with talented, smart, empathetic, kind, and action we take. Our customers’ success is paramount, intentionally enhance and create a sense of belonging,
personable people who choose a team-first culture. and we relentlessly go above and beyond to solve engage our whole community, and take smart risks so
We offer an employee-first culture to support and our customers’ needs. we can continuously help shape the future.
encourage our employees and their families.

Integrity Fun Profitability

At Workday, we work hard to build and sustain a People who have fun at work do more work and We believe that profitability is like good health: it’s really
culture of honesty. We are committed to earning the better work, and have a contagiously positive effect important, and the more the better. But we don’t exist to
trust of our employees, customers, partners, investors, on their co-workers. At Workday, fun is not be profitable. We exist to build great software products,
and our communities. We believe success is important, a corporate program or policy. It’s a core value hire the best people, and deliver the best customer
but how we attain that success is just as important. that’s ingrained into the way we work. service. We believe that by living our values extraordinarily
well, making smart choices, being responsible, and
spending wisely that profitability naturally follows.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Benefits leave framework—all available from the first day of with 24/7 support. In response to COVID-19, the health
employment. See a list of benefits by significant locations. and safety of our employees is of the utmost importance.
At the heart of ensuring our employees feel valued,
We’ve offered testing kits sent to employees’ homes,
motivated, and recognized for their contributions is an New virtual healthcare programs: In the wake of the
triage of care for those infected, and access to licensed
inherent belief to take care of the whole employee (and COVID-19 global pandemic, it’s more important than
physicians no matter where you are, all from the safety
their loved ones), from competitive health and benefits ever for everyone to have a safe, convenient way to
of our Workmates’ homes.
offerings to pay and compensation. Especially amidst a access healthcare. We knew our Workmates were feeling
global social, health, and economic crisis, we know that the impacts of the year on their mental, physical, and New on-site clinic: We recently opened the Workday
providing employees with competitive pay, ownership in emotional health. To help, we rolled out a new virtual Health Center at our headquarters, available to all
the company, and a wide range of benefits has proven to healthcare network globally. Through our new virtual employees and their eligible dependents. Managed
be more important than ever. As Workday has evolved health programs, Workmates and their family members by Premise Health, the center provides convenient
and matured as an organization, we’ve generated solid across the globe can now feel confident that their access to comprehensive healthcare and wellness
financial results, and through this journey we continue medical needs are safely covered wherever they are— services, with high-quality, personalized preventative care
to share our successes with employees. and at a time and place that’s convenient for them. From providers and same-day appointments. In a time where
access to local healthcare systems, the option to work health and safety are paramount, the Workday Health
We offer market-based compensation and benefits that
with alternative doctors and providers if their regular Center allows employees to access a safe and protected
reflect our core values and align with business strategy.
doctor is unavailable, and the ability to take a doctor clinic, exclusively for Workmates and their families.
In the U.S. we offer plans to help save for retirement,
appointment at home, employees have plenty of options
such as a 401(k) plan with a company match and a Health
Savings Account (HSA). Workday funds 75 percent
of the deductible through our HSA contribution, and
monthly employee premiums are held very low to ensure
Workmates have affordable healthcare. We also offer
a variety of benefits to support family needs, including
specialized support for fertility and new parents,
At our headquarters,
reimbursement for adoption costs, contributing to a
we opened the
529 college savings plan, and even pet insurance.
Workday Health
Globally, we’ve extended our eldercare and childcare Center.
reimbursement and personal leave of absence programs
to ensure all of our employees—and their loved
ones—have the opportunity to get the care they need.
We’re also implementing a fully paid global parental

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Time off: We offer all employees generous paid time off grant additional restricted stock units to a majority of • We made a one-time payment—equivalent to
to rest, recharge, or simply take a mental health day. In employees on an annual basis. In addition, our Employee two-weeks pay—for the majority of employees
the wake of the COVID-19 pandemic, our leadership team Stock Purchase Plan provides employees around the to help accommodate any unforeseen costs
heavily encouraged all employees to take advantage world with the opportunity to purchase Workday stock at and needs at their discretion. With schools and
of our generous paid time off program to ensure our a 15 percent discount through payroll deductions. support services moving to virtual experiences
Workmates felt cared for and supported to prioritize their or being temporarily suspended, we know our
health and well-being. New programs in response to COVID-19: employees need the additional financial support
• Caregiver support: We’re offering work schedule and flexibility.
Support for staying active: Employees can request
flexibility for employees who serve as caregivers, • We expanded our Care.com benefit from 10 days
reimbursement annually for fitness expenses such as
as well as a new Caregiver Leave of Absence to 20 days to help source and pay for backup
gym memberships, classes, movement trackers and
policy, with up to 12 weeks of paid leave to help childcare providers.
apps, or equipment.
support those who may need to step away from
• We expanded our paid sick leave policy for any
Every employee is a shareholder: Upon hire, all their roles for a period of time. In addition, we’ve
employee who becomes infected with COVID-19.
Workday employees acquire ownership in Workday increased backup care reimbursement to up to
20 days per calendar year. • We’ve arranged one-year access to Headspace
through restricted stock unit grants. In addition, we
to all employees for free—a research-backed app
that offers meditations on everything from stress
and anxiety to focus and sleep.

• We enhanced our offerings with MyLifeCoach,

our Employee Assistance Provider (EAP), to
help our employees prioritize their mental
health. From free, drop-in counseling sessions
to organized counseling sessions in response
to social and civil unrest, COVID-19, and more,
we ensured that our employees’ (and their loved
ones’) mental health was always top of mind.

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Compensation philosophy. pay among all individuals, and among all races, in
At Workday, our philosophy is to pay competitively the same role.
because we know it’s a critical component to keeping
During each year’s annual compensation cycle, we run
our Workmates feeling valued, motivated, and
our pay parity analyses, and quickly adjust any small
recognized for their contributions. That is why Workday
number of disparities that may arise. We have a market-
has developed a thoughtful, competitive philosophy
based pay structure that compares our roles to that of
that is applied consistently across our entire company,
our peers in each region. As part of this review, not only
and is benchmarked every year against other companies
We believe that all do we take a look at base salary, but we also examine
with similar attributes.
on-target earnings as well as annual stock refresh grants.
employees deserve
This process ensures we pay according to the market
equal pay and an equal Our commitment to pay parity.
value of every job we offer, diminishing unconscious bias
chance to succeed. Workday embraces diversity—including different and structural barriers.
perspectives, insights, backgrounds, and skills—
because it fuels innovation, and creates a broader A closer look at our ongoing commitment.
connection to the world. We believe that all employees
Each year, the results of the pay equity analysis are
deserve fair and equitable pay and an equal chance to
encouraging, and support the belief that all employees
succeed. Each year, we conduct a company-wide race
should be paid fairly and equitably. Our annual reviews
and gender pay analysis to ensure fair and equitable
consistently reveal no disparities for greater than
99 percent of our global population. In FY20 and FY21,
the adjustments required to address any disparities in
our annual pay parity analysis equated to less than
0.01 percent of our global base salary payroll, and less
than 0.1 percent of our total stock budget was needed
to adjust total stock grant refreshes. We’re thrilled
to see the continued great results in the pay parity
analysis as we continue to strive toward inspiring a
brighter work day for all.

We know that pay parity is an ongoing journey and we

will continue to monitor it on a regular basis, as well as
continue to enhance Workday applications to support
this work for both ourselves and our customers.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

The Global Workplace Safety Team

The Global Workplace Safety team supports the
traditional corporate areas of physical security for We have Life
Workday on a global scale. From the workplace to Safety Team
work-related travels, it’s our goal to keep our Workmates volunteers in the
safe. In the wake of COVID-19, the Global Workplace majority of our
Safety team worked quickly to respond and ensure our global offices.
employees were as safe as possible.
Here’s a closer look at our core programs in place.
Our response to COVID-19:
• Global Workplace Safety has actively monitored Security Operations Center.
the pandemic and other disaster events around New state-of-the-art Global Safety Operations Center
the world. operated 24/7 and backed by a generator to ensure
• We’ve developed a Healthy Workplace policy to seamless operations during a power failure. Global
screen our Workmates for symptoms and other Workplace Safety Physical Security Operations
specific criteria. Centers (GSOCs) are based in our U.S. headquarters in
Pleasanton, California, and our Europe headquarters
• We’ve developed enhanced cleaning protocols
in Dublin, Ireland. Our GSOCs are multi-functional and
and other safe management practices to protect
designed to monitor various issues that could potentially
the health and safety of our Workmates.
impact the business. They are manned 24/7, and are at
• We’ve developed both a risk evaluation and the core of our operational services with a continuous
return-to-work criteria to keep our employees’ commitment to keep people safe.
health and safety a top priority.

• We’ve implemented a COVID-19 First-Aid Life Safety Team and Emergency volunteers.
Responder Training program. Safety specialists We have Life Safety Team and Emergency volunteers
are trained as first responders in the age of in the majority of our global offices who are trained in
COVID-19, following protocol, local public health building evacuation procedures, CPR, AED use, and first
official guidelines, and more. For Workmates aid, ready to assist in the event of an emergency. We
returning to the office in low-impact areas and have distributed Life Safety Team backpacks with basic
essential workers, we train all Workmates to equipment to aid in floor sweeps, and signage that can
adhere to COVID-19 guidelines and protocols. be recognized from location to location.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Corporate event security program.

When we can attend in-person events and when we do
return to work, our Global Workplace Safety team has a
corporate event security program in place. Employees
and guests attend and participate in Workday events with
ease, knowing that their safety is our top priority. Global
Workplace Safety utilizes time-tested methodology
developing, organizing, and implementing security plans
at corporate events.

A new safety incident reporting system

in Workday.
We’re utilizing our own product to monitor safety incident
reportings. We transitioned from using a third-party
service to Workday for online safety incident reporting.
This includes the reporting of injuries and illnesses,
ergonomic evaluations, and other related incidents.

Travel safety program.

Global Workplace Safety monitors employee travel
globally, utilizing the most up-to-date, innovative
technology. We ensure the safety of our Workmates
with ease by providing assistance when needed, along
Global Workplace Safety
with communicating to them what to do in the event
monitors employee
of an emergency.
travel globally, utilizing
the most up-to-date,
Expanded footprint support health and safety.
innovative technology.
We have contracted additional health and safety
vendors in various countries to support our core
program. We’ve also provisioned the support to
the project management office for real estate
improvement and expansion projects.

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Employee Development
Empowering Every Workmate This includes:

The world around us is changing and we recognize • Empowering and equipping employees to take
that organizations need to be more agile to remain charge of their careers
competitive, keep up with innovation, and be able to
• Leveraging Workday technology to enable career
flex with the ever-changing business environment. In
and capability development
today’s dynamic workplace, we believe that the way our Research has shown that high
people and our company succeed is through continual • Providing world-class development opportunities
performance happens when you have
learning and growing. for every Workmate based on their unique needs
alignment between an employee’s
• Providing every Workmate with an opportunity career interests and what the
to share regular feedback on their employee company expects that employee’s
experience contributions to be. If you can
get those two things to line up,
Empowering Talent Agility you’re going to get some fantastic
Buoyed by the opportunities offered by our own performance, you’re going to get
technology, our talent strategy (see Performance some high engagement.
Enablement) puts employees at the center of their own
Ashley Goldsmith, Chief People Officer,
career and performance journey. A fundamental tenet
Workday
of this approach is the belief that we should provide
employees with the tools and framework to enable their
careers—and put the employee in the driver’s seat.

This is empowered through five factors that fuel

employee success and empower talent agility: enable
contribution, grow capabilities, empower career,
deepen connections, and align compensation and
recognition.

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Capability Development Powered

by the Workday Product
Here at Workday, our strategy evolved over the past
couple of years to highlight skills as a key currency
of work. We are breaking down the barriers that
traditional talent and technology strategies have
created for decades in order to enable an agile and
engaged workforce.

We designed Workday Talent Marketplace to match

Workmates to short-term opportunities called
gigs. These gigs are ways for Workmates to grow
their connections, capabilities, and careers while
contributing to Workday business.

The objective is to allocate work based on skills,

capabilities, and interests that tap into the diversity of
Workmate talent with varied backgrounds and expertise.
Over 80 percent of participating Workmates say that
a gig led to making new connections and developing
skills, and 100 percent of gig hosts say they were able to
create new connections and the team was introduced best for them. We shifted our annual performance achieve those career goals, and the ways their people
to new skills and different perspectives. review process to a new, innovative approach called leader can support them on their journey.
the Career & Progress Check-In.
Launched within the Workday product using a
Career and Progress Check-Ins Unlike a performance review, this conversation is collaborative conversation-starter tool, employees or
With most organizations, employees sit at the receiving designed to be more peer-like, where our Workmates take their people leaders can initiate a dialogue around the
end of an annual performance review. At Workday, the lead to check in and act on the five factors that enable employee’s career interests, capabilities, connections,
we wanted our employees to get more out of these individual and collective success. More specifically, and contributions. We encourage Workmates to own
conversations, and have the opportunity to initiate and Workmates are encouraged to lead a discussion on their this conversation, preparing their own thoughts on
own a conversation that covered their contributions, performance to date, the types of career experiences what they’d like to discuss, feedback to request,
development, and career on a frequency that works they’re looking for and the development needed to and support to solicit from their people leader.

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Of all full-time Workday employees, 100 percent are Career Building at Workday: These journeys help
eligible and invited to participate in Career & Progress deepen expertise, grow capabilities, and make
Check-In conversations with their people leader. We meaningful connections.
encourage them to aim for two to four conversations per
Leading at Workday: This journey helps Workmates
year to ensure they’re staying aligned with their people
understand our leadership identity, transition into
leader, receiving regular feedback, and consistently
people leadership, and grow and take on increasing
discussing ways to grow their contributions, capabilities,
leadership responsibilities.
connections, and career.

The VIBE™ Way at Workday: VIBE journeys explore why

The Workday Growth Journey the idea of Value Inclusion, Belonging, and Equity is
important, and equip all employees with the tools and
The world around us is changing and we recognize
resources to put VIBE into action.
that businesses need to be more agile to remain
competitive, keep up with innovation, and be able to
flex with the ever-changing environment. In today’s
dynamic workplace, we believe that the way our people
and our company succeed is through continual learning
and growing.

To honor the unique road each of our Workmates is on,

we refer to our learning experiences as the Workday
growth journey. People tell us they are most engaged
when they are continuously exposed to new things,
empowered to build new skills, and make an impact.
We offer a number of educational resources and an To honor the unique road
incredible support community to help Workmates our Workmates are on,
through this experience. we refer to our learning
experiences as the
Learning at Workday: These are journeys that begin
Workday growth journey.
right from the moment employees start at Workday to
help them onboard and get acquainted with Workday
culture, business, and technology.

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The Best Workday Survey feedback and metrics on the experience employees
The Best Workday Survey is a simple, two- to four- are having at Workday. The survey is a chance for all
question survey Workmates receive every Friday via Workmates to provide that regular feedback on their
Workday. Launched in 2017, Best Workday Survey— experience. It helps people leaders and Workday as a
developed in partnership with Great Place to Work— whole take action so teams, groups, and functions have
is another step in sharing feedback that sustains a remarkable employee experience. In other words, share
our culture and helps people leaders become more your feedback whether it’s positive or negative so we can
effective. The goal is to provide a great employee all ensure Workday is a great place to work for all.
experience for everyone.
Delivered quarterly, people leaders receive a measure
At Workday, we believe that happy employees equal of their team’s employee experience including
happy customers, and we’re committed to creating progress and areas where the team should focus on
a culture for all of our people that’s hardworking, improvement, an indication of their team’s overall
considerate of others, focused on a passion for employee experience level, and the top three focus
innovation and customer service—and, hey, maybe areas where people leaders could support the team’s
fun and funny in the right moments. employee experience.

Much like the way we seek actionable feedback and These results are shared with people leaders so they
metrics on customer satisfaction, we want actionable can gauge the progress they are making in leading
their teams.

Our goal is to quickly and easily capture employee

sentiment so our people leaders can calibrate their
efforts, and we can do the same as a company to
strengthen and protect our culture.

The ability to capture employee sentiment quickly was

especially important in 2020. Feedback collected from
the Best Workday Survey revealed that putting out a
“return to the workplace” date, even if it changes, would
reduce stress and concern about the future. Workday
senior leadership team acted quickly to announce a
date, resulting in positive employee feedback.

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The People Leader Town Hall

One of the most impactful and simple ways in which we have invested in employee
development is our People Leader Town Halls, a meeting place for all Workday people
leaders held once a quarter.
“These are very helpful sessions that keep us
The People Leader Town Hall format was formed as Workday began transitioning to grounded on our approach and messaging to our
a fully remote workforce due to COVID-19. People leaders needed information and teams, especially during COVID. Thank you.”
support on how to respond to the questions being raised by their teams. The advantage
of communicating to all of our people leaders at one time through the town hall was “I very much appreciate all of the detail and
immediately apparent, and it has become a forum for communicating not only about transparency shared in the People Leader Town
our COVID-19 response, but also about new Workday programs and policies, culture Halls. I am looking forward to regular town halls
and employee experience initiatives, and the expectations of our leaders. Discussions on an ongoing basis!”
on these topics help people leaders learn how to best serve their teams while also
driving performance and sustaining our culture. “Great experience; I appreciate the support being
provided to me as a people leader.”
Each People Leader Town Hall is led by members of the senior management, who also
work with the People & Purpose team in advance to ensure the content value of each “Thank you for focusing on diversity and
session and exchange insights and ideas. encouraging equity for all Workmates.
I deeply appreciate that my employer is socially
conscious and commercially successful. It sets
a great example for other companies to follow.
By the Numbers: Thank you for LEADING!”

91% 3,000 “This was good. I appreciate the effort that goes
into doing a big meeting like this and am glad
The average The average number that Workday is working hard at being inclusive,
percentage of people of Workmates who not simply diverse.”
leaders who attended attended at least
the People Leader one course within
Town Halls in 2020. the Workday Growth
Journey.

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Making Meaningful With everything from how to make sourdough bread to

gardening 101; to a science, technology, engineering,

Connections and math (STEM) class for kids to pumpkin carving (just
in time for Halloween), we hosted a series of virtual
events connecting small businesses to Workmates,
At Workday, “fun” isn’t just a buzzword. Fun is a core weaving fun into the opportunity to learn something
value for a reason. In a year not many would describe new and engage your family in an activity at home.
as fun, we redefined the meaning of this core value
to focus on what really matters—taking care of one
another, finding moments that matter, and having fun
when we needed it most.
In FY21, we hosted
The Employee Life team traditionally hosts a suite
of events at Workday, from memorable Halloween
celebrations to family-centric summer bashes to Friday 13
total events with
“I LOVE THESE SERIES! I really love that
happy hours (or Cantinas, as they’re known at Workday). these are not work related at all and give

97%
In a year where events pivoted from in-person to online, us 1 hour of fun, joy, and the chance to
we knew that maintaining and creating meaningful learn something that we can build for us
connections was integral to ensuring that our core customer satisfaction and our family. It’s quite a lovely escape.”
value of fun still showed up at the appropriate time. rating
Here’s a look at some of the ideas that came to life: “Thank you for offering these! They have
been helpful to me during this WFH
“Really enjoyed the event, thank you so change of lifestyle.”
Our Employee Life Master Class
much for putting this together! It was
We started the Employee Life Master Class as a way for
simple, yet fun—a great way to break “Thank you for providing these fun classes.
Workmates and their families to learn new skills in a fun,
things up and be with Workmates in a So nice to have a mental break from work
virtual setting. We also wanted to support local small
fun environment!” in the middle of the day :-) Looking forward
businesses that were also pivoting their platforms for our
to more!”
new virtual world. This series married the two, resulting in
“Thank you for doing a wonderful job
strengthened social connections among Workmates.
in extending these types of classes “I am very grateful to be at Workday. These
to Workmates. I look forward to other little things mean a lot. Thank you!”
topics in the future.”

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Virtual Team Experiences

Any group of five or more Workmates can sign up for a
hosted virtual team-bonding activity, with offerings such
as volunteering with a local nonprofit, making cards to
offer sympathy and support to those who need it most,
Workday-specific virtual scavenger hunts, paint nights,
mixology lessons, or succulent planting workshops. We
knew employees were missing out on connecting with
their teammates, so this concierge approach to virtual
events helps cultivate a culture of trust, belonging,
and fun through a custom-planned team building
experience.

We also implemented a unique and new team

experience event designed specifically for new hires, as
we all know building social connections can be difficult
virtually—especially when starting a new job. This
dedicated, connection-focused event brings together
new-hire cohorts in a meaningful way.

The Dublin Band (aka The Early Twenties Club) has recorded numerous covers, all while virtual.
Fun Fridays
Injecting fun and inviting ways for Workmates to
connect while all at home was a task our Employee
Life team took to heart. We also knew our Workmates their newest favorite book or a recipe to try during
In the last two fiscal
were busy, but a quick, easy, and meaningful way to quarantine. Thousands of Workmates participate,
years, the Employee Life
connect was needed. We launched a virtual Slack with new topics spanning health, well-being, fun,
team hosted more than
campaign called #fun-fridays, where every week we
ask Workmates to share something simple, such as
diversity, and advice. As an added bonus, anyone who
participates can enter to win a prize. 650
team experiences for
Workday teams across
the business.

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Workclubs practice sessions covering some of our favorite tunes,

Workclubs helped maintain strong social connections
Whether it’s board games, sports, arts and crafts,
for the more than 3,000 participating Workmates—even
outdoor activities, books, dancing, shared experiences,
virtually. And in addition to annual funding to help
video games, or investing, Workday has a club for
support their activities, Workclubs also give back, with
everyone. Our Workclubs are vital to the Workday
each club hosting one “do good” event a year.
culture, especially in 2020. From our Workday cycling
clubs that fund-raised for social justice to virtual band

More than

3,000
Workmates are
members of one
or more Workclubs.

The global and always virtual Dog Lovers' Club hosted puppy playdates.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Workday Wellbeing In response to COVID-19, we prioritized our Workmates’

mental health by responding quickly:
• We created one centralized, global hub for all
of our mental health offerings at Workday. With
a number of different vendors and benefits
• We arranged for one-year access to Headspace
We take a holistic approach to well-being at Workday. providers across the globe, we wanted to ensure
to all employees for free—a research-backed app
Rooted in our four core pillars—health, happiness, Workmates weren’t missing out on integral
that offers meditations on everything from stress
nutrition, and movement—we’ve created ways to help mental health resources, such as access to the
and anxiety to focus and sleep.
empower our Workmates’ health and well-being in a Calm app or free, online screening assessments
way that works for them. In the middle of a global health • We enhanced our offerings with MyLifeCoach, for anxiety, depression, post-traumatic stress
crisis, it was more important than ever that Workday our Employee Assistance Provider (EAP), to disorder (PTSD), and more. We created a single
Wellbeing offers programs, events, and resources to our help our employees prioritize their mental communications portal to serve employees
global workforce. Here’s a look at how we supported health. From free drop-in counseling sessions with all of the much-needed information, news,
our employees this past year. to organized counseling sessions in response to resources, and more to help keep their mental
social and civil unrest, COVID-19, and more, we health top of mind.
ensured our employees’ and their loved ones’
Supporting Mental Health mental health was always top of mind.
While we take a holistic approach to supporting
employee well-being, one key differentiator that makes
We’ve created
Workday Wellbeing different is our focus on mental
programming to help
health, which includes our multi-faceted, ongoing
empower our Workmates’
educational campaign complete with seminars and
health and well-being.
panels with mental health professionals, resources, and
a call-to-action to open up the dialogue around what it
means to take care of your mental health at work.

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Strategy Our Response to COVID-19 Our Culture Employee Development Making Meaningful Connections Workday Wellbeing

Introducing the Wellbeing Series

at Workday
Empowering our employees to prioritize their health
and well-being has always been a driving force behind
Workday Wellbeing. Amid a global pandemic, we
wanted to ensure our employees felt they were taken
care of and cared for, even virtually.

We started the Wellbeing Series at Workday with some

key objectives in mind. First, we wanted to provide an
opportunity for Workmates to improve or maintain their
well-being through educational webinars with expert
guest speakers. Second, we wanted to continue to build
shared experiences for Workmates to help foster social
connections. In 2020, we hosted 13 Wellbeing Series
events for our global workforce population.

Each series focused on a key topic—like mental health,

managing stress and anxiety, sleep and rest, and more. “Keep these sessions coming! I love that “Thank you for having these events! They
One of our favorite Wellbeing Series was a fireside chat Workday is providing us opportunities to offer great advice and also provide a break
with our executive sponsor of mental health, Mandy learn about these important topics.” from the normal stressors of everyday life.”
Jeffery, VP, Global People at Workday, and Dr. Melissa
Shepherd. It opened a raw and honest discussion “Just honored to be at Workday, where “Thank you for your continued investment
around what it means to take care of ourselves during we have the opportunity to see/hear from into Workday employee well-being and
this time, and 95 percent of Workmates rated the experts in their fields.” helping us managers support our teams!”
event favorably.
“I really appreciated this event. The “Love that Workday makes the time to
content was wonderful, but I think the have these conversations and address
most powerful thing for me was seeing stigma around them.”
that others were dealing with struggles
similar to my own. It was nice to feel a
little less alone.”

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In a joint partnership with our Giving & Doing

Local Leaders as well as our Cycling Workclubs,
our Wellbeing Local Leaders spearheaded a
Virtual Mountain Day month-long virtual campaign for Workmates

In normal times, Mountain Day is an annual, company- to come together and participate in an athletic

wide event where Workmates take a few hours away event in honor of women’s health. This year, the

from their desks to go on group hikes or nature walks. We campaign focused on four key components of

know Mountain Day allows our Workmates to enjoy all women’s health: mental health, period poverty,
A Workmate enjoying our virtual Mountain Day activities. breast cancer, and prenatal and postpartum health.
that nature has to offer—including the health benefits
of getting outside. In these virtual times, we knew it was
more important than ever for our Workmates to prioritize With hundreds of Workmates participating
Wellbeing Local Leaders around the globe, employees took part in various
their health and well-being, so we launched a virtual
At Workday, we’ve leaned on our network of Wellbeing virtual events, with everything from virtual rides
global Mountain Day.
Local Leaders—employee champions who take on (with the help of the Pelomates Workclub) to
Using digital connections and empowering Workmates volunteer duties to bring programming to life at a local fireside chats and first-person storytelling from a
to get outside (safely) on a local trail, a walk around their level—to engage our workforce, even virtually. Our Workmate who had overcome her own battle with
neighborhood, or even just some time spent in their Wellbeing Local Leaders stepped up in big ways in 2020 cancer. More than $2,000 was raised for Every
backyard, we pivoted this annual tradition to work in a to ensure our Workmates felt supported, prioritized, Mother Counts, Memorial Sloan Kettering Cancer
year such as 2020. On top of it, we asked Workmates to and heard—especially in these challenging times. In Center, Dignity Period, and Brain and Behavior
share photos of themselves and where they spent their FY21, we had 109 Wellbeing Local Leaders in 53 offices Research Foundation.
Mountain Day, fostering social connections virtually. around the globe.

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Social
Impact
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Strategy Philanthropy Opportunity Onramps® Employee Impact

Strategy
Our Approach to Creating
Opportunity for All
At Workday, we know talent is everywhere but
opportunity is not.

In a time when our global community continues to

battle ongoing health, economic, and social crises, our
company’s purpose to inspire a brighter work day for
all serves as our compass to stay focused on doing our
best in service of others. These crises have prompted
the world to deeply examine long-existing opportunity
gaps, and Workday’s deep commitment to creating
opportunity for all drives our strategic approach to
making a positive social impact in the communities
where we live and work.

Workday has held steadfast in our commitment to

making a difference. Through philanthropic investments
in community organizations—especially those
responding to the impacts felt from the pandemic—our
employees engage through volunteerism. This broadens
our workforce development movement to help create
employment opportunities for those experiencing
barriers to thriving-wage careers.

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Philanthropy
the world at large. At the onset of the pandemic, we
The Workday Foundation knew we had to act quickly to ensure we were doing
With a mission to transform lives by creating career our part to help our larger communities, especially
pathways that unleash human potential, the Workday those most vulnerable and those who would be
Foundation focuses its investment strategy on creating disproportionately impacted.
opportunity for all. This means the Workday Foundation
focuses the majority of its funding on partnerships with In March 2020 we made donations to support causes
Fostering an equitable future for all is
workforce development organizations around the world on the front lines of the COVID-19 crisis and to the
communities that needed help. We joined forces with
more important than ever, and requires
that provide technical skills training for in-demand
25 companies to collectively raise $22 million. As part that we all come together to address
careers, work-based learning opportunities, industry-
of this collaboration, Workday has donated a combined critical issues—like access to quality
recognized certifications, essential skills development,
networking connections, mentorship and supportive total of $1.5 million to the Silicon Valley Community jobs and economic mobility—head-on.
services for job seekers. Foundation, the Centers for Disease Control and We are proud to partner with so many
Prevention, and the United Nations Foundation. With organizations dedicated to creating access
The Foundation also invests in systems-change our European headquarters in Dublin, Ireland, we also to opportunity for all. These partners
organizations and collaborations focused on collective supported The Community Foundation of Ireland with come from the non-profit, education,
efforts to connect the education-to-employment a grant to its COVID-19 relief fund, helping to support government and business sectors, and
pipeline in order for more people from diverse those most vulnerable with critical services, including share our people-first approach to building
backgrounds with diverse experiences to have access the elderly and people experiencing homelessness. We
a more inclusive future. Working together,
to opportunity through a broader variety of earning also committed to the #StopTheSpread pledge, and
progress is possible.
and learning experiences. we’ve supported the production and distribution of
high-quality ventilators and other supplies at scale. Carrie Varoquiers, Chief Philanthropy Officer,
Workday
Our Response to COVID-19 But our donations don’t stop there. Our employees
At Workday, our core values are fundamental to who we wanted to give, too. As part of our charitable donation contributed to a special giving opportunity for the Silicon
are as a company and the decisions we make. During matching program, we set up special giving campaigns Valley Community Foundation’s Regional Response
this unprecedented time, they guide our responses and for our employees without any impact to their annual Fund, with matched donations. We’ve also provided our
decisions regarding our workforce, communities, and giving cap. Workday matched their donations to the employees with access to a platform through Workday
following organizations: CDC Foundation, COVID-19 that allows them to set up fund-raising campaigns for
Solidarity Response Fund for WHO, Direct Relief, and organizations in their own areas that need critical funds
Doctors Without Borders. Bay Area employees also to support local residents and small businesses.

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Accelerated Grants to Our Existing

Partners
As a result of COVID-19, the U.S. experienced a record
number of unemployment claims, resulting in an
increased demand for workforce development training
services that forced our nonprofit partners to quickly
pivot to online learning and offer new programming to
meet the needs of today’s virtual workforce. At the same
time, many of our nonprofit partners faced reduced
revenue as a result of canceled fund-raising events. • Year Up: We’ve partnered with Year Up since • JVS: A long-time Workday Foundation partner
2014, a nonprofit organization that provides and Bay Area-based workforce development
At Workday, we knew our nonprofit partners needed
low-income 18- to 24-year-old young adults with organization, JVS helps transform lives. In the
extra financial support sooner than our typical grant
access to training, work experiences, support, wake of the pandemic, one where millions of
cycle through the Workday Foundation allows. So, we
and guidance. To date, more than $4.76 million our neighbors have lost jobs and income and
expedited grants to those who are doing critical work
in funding has been invested in Year Up by are experiencing growing financial stress, JVS
in the workforce development field to ensure they
Workday, Inc. and the Workday Foundation. With was able to pivot quickly to serve its population
could serve more unemployed people seeking work.
accelerated grants to Year Up, the organization of talented individuals through virtual training
Many of our nonprofit partners rapidly transitioned
was better positioned to serve its students and programs built to match in-demand skills with
from in-person skills development to online learning,
pivot its programming for virtual learning. in-demand jobs.
which has allowed them to serve hundreds more job
seekers without the space constraints of a traditional
classroom. In the last two years, Workday and the
Workday Foundation have donated more than $14 million
to aid in the fight for economic mobility. Total grants disbursed by
Our employees are encouraged to volunteer their time
the Workday Foundation
with our Workday Foundation grantees through on-site,
since 2013: more than
virtual, and one-on-one opportunities presented to them
throughout the year. Take a peek at some of our impact
grantees and the work we’re doing to help support
$20.8 million
workforce development organizations worldwide.

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Opportunity Onramps®
Opportunity Onramps Programs
at Workday
Early career talent.
Whether it’s an individual who wasn’t afforded the
opportunity to attend a traditional four-year college
or a transitioning military veteran looking to pivot into
the technology field, we’ve expanded our homegrown,
in-house training programs focused on fostering early
career talent pipelines. We’ve also built programs in
collaboration with workforce development training
partners, such as Year Up, JVS, and Dream Corps, to
tap into an incredible pool of talent.

Expanding the Opportunity resume gaps due to a career pause for caregiving Mid-career talent.
responsibilities have led to barriers to thriving-wage We also have specially designed programs built for
Onramps Movement employment. It’s our commitment to people and mid-career professionals, such as someone who
At Workday, we’re committed to inspiring a brighter work opportunity that serves as the catalyst for the might have put their career on pause for caregiving
day for all. This purpose extends beyond our approach to Opportunity Onramps® movement, which provides responsibilities and is looking to jump back into the
products and technology, and is woven into the fabric of candidates from diverse, nontraditional backgrounds paid workforce but is experiencing challenges breaking
our workforce development programs designed to close with training, internships, and job opportunities. through to recruiters due to a large resume gap. Or
the opportunity gap through training and work experience.
an individual who may have lost employment due
In response to a widening opportunity gap exacerbated
We know talent is everywhere, but opportunity is not. to COVID-19 and chosen to pivot their career and
by the impacts of COVID-19—coupled with the ongoing
For many, a nontraditional educational background, upskill through a training program, but struggles to
fight for social justice—we knew we had to do more to
diverse work history, financial constraints, and even secure thriving-wage employment due to their lack
help close the opportunity gap. That’s why Workday has
of corporate work experience.
pledged to fill 20 percent of its early to mid-career hires
with Opportunity Onramps candidates as part of its
commitments to equity.

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Here’s a closer look

at our programs.

Cinthya Nunez Torrez Wayne Ormond Jessica Mercado

Year Up Career Accelerator Returnship Program

We’ve partnered with Year Up Program (CAP) This program helps parents and
since 2014 to provide internships to For veterans, the shift from caregivers who put their careers
talented, motivated, yet underserved military to civilian careers can be on pause for more than two
young adults to help them launch difficult. Since 2015, the Workday years get a jump-start back into
their careers in tech. Candidates Career Accelerator Program the paid workforce. Through a
gain valuable training in a career at (CAP) offers a four-month paid four-month paid work experience
Workday, from quality assurance and program for veterans so they can program, professionals get the
software development to marketing get the training needed to launch training, support, and mentorship
and more. a successful career in technology, needed to relaunch their careers.
with the potential to convert to
full-time employees at Workday.­

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Strategy Philanthropy Opportunity Onramps® Employee Impact

An Opportunity Onramps Program

Built for Our Customers
We heard from our customers about their need to find
trained Workday talent to fill HR information systems
(HRIS) roles at their organizations. They also expressed
a shared commitment to creating economic opportunity
for all, and see the Opportunity Onramps movement
as an important tool for creating a more diverse and
equitable workforce.

In partnership with Year Up, we introduced a new

Opportunity Onramps program built specifically for our
customers that marries a business need with social impact.
The Workday and Year Up Internship Training Program
trains young adults from under-resourced communities
on the fundamentals of Workday Human Capital
Management, and places them in HRIS internship roles
with our customers. This program equips smart, diverse,
talented Year Up students with in-demand tech skills,
and professionally trains students on the fundamentals
of Workday. After six months of classroom training on
Workday, Year Up students are placed with interested
customers in Workday HRIS roles for a six-month internship,
with a goal to convert them to full-time employees at their Watch this short video to learn more
host companies when their internship ends. about how we're training the next
The Workday and Year Up Internship Training Program
generation of HRIS analysts.
helps our customers gain access to pre-trained talent
who understand Workday technology, diversify their
workforce, and provide young adults with access to career
opportunities. It’s truly a win-win-win.

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Employee Impact
Putting Opportunity into Action networking with professionals in the corporate
workforce. For nontraditional talent, a common
There are millions of individuals facing barriers to
barrier to thriving-wage employment is the lack of a
employment, whether that’s a young adult who didn’t
professional network.
have the opportunity to pursue a four-year college
degree, a caregiver who took time away from the In 2020, as part of our commitment to social justice and
corporate workforce to raise a family, or a veteran who’s equity, we launched a new volunteer initiative for our
looking to pivot into the corporate sector. There are employees called Opportunity in Action. We’re committed
also students who may need some extra after-school to donating 250,000 volunteer hours by 2023 to help Tatiana’s story
support and help on projects, or teenagers looking for create opportunity for all. Whether through mentoring,
mentorship and guidance as they transition into college. tutoring, supporting job seekers, serving as career Tatiana Ware, a customer support analyst at
coaches, or introducing young people to career options, Workday, shares how ending the cycle of poverty
A big part of creating opportunity comes from social
we’re engaging Workday employees to make an impact. won’t happen with just funding and donations—it
capital: having mentors, building connections, and
requires sharing our time, resources, and skills,
and building relationships through volunteerism.
Read her Opportunity in Action story.

We’re committed to donating “To me, volunteering with communities that have
traditionally been denied access to opportunities

250,000 isn’t about charity, it’s about justice. It’s about

treating people like human beings who have
volunteer hours by 2023 to agency and know what they want and need, and
help create opportunity for all. doing what we can to clear the path for them to
achieve their goals.”

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Strategy Philanthropy Opportunity Onramps® Employee Impact

Workforce Week™ at Workday

We engage our employees annually to participate in an all-employee volunteer
program called Workforce Week™—and this past year, it mattered more than ever.

For the past six years, our Workmates have been giving back through Workforce Week.
At its heart, Workforce Week is about coming together to help talented job seekers
find meaningful, thriving-wage careers.

For the first time in 2020, we teamed up with others in the tech sector—Salesforce,
LinkedIn, Okta, and DocuSign—to host virtual career workshops for job seekers across
the globe. Together with a shared mission to create economic opportunity for all and
in response to millions of unemployment claims in the U.S. alone, we knew we’d have a
greater impact by pooling our collaborative efforts to partner with as many workforce
development organizations and job seekers as possible.

Workforce Week-style events help job seekers build social capital—a network of
professional relationships that is a critically important element to the job search, yet one Workforce Week 2020
that many are denied because of life experiences, zip codes, work experiences, or other By the Numbers:
factors. The ability to build social capital in professions that job seekers are passionate
about has proven time and again to be key to securing long-term, lasting employment.
Total number of partnersTotal number
Hundreds of Workday employees across the globe have volunteered their time at participating locations: of clients served:

24
Workforce Week events, dedicating their expertise and resources to help job seekers
prepare for a potentially life-changing career. Together with our tech industry partners
this year, we’ve been able in support more than 46 workforce development nonprofit
Workday offices
1,000+
partners globally.

14+
Total volunteer hours:

850+
For organizations that wish to host their own Workforce Week events, Workday also
offers free, turnkey, downloadable toolkits full of workforce development training
resources, including suggestions for partner nonprofits, draft event agendas, employee tech sector
communications, and more. Workforce Week has proven to be a scalable, sustainable
program with only more growth and collaboration to come.

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Workmate Akiva Lewis

Organization: Pacific Community Ventures

“I was taught early in life about the old proverb, ‘If you give a person
a fish, they will eat for a day. If you teach them to fish, they will eat for
a lifetime.”

Our Commitment to Social Justice

We can’t ignore the role access to opportunity plays in
Workmate Sara Loquasto
creating equity for all. That’s why, as part of our deep
Organization: Year Up
commitment to VIBE™ (Value Inclusion, Belonging, and
Equity™), we donated $12 million to organizations that “I was paired with this amazing young woman for a mock interview.
support social justice and create opportunity for all. During her interview, she told me about her personal and professional
work experiences, highlighting her strengths, motivations, and
Our investments span a number of different businesses
successes. As I listened, I couldn’t help but think what an amazing
focused on creating social and economic justice for
young person I had just met.”
all. And with Opportunity in Action, we engage our
employees to volunteer with our grantees to help
deepen and strengthen our impact. Here’s a look at
ways in which our employees are engaged with our
Workmate Tatiana Ware
social justice investment grantees. Organization: Rubicon Programs

“To me, volunteering with communities that have traditionally been

denied access to opportunities isn’t about charity, it’s about justice. It’s
about treating people like human beings, who have agency and know
what they want and need, and doing what we can to clear the path for
them to achieve their goals.”

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Giving & Doing

Giving back is even more rewarding when people get to make an impact through
their favorite causes. Through a wide variety of programs, we strive to support the
causes our employees care most about. Whether it means supporting shelter pets,
fund-raising for life-saving medical research, expanding access to education, or
providing services for those experiencing homelessness and food insecurity in our
communities, we make it easy for employees to get involved—and we reward their
time and energy through charitable grants.

By the Numbers:
Volunteer of the Year
In FY21, employees In FY20, employees
Every year, we recognize our employees who go above
logged more than logged more than
and beyond with a Volunteer of the Year (VOTY) award.

27,700 44,000 We honor our top three Volunteer of the Year award
winners with a $1,000, $2,500, and $5,000 grant—and
volunteer hours volunteer hours each grant benefits the respective organizations where
and more than and more than each winner donates their time. Winners are selected

$488,000 $1.065M
by their peers and our Giving & Doing Local Leaders.

in volunteer grants were in volunteer grants were

donated to their favorite donated to their favorite
causes. causes.

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Team Volunteer Experience Program • In FY21, more than $157,000 was donated through
In FY21, more than Workday supports employees who want to become
the team grant program.

$157,000 involved in their communities by making it easy, fun, • Since the program’s inception in 2014, more
and rewarding for them to do so. Through our Team than 900 Team Volunteer Experiences have
Volunteer Experience program, employees can volunteer been completed.
was donated through the
in groups of five or more with a charity partner. When
team grant program.
teams volunteer together, the organization receives a
Giving & Doing Local Leaders
grant of up to US$5,000. Not only does this program build
We launched the Giving & Doing Local Leaders
Since the program’s a culture of trust within teams while also improving
program in 2014 as a way for us to bring our community
inception in 2014, the communities where we live and work, but it also
engagement programming to life in offices around the
more than helps welcome new employees and provide leadership-
globe. As of FY21, we have 112 Local Leaders in 55 offices

900
development opportunities. Planning these events is
worldwide. With the help of our Local Leaders, not only
often a fun stretch assignment for employees looking
are we able to bring our company-wide moments of
to build new skills, but most importantly, these events
Team Volunteer social impact to offices around the globe, but we are also
make a big impact on our nonprofit partners. Workday
Experiences have able to tailor volunteer events and charitable fund-raisers
has a full-time staff member dedicated to this program,
been completed. to local community needs. Local Leaders are offered
and we offer a concierge experience where we’ll handle
support and financial resources designed for maximum
all the planning and coordination as needed for any
flexibility to ensure their office gives back in a way that’s
team looking to volunteer together.
most meaningful to that city.

Workday Colorado raised more than Workday Boston Workday UK hosted a 12 Days
$100,000 for more than 28 causes, fund-raised for a local homeless shelter of Giving campaign encouraging
including local community food banks (Pine Street Inn) in honor of Thanksgiving, employees to create care packages
and humane societies, Habitat for raising over $10,000. for local homeless shelters during the
Humanity, the American Foundation for holiday season.
Suicide Prevention, and more.

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Volunteer Events Doing good in response to COVID-19

Movember: Movember has become a signature
Enterprise Tech for Good
fund-raising event at Workday where Workmates
around the globe dedicate the month of November Over the past year, we’ve witnessed some incredibly inspiring ways in which businesses are coming together
to men’s health. To promote men’s health awareness to address the COVID-19 pandemic. Three Workmates in particular were inspired to develop solutions to help
and preventative actions through the Movember those suffering from the coronavirus, and lessen the spread of the disease within their communities.
Foundation, employees team up to raise money. Over
the past six years, Workday has raised more than Vojta Rocek, director, Software Development Engineer at Workday, saw problems that needed
$1M for the Movember Foundation. solving—including a shortage of lung ventilators, bottlenecked emergency lines due to high
call volumes, and healthcare and governmental systems that were struggling to keep up. Rocek
Cycle for a Cause: In partnership with Workday
helped organize a hackathon collective in mid-March called COVID19cz with one mission: to
Wellbeing and the Workclubs, more than 250 Workmates
better leverage technology in the fight against COVID-19. He assembled a hackathon team to do
dedicated a full month to fund-raising and raising
just that, and within 12 hours had crowd-funded $500,000 to help finance the ventilator shortage
awareness for women’s health. Focused on four areas—
in the Czech Republic.
period poverty, mental health, prenatal and postnatal
health, and breast cancer, Workmates raised funds for
charities supporting women in this grassroots effort. As part of the same COVID19cz hackathon group, Filip Dousek, senior director, Software
Development Engineer at Workday, took part in a project called Smart Quarantine. The project’s
result is a command center helping public health authorities by using mobile application data
as one of its key data sources. For example, if someone tests positive for COVID-19, they can
Workday has decide to share their location data with the public health organizations
raised more than to determine who came in close contact with them within five days prior to the positive test,

$1 Million
to help isolate those at risk of passing on the infection.

Bryan Johnson, a senior machine learning engineer at Workday, identified the need for tech to
for the Movember
help build a potentially life-saving website. As research was released showing that recovered
Foundation.
COVID-19 patients have antibodies against the virus in their blood plasma, Johnson was
connected to a local doctor who was charged with building a consortium to develop a timely,
coordinated, multi-center network to collect, process, and deliver COVID-19 convalescent
plasma to patients with a life-threatening case of the disease. Within a day, Johnson launched
the Colorado COVID-19 Convalescent Plasma Consortium site. This platform serves as a one-
stop informational hub for anyone in Colorado who may want to help donate life-saving plasma
to those seriously ill with COVID-19.

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Employee Giving
Our Charitable Donation Matching Gift program
allows employees to double their donation to
any qualified charity organization, up to US$1,000
or equivalent per employee, per year. As the
company has grown, so have our contributions
to the community.

More than

$8.3 million
in employee donation matches
made since 2012
Disaster Relief We established the Workday Employee Disaster Relief

In addition to our COVID-19 relief donations, we also

Fund to help Workmates who experience significant FY21: more than

$2.2 million
financial hardship as a result of a qualified natural
provide ongoing financial support to organizations
disaster. The program provides essential cash grants to
that are preparing for, responding to, and rebuilding
help Workmates financially affected by a crisis—most
communities after natural disasters.
typically help with immediate family needs after a fire
Through our support of Habitat for Humanity, the or hurricane—but this year we expanded the program
American Red Cross, Mercy Corps, and Direct Relief, to help bridge financial gaps a Workmate may have
we’re able to help fund important initiatives that provide experienced as a result of the COVID-19 pandemic. We
people with the safety and stability they need to prepare also provided Workmates the opportunity to donate
for a disaster before it happens, or after a disaster has to the fund, and more than $20,000 was raised by
impacted their homes and communities. With these employees with the intent to help out fellow Workmates
grants, we’re helping to provide shelter assistance, in a time of need.
access to supplies and toiletries, meals, healthcare,
education, training, and more to those affected. And
our commitments don’t stop there.

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Employee Giving During Challenging Times By the Numbers

The year 2020 brought us a multitude of crises—from the global pandemic to the
Combined with matching funds, our Workmates
social justice movement to economic turmoil and uncertainty—that have caused
contributed more than $770,000 to organizations
disproportionate hardship for under-resourced communities across the globe. Our
supporting populations most impacted by the
employees are already generous with their giving, and this year was no exception.
pandemic and organizations fighting for social
justice, with funds benefiting organizations such
as the NAACP Legal Defense Fund, the Silicon
Valley Community Foundation, local food banks
in dire need of support, and more.

COVID-19 Employee Giving

More than

$460,000
donated in response to COVID-19.

Racial Justice Employee Giving

More than

$300,000
donated to help fight for racial justice.

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Collaborating for Good impact those who are already struggling to make ends
meet, 2020 was a pivotal year for organizations to
Collaboration has played a key role in our social impact
work together for the greater good. We stepped up as
work over these past couple of years, especially in
a founding member of Recover Stronger, an initiative
response to a widening opportunity gap exacerbated
launched by Jobs for the Future (JFF) to respond to
by the pandemic. We know closing the opportunity
this unprecedented moment in history. This coalition
gap isn’t just a job for Workday, it’s a job for all of us.
brought together companies to empower our country to
We seek out collaboration with other like-minded
rebound, rebuild, and spur awareness and engagement
corporations, nonprofit organizations, and coalitions
in change through a shared commitment to take action
to maximize our positive impact in the communities
during this time of crisis.
where we live and work.
With a call to action for impact employers to embrace
The pandemic and technology intersect acutely in the
business values and practices that prioritize the
area of workforce development. Moving forward, more
economic well-being and mobility of their people,
people will be working remotely, even after widespread
Recover Stronger prompts corporate leaders to rebuild
vaccination. Technology has and will continue to play an
an economic system that works for all, regardless of
important role in that transition.
education, work history, background, and nontraditional
But the pandemic has also accelerated a strong trend life experiences.
toward a demand for new skills. Some of this is due to
the emergence of new jobs that leverage technological
innovations, but we also see increased need for new skills
in non-digital roles. We welcome and invite opportunities
to partner with others in an effort to maximize our
positive social impact.

Recover Stronger Initiative

With a widening opportunity gap and millions of job
losses and unemployment claims in the U.S., and an
economic downturn positioned to disproportionately

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Our Tech for Good Partnership with Rework America Alliance technology in Workday as part of this important
Opportunity@Work In order to create economic opportunity for all in our effort. The mission of the Alliance is to help millions
Our collaboration with like-minded organizations changing world, we need to shift to a skills-based of workers, regardless of formal education, move
stretches beyond volunteerism and philanthropy approach to hiring and growing talent instead of one into good jobs in the digital economy by accelerating
and extends to something we know well: technology. focused on formal education and four-year degrees. development of a more effective system of worker
We’ve established a first-of-its-kind partnership with At Workday, we are doing our part to help businesses training aligned to the jobs employers need to fill. This is
Opportunity@Work, a nonprofit organization whose transition to a skills-based model, which is why we particularly important given the current economic crisis
mission is to rewire the U.S. labor market so that joined the Markle Foundation’s Rework America and the longer-term impact of technology on jobs and
individuals facing barriers to employment can work, Alliance. This new partnership is centered around a the workforce.
learn, and earn their full potential. These individuals, single goal: helping millions of workers gain the skills
skilled through alternative routes (STARs), are talented, needed to obtain good jobs in the changing world
motivated, and eager to work, but without Opportunity of work. We’re excited to leverage the Skills Cloud
Onramps® are lacking the opportunity to reach their
fullest potential. Through our Tech for Good program,
we are leveraging Workday technology for societal
impact through our partnership with the nonprofit
organization Opportunity@Work. Using the Skills Cloud
technology in Workday to enable Opportunity@Work Our new partnership with
does two main things: standardize its skills library to Rework America Alliance
help applicants better demonstrate the skills they is centered around a single
possess, and suggest relevant skills for job postings to goal: helping millions of
help employers better describe the skills they need. This workers gain the skills
all aids to accelerate Opportunity@Work’s mission to needed to obtain good
better match talent to opportunity. jobs in the changing world
of work.

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GRI Index
In This Section
This report contains Standard Disclosures from the GRI Sustainability Reporting Guidelines.

This report has been prepared in accordance with the Global Reporting Initiative (GRI) Standards: Core option. In addition to GRI, content also has been informed by an
every-other-year reexamination of our materiality assessment, as well as other reporting frameworks, such as the Sustainability Accounting Standards Board (SASB)
Technology and Communication sector guidance, as well as ESG rating and ranking agencies.

DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 102: GENERAL DISCLOSURES

ORGANIZATIONAL PROFILE

102-1 Name of the organization Workday, Inc.

102-2 Activities, brands, products, and services 2021 Form 10-K

102-3 Location of headquarters Pleasanton, California

102-4 Location of operations Headquarters in Pleasanton, California, with offices across North America, EMEA, and APJ.
European headquarters in Ireland. Operations in more than 30 countries. All Workday office
locations can be found here.

102-5 Ownership and legal form 2021 Form 10-K

102-6 Markets served About Workday>Who We Serve

102-7 Scale of the organization About Workday, GRI Index

102-8 Information on employees and other workers Nearly all Workday employees are in permanent, full-time roles. Alternatively, Workday does
have a global internship/co-op program. We had 292 interns/co-ops in summer 2019 and
31 in summer 2020.

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

102-9 Supply chain About Workday

102-10 Significant changes to the organization and its In 2019, Workday acquired Scout RFP. Further details on this acquisition are provided in our
supply chain FY20 10-K. In 2021, Workday acquired Peakon ApS. Further details on this acquisition are
provided in our FY21 10-K.

102-11 Precautionary Principle or approach The precautionary principle is not applied specifically across the organization, nor in the
development and introduction of new products.

102-12 External initiatives Corporate Renewable Energy Buyers' Principles, RE100, Corporate Colocation and Cloud
Buyers' Principles, Equal Pay Pledge, Step Up Declaration, Human Rights Campaign's
Business Coalition for the Equality Act, Tech for Good, Rework America Alliance, Recover
Stronger Coalition

102-13 Membership of associations Renewable Energy Buyers Alliance, Future of Internet Power, Bay Area Council, BSA | The
Software Alliance, Bitkom, Ceres BICEP Network, CompTIA, DigitalEurope, Enterprise Cloud
Coalition, Silicon Valley Leadership Group, HR Policy Association, Business Alliance to Scale
Climate Solutions

STRATEGY

102-14 Statement from senior decision-maker Co-CEO Letter

102-15 Key impacts, risks, and opportunities About Workday

ETHICS AND INTEGRITY

102-16 Values, principles, standards, and About Workday>Integrity

norms of behavior

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

102-17 Mechanisms for advice and concerns About Workday>Integrity

about ethics

GOVERNANCE

102-18 Governance structure Our governance structure, including the board and its committees, is described on pp. 2, 7–13,
and 20–24 of the 2021 Proxy Statement.

102-19 Delegating authority Our Board Delegation of Authority Policy sets forth the dollar thresholds above which
decisions must be made by the board or one of its committees rather than management.

102-20 Executive-level responsibility for economic, Chief Philanthropy Officer reports to our co-Founder and co-CEO. Senior Director,
environmental, and social topics Environmental Sustainability reports to our Chief Legal Officer and Head of Corporate
Affairs.

102-21 Consulting stakeholders on economic, Stakeholders can communicate directly with the board of directors care of the secretary;
environmental, and social topics see pp. 25–26 and 28 of the 2021 Proxy Statement.

102-22 Composition of the highest governance body and Pages 2–3, 7–13, and 21–24 of the 2021 Proxy Statement describe the composition of the board
its committees and its committees. Three members of the board are women, other directors are men.

102-23 Chair of the highest governance body Aneel Bhusri, our co-CEO, has served as our board chairman since April 2021. Because
our chairman is a current executive officer of Workday, George Still, an independent
director, serves as a vice chairman and lead independent director of the board. Our board
believes that the current leadership structure provides effective independent oversight
of management, while allowing the board and management to benefit from the extensive
executive leadership and operational experience of Aneel Bhusri.

102-24 Nominating and selecting the highest See pp. 24–26 of the 2021 Proxy Statement for nomination and selection process and director
governance body qualifications. There is a process for shareholders to nominate directors, as described.

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

102-25 Conflicts of interest Our Audit Committee reviews related party transactions and they are disclosed per SEC
rules in our 2021 Proxy Statement on pp. 30–32. None of our executive officers are directors
of any companies in which our directors serve as executive officers. See pp. 58–59 of the
2021 Proxy Statement for controlling shareholder information.

102-29 Identifying and managing economic, Our Nominating and Governance Committee oversees and periodically reviews our policies
environmental, and social impacts and programs related to environmental sustainability, social responsibility, and governance,
as well as our participation and visibility as a global corporate citizen.

102-32 Highest governance body’s role in Chief Philanthropy Officer, Workday Foundation reports to our co-Founder, co-CEO,
sustainability reporting and Chairman.

102-36 Process for determining remuneration Page 26 of the 2021 Proxy Statement describes the process for determining compensation
of our non-employee directors. Pages 37–50 describe the process for determining
compensation of our executive officers and provide information about the independent
compensation of consultants involved in the process.

102-38 Annual total compensation ratio Our co-CEO to median employee pay ratio for fiscal 2021 was 13:1 for Aneel Bhusri and
119:1 for Chano Fernandez, as determined in accordance with SEC rules and described
on pp. 55–56 of the 2021 Proxy Statement.

102-39 Percentage increase in annual total compensation There was a percentage decrease in Aneel Bhusri's pay ratio from fiscal 2020 to fiscal 2021 of
ratio approximately 75%, due in part to his election to forego his annual equity grant for fiscal 2021.

STAKEHOLDER ENGAGEMENT

102-40 List of stakeholder groups About Workday>Materiality Analysis

102-41 Collective bargaining agreements As of the end of our reporting period (FY21), none of our employees are covered by a
collective bargaining agreement.

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

102-42 Identifying and selecting stakeholders About Workday>Materiality Analysis

102-43 Approach to stakeholder engagement About Workday>Materiality Analysis

102-44 Key topics and concerns raised About Workday>Materiality Analysis

REPORTING PRACTICE

102-45 Entities included in the consolidated 2021 Form 10-K

financial statements

102-46 Defining report content and topic boundaries About Workday>Materiality Analysis

102-47 List of material topics About Workday>Materiality Analysis

102-48 Restatements of information About Workday>About This Report

102-49 Changes in reporting About Workday>About This Report

102-50 Reporting period The reporting period is fiscal years 2020 and 2021 (February 1, 2019, to January 31, 2020, and
February 1, 2020, to January 31, 2021) unless otherwise noted with specific data.

102-51 Date of most recent report Our most recent previous report covered the two year period FY18 and FY19 (fiscal years
ending January 31) and was published in July 2019.

102-52 Reporting cycle Biennial

102-53 Contact point for questions regarding the report [email protected]

102-54 Claims of reporting in accordance with This report has been prepared in accordance with the GRI Standards: Core option.
the GRI Standards

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

102-55 GRI content index GRI Content: Core Option

102-56 External assurance Workday engaged Apex as an independent third party to review our FY22 Greenhouse Gas
(GHG) inventory and energy consumption, and received limited assurance of its accuracy
and completeness. The scope of this review, included in this report, includes our global
Scope 1 and Scope 2 (location- and market-based) GHG emissions, Scope 1 and 2 energy
consumption and Scope 3 GHG emissions related to business travel and non-IT emissions
from co-location data centers. At this time Workday does not seek external assurance for
the rest of our report.

GRI 200: ECONOMIC

GRI 201: ECONOMIC PERFORMANCE

103-1 Explanation of the material topic and its boundary 2021 Form 10-K

103-2 The management approach and its components 2021 Form 10-K

103-3 Evaluation of the management approach 2021 Form 10-K

201-1 Direct economic value generated and distributed 2021 Form 10-K

201-2 Financial implications and other risks and 2021 Form 10-K
opportunities due to climate change

201-3 Defined benefits plan obligations and other 2021 Form 10-K
retirement plans

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 203: INDIRECT ECONOMIC IMPACTS

103-1 Explanation of the material topic and its boundary Social Impact

103-2 The management approach and its components Social Impact>Strategy

103-3 Evaluation of the management approach Social Impact>Strategy

203-2 Significant indirect economic impacts Social Impact

GRI 204: PROCUREMENT PRACTICES

103-2 The management approach and its components Workday Supplier Code of Conduct, Supplier Diversity Program

103-3 Evaluation of the management approach Workday Supplier Code of Conduct, Supplier Diversity Program

GRI 205: ANTI-CORRUPTION

205-1 Operations assessed for risks related to corruption About Workday>Integrity

205-2 Communication and training about anti-corruption About Workday>Integrity

policies and procedures

205-3 Confirmed incidents of corruption and Within this reporting period, Workday is not aware of any allegations of violations or
actions taken violations of anti-corruption laws by Workday.

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 206: ANTI-COMPETITIVE BEHAVIOR

206-1 Legal actions for anticompetitive behavior, Within this reporting period, Workday is not aware of any allegations of anticompetitive
antitrust, and monopoly practices behavior or violations of antitrust or monopoly legislation by Workday.

GRI 300: ENVIRONMENTAL

GRI 302: ENERGY

103-1 Explanation of the material topic and its boundary Sustainability in the Cloud

103-2 The management approach and its components Sustainability in the Cloud

103-3 Evaluation of the management approach Sustainability in the Cloud

302-1 Energy consumption within the organization Sustainability in the Cloud

302-2 Energy consumption outside of the organization Sustainability in the Cloud

302-3 Energy intensity Sustainability in the Cloud

302-4 Reduction of energy consumption Sustainability in the Cloud

302-5 Reductions in energy requirements of products Sustainability in the Cloud

and services

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 305: EMISSIONS

103-1 Explanation of the material topic and its Boundary Sustainability in the Cloud

103-2 The management approach and its components Sustainability in the Cloud

103-3 Evaluation of the management approach Sustainability in the Cloud

305-1 Direct (Scope 1) GHG emissions Sustainability in the Cloud

305-2 Energy indirect (Scope 2) GHG emissions Sustainability in the Cloud

305-3 Other indirect (Scope 3) GHG emissions Sustainability in the Cloud

305-4 GHG emissions intensity Sustainability in the Cloud

305-5 Reduction of GHG emissions Sustainability in the Cloud

GRI 307: ENVIRONMENTAL COMPLIANCE

307-1 Non-compliance with environmental laws Within this reporting period, Workday is not aware of any allegations of violations of
and regulations environmental laws or regulations by Workday and has not incurred environmental fines
or sanctions during the reporting period.

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT

103-1 Explanation of the material topic and its boundary Sustainability in the Cloud>Strategy>Advocating for a Low-Carbon Economy,
A Carbon-Neutral Cloud>Engaging With Our Data Center Colocation Providers

103-2 The management approach and its components Sustainability in the Cloud>Strategy>Advocating for a Low-Carbon Economy,
A Carbon-Neutral Cloud>Engaging With Our Data Center Colocation Providers

103-3 Evaluation of the management approach Sustainability in the Cloud>Strategy>Advocating for a Low-Carbon Economy,
A Carbon-Neutral Cloud>Engaging With Our Data Center Colocation Providers

308-1 New suppliers that were screened using Sustainability in the Cloud>Strategy>Advocating for a Low-Carbon Economy,
environmental criteria A Carbon-Neutral Cloud>Engaging With Our Data Center Colocation Providers

GRI 400: SOCIAL

GRI 401: EMPLOYMENT

103-1 Explanation of the material topic and its boundary People & Purpose

103-2 The management approach and its components People & Purpose

103-3 Evaluation of the management approach People & Purpose

401-1 New employee hires and employee turnover Performance Tables>Workforce Breakdown

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

401-2 Benefits provided to full-time employees that are U.S. (headquarters)

not provided to temporary or part-time employees
Workday employees in the U.S. working 20 hours or more per week are eligible to participate
in Workday benefits programs (see benefits table). U.S. employees working fewer than
20 hours are eligible to participate in our 401(k) plan. U.S. employees and their designated
subsidiaries are eligible to participate in ESPP if they are employed by the last day of the
enrollment period prior to the beginning of the offering period. Part-time employees are
also eligible for paid time off and company holidays on a pro-rated basis.
Ireland (European headquarters)
All active Workday employees in Ireland are eligible for benefits regardless of full-time,
part-time, or minimum hours.

401-3 Parental leave Performance Tables>Parental Leave

GRI 403: OCCUPATIONAL HEALTH AND SAFETY

103-1 Explanation of the material topic and its boundary Our Culture>Global Workplace Safety

103-2 The management approach and its components Our Culture>Global Workplace Safety

103-3 Evaluation of the management approach Our Culture>Global Workplace Safety

403-1 Occupational health and safety Our Culture>Global Workplace Safety

management system

GRI 404: TRAINING AND EDUCATION

103-1 Explanation of the material topic and its boundary People & Purpose>Employee Development

103-2 The management approach and its components People & Purpose>Employee Development

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

103-3 Evaluation of the management approach People & Purpose>Employee Development

404-2 Programs for upgrading employee skills and People & Purpose>Employee Development
transition assistance programs

404-3 Percentage of employees receiving regular People & Purpose>Employee Development

performance and career development reviews

GRI 405: DIVERSITY AND EQUAL OPPORTUNITY

103-1 Explanation of the material topic and its boundary Belonging & Diversity

103-2 The management approach and its components Belonging & Diversity

103-3 Evaluation of the management approach Belonging & Diversity

405-1 Diversity of governance bodies and employees Belonging & Diversity

405-2 Ratio of basic salary and remuneration of women Belonging & Diversity
to men People & Purpose>Our Culture, Commitment to Pay Equity

GRI 412: HUMAN RIGHTS ASSESSMENT

103-1 Explanation of the material topic and its boundary About Workday>Integrity

103-2 The management approach and its components About Workday>Integrity

103-3 Evaluation of the management approach About Workday>Integrity

412-2 Employee training on human rights policies or About Workday>Integrity

procedures

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GRI Index
DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 414: SUPPLIER SOCIAL ASSESSMENT

103-1 Explanation of the material topic and its boundary Workday Supplier Code of Conduct, Supplier Diversity Program

103-2 The management approach and its components Workday Supplier Code of Conduct, Supplier Diversity Program

103-3 Evaluation of the management approach Workday Supplier Code of Conduct, Supplier Diversity Program

414-1 New suppliers that were screened using About Workday>Integrity, Belonging & Diversity
social criteria

GRI 415: PUBLIC POLICY

415-1 Political contributions US$5,000 USD to Committee for PUSD 2020 Bond Measure

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Sustainability Accounting Standards Board Index

This report contains disclosures in accordance with the Sustainability Accounting Standards Board (SASB) Software and IT Services Standard.

TOPIC ACCOUNTING METRIC CODE RESPONSE

(1) Total energy consumed, (2) percentage grid TC-SI-130a.1 Sustainability in the Cloud>Clean and Renewable Energy>Our Electricity
electricity, (3) percentage renewable Consumption
Performance Tables>Emissions and Energy
2021 CDP Climate Change,* C8

Environmental Footprint of (1) Total water withdrawn, (2) total water consumed, TC-SI-130a.2 Workday does not disclose this metric at this time, but will continue to
Hardware Infrastructure percentage of each in regions with High or Extremely evaluate in the future.
High Baseline Water Stress

Discussion of the integration of environmental TC-SI-130a.3 Sustainability in the Cloud

considerations into strategic planning for data 2021 CDP Climate Change,* C2.4a, C3.3, C4.3b, 4.5a
center needs

Description of policies and practices relating to TC-SI-220a.1 Customer Success>Data Privacy & Security
behavioral advertising and user privacy Workday Security and Data Privacy
Data Privacy & Freedom Workday Privacy Statement
of Expression
Number of users whose information is used TC-SI-220a.2 Workday Privacy Statement
for secondary purposes

Description of approach to identifying and addressing TC-SI-230a.2 Customer Success>Data Privacy & Security
Data Security data security risks, including use of third-party Workday Security and Data Privacy
cybersecurity standards

*CDP Climate Change 2021 response will be available at cdp.net by the end of 2021.

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Sustainability Accounting Standards Board Index

TOPIC ACCOUNTING METRIC CODE RESPONSE

Percentage of employees who are (1) foreign nationals TC-SI-330a.1 Performance Tables>Workforce Breakdown>Employment Contract
and (2) located offshore by Region

Recruiting & Managing Employee engagement as a percentage TC-SI-330a.2 People & Purpose>Employee Development>The Best Workday Survey
a Global, Diverse Skilled
Workforce
Percentage of gender and racial/ethnic group TC-SI-330a.3 Belonging & Diversity>VIBE>Our Representation and Diversity at Workday
representation for (1) management, (2) technical Performance Tables>Workforce Breakdown
staff, and (3) all other employees

Total amount of monetary losses as a result of legal TC-SI-520a.1 Within the reporting period, Workday suffered no material monetary
Intellectual Property proceedings associated with anticompetitive behavior losses as a result of legal proceedings associated with anticompetitive
Protection & Competitive regulations behavior regulations.
Behavior
About Workday>Governance>Integrity

Managing Systemic Description of business continuity risks related TC-SI-550a.2 Please see Item 1A. Risk Factors in 2021 Form 10-K for risks related to service
Risks from Technology to disruptions of operations disruptions and outages.
Disruptions

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Task Force On Climate-Related Financial Disclosures Index

Workday has adopted the reporting recommendations set forth by the Task Force on Climate-related Financial Disclosures (TCFD) to communicate the evolving impacts of climate
change on our business. Additionally, in line with recommendations made by the TCFD, Workday is responding to the CDP Climate Change 2021 questionnaire, references to which
are included in the table below.*

TCFD DISCLOSURE REFERENCE

GOVERNANCE

a) Describe the board’s oversight of climate-related risks and opportunities. About Workday>Governance>Board Structure and
Committees
GRI Index>102–29, 102–32
CDP Climate Change 2021* C1.1a, C1.1b

b) Describe management’s role in assessing and managing climate-related risks and opportunities. GRI Index>102–20
CDP Climate Change 2021* C1.2, C1.2a, C1.3a

STRATEGY

a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, Sustainability in the Cloud
and long term. CDP Climate Change 2021* C2.1a, C2.3, C2.3b, C2.4, C2.4a

b) Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and Sustainability in the Cloud
financial planning. CDP Climate Change 2021* C2.4a, C3.1, C3.3, C3.4

c) Describe the potential impact of different scenarios, including a 2°C scenario, on the organization’s CDP Climate Change 2021* C3.2, C3.2b
businesses, strategy, and financial planning.

*CDP Climate Change 2021 response will be available at cdp.net by the end of 2021.

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Task Force On Climate-Related Financial Disclosures Index

TCFD DISCLOSURE REFERENCE

RISK MANAGEMENT

a) Describe the organization’s processes for identifying and assessing climate-related risks. About Workday>Materiality
CDP Climate Change 2021* C2.1, C2.2g

b) Describe the organization’s processes for managing climate-related risks. Sustainability in the Cloud
CDP Climate Change 2021* C2.1, C2.2g

c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated About Workday>Governance>Board Structure and
into the organization’s overall risk management. Committees
CDP Climate Change 2021* C2.1, C2.2g

METRICS AND TARGETS

a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with Sustainability in the Cloud>Carbon Reduction &
its strategy and risk management process. Removal>Using an Internal Price on Carbon
Performance Tables>Emissions and Energy
CDP Climate Change 2021* C4.2, C4.2a

b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the related risks. Sustainability in the Cloud>Carbon Reduction &
Removal>FY21 GHG Emissions
Performance Tables>Emissions and Energy
CDP Climate Change 2021* C6.1, C6.3, C6.5

c) Describe the targets used by the organization to manage climate-related risks and opportunities and Sustainability in the Cloud>Strategy>Priorities
performance against targets. and Commitments
Sustainability in the Cloud>Carbon Reduction &
Removal>Committing to a 1.5°C Science-Based Target
Sustainability in the Cloud>Carbon Reduction &
Removal>Mitigating Our Historical Emissions
CDP Climate Change 2021* C4.1, C4.1c, C4.2, C4.2a

*CDP Climate Change 2021 response will be available at cdp.net by the end of 2021.

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Performance Tables
Workforce Breakdown

Workday publishes our Global Impact Report on a biennial basis and provides annual data updates to performance tables. We have updated performance data below to include FY22 data.

102-8 — EMPLOYMENT CONTRACT BY REGION

FY22 FY21 FY20

CONTINGENT EMPLOYEE TOTAL CONTINGENT EMPLOYEE TOTAL CONTINGENT EMPLOYEE TOTAL

Americas 250 11,226 11,476 174 9,577 9,751 192 9,414 9,606

EMEA 56 3,217 3,273 28 2,441 2,469 40 2,328 2,368

APJ 17 782 799 16 513 529 28 488 516

Total 323 15,225 15,548 218 12,531 12,749 260 12,230 12,490

102-8 — EMPLOYMENT TYPE

FY22 FY21 FY20

FULL TIME PART-TIME TOTAL FULL TIME PART-TIME TOTAL FULL TIME PART-TIME TOTAL

Regular 15,156 45 15,201 12,493 32 12,525 12,187 27 12,214

Intern & Co-Op 22 2 24 6 0 6 14 2 16

Total 15,178 47 15,225 12,499 32 12,531 12,201 29 12,230

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Performance Tables
Workforce Breakdown
401-1 —ANNUAL NEW HIRES BY REGION

FY22 % FY21 % FY20 %

Americas 2,690 67% 847 69% 1,865 72%

EMEA 1,032 26% 288 24% 566 22%

APJ 321 8% 86 7% 142 6%

Total 4,043 100% 1,221 100% 2,573 100%

405-1 — GENDER DIVERSITY*

FY22 FY21 FY20

TOTAL LEADERSHIP^ MANAGEMENT^ TOTAL LEADERSHIP^ MANAGEMENT^ TOTAL LEADERSHIP^ MANAGEMENT^

GLOBAL GLOBAL GLOBAL
POPULATION POPULATION POPULATION

Women 41.2% 36.6% 39.6% 40.1% 34.1% 41.0% 39.6% 33.7% 39.4%

Men 58.8% 63.4% 60.4% 59.9% 65.9% 59.0% 60.4% 66.3% 60.6%

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Performance Tables
Workforce Breakdown

405-1 — ETHNIC DIVERSITY**

FY22 FY21 FY20

TOTAL U.S. LEADERSHIP^ MANAGE- TOTAL U.S. LEADERSHIP^ MANAGE- TOTAL U.S. LEADERSHIP^ MANAGE-
POPULATION MENT^ POPULATION MENT^ POPULATION MENT^

American Indian or 0.2% 0.4% 0.2% 0.2% 0.3% 0.1% 0.2% 0.3% 0.0%
Alaskan Native

Asian 32.0% 17.8% 34.3% 32.2% 16.7% 34.2% 31.8% 15.2% 33.0%

Black 4.0% 2.5% 3.6% 2.8% 1.6% 2.6% 2.5% 1.8% 2.1%

Declined to Answer 3.8% 4.5% 4.8% 4.2% 3.8% 5.4% 4.3% 3.4% 5.7%

Hispanic or Latino 5.8% 4.4% 5.8% 5.1% 4.4% 5.6% 4.9% 2.8% 5.3%

Native Hawaiian or Other 0.5% 0.4% 0.5% 0.7% 0.8% 0.6% 0.7% 0.6% 0.6%
Pacific Islander

Two or More Races 3.2% 2.3% 3.3% 3.2% 1.9% 2.3% 3.2% 2.8% 2.6%

White 50.4% 67.7% 47.5% 51.7% 70.6% 49.3% 52.5% 73.2% 50.7%

Total Minority 45.7% 27.8% 47.7% 44.2% 25.7% 45.4% 43.2% 23.4% 43.6%

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Performance Tables
Workforce Breakdown
405-1 —AGE GROUP DIVERSITY ***

FY22 FY21 FY20

TOTAL LEADERSHIP^ MANAGEMENT^ TOTAL LEADERSHIP^ MANAGEMENT^ TOTAL LEADERSHIP^ MANAGEMENT^

GLOBAL GLOBAL GLOBAL
POPULATION POPULATION POPULATION

Under 30 Years Old 17.7% 0.1% 4.3% 18.8% 0.0% 4.7% 21.2% 0.0% 4.8%

30–50 Years Old 61.9% 60.7% 75.4% 63.4% 68.3% 78.3% 62.5% 70.8% 79.0%

Over 50 Years Old 20.4% 39.3% 20.3% 17.9% 31.7% 17.0% 16.3% 29.2% 16.2%

405-1 — UNDERREPRESENTED MINORITY****

FY22 FY21 FY20

TOTAL U.S. LEADERSHIP^ MANAGE- TOTAL U.S. LEADERSHIP^ MANAGE- TOTAL U.S. LEADERSHIP^ MANAGE-
POPULATION MENT^ POPULATION MENT^ POPULATION MENT^

U.S. Underrepresented 13.7% 10.0% 13.4% 12.0% 9.0% 11.2% 11.5% 8.2% 10.7%
Minority (URM)

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Performance Tables
Workforce Breakdown
405-1 — GLOBAL GENDER DIVERSITY—TECH*

FY22 FY21 FY20

TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION

Women 38.1% 37.5% 37.0%

Men 61.9% 62.5% 63.0%

405-1 — GLOBAL GENDER DIVERSITY— NON-TECH*

FY22 FY21 FY20

TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION

Women 48.0% 46.1% 45.4%

Men 52.0% 53.9% 54.6%

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Performance Tables
Workforce Breakdown
405-1 — ETHNIC DIVERSITY—TECH**

FY22 FY21 FY20

TOTAL U.S. POPULATION TOTAL U.S. POPULATION TOTAL U.S. POPULATION

American Indian or Alaskan Native 0.1% 0.1% 0.1%

Asian 39.2% 39.6% 39.2%

Black 3.6% 2.8% 2.5%

Declined to Answer 4.1% 4.4% 4.5%

Hispanic or Latino 5.2% 4.8% 4.5%

Native Hawaiian or Other Pacific Islander 0.5% 0.6% 0.6%

Two or More Races 2.9% 3.0% 3.0%

White 44.5% 44.8% 45.6%

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Performance Tables
Workforce Breakdown

405-1 — ETHNIC DIVERSITY— NON-TECH**

FY22 FY21 FY20

TOTAL U.S. POPULATION TOTAL U.S. POPULATION TOTAL U.S. POPULATION

American Indian or Alaskan Native 0.4% 0.4% 0.5%

Asian 14.8% 14.9% 14.4%

Black 4.8% 2.8% 2.4%

Declined to Answer 3.1% 3.4% 3.8%

Hispanic or Latino 7.5% 5.9% 5.8%

Native Hawaiian or Other Pacific Islander 0.7% 0.9% 0.9%

Two or More Races 3.9% 3.8% 3.6%

White 64.7% 67.9% 68.6%

* Data reported as of fiscal year ending 1/31.

** Data represents global regular employees; employees not disclosing their gender have been excluded.
*** Data represents U.S. regular employees.
^ Leadership is defined as director and above; management is defined as associate manager through senior manager.
**** Data represents all global regular employees.
****** Underrepresented minority (URM) is an industry term that refers to ethnic or racial groups whose populations in the workplace are disproportionate to the population in society. In the U.S., we are referring to our Alaskan
Native, American Indian, Black, Latinx, Native Hawaiian, Other Pacific Islander, and multiracial employees.

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Performance Tables
Benefits
401-2 — BENEFITS TABLE ( BY SIGNIFICANT LOCATIONS OF OPERATIONS ) U.S. IRELAND

Life Insurance X X

Healthcare (Health Insurance) X X

Disability Coverage X X

AD&D Insurance X X

Voluntary Life Insurance X

Parental Leave X X

Retirement Provision 401(k) X

401(k)/Pension Company Match X X

Stock Ownership X X

Employee Stock Purchase Plan X X

Time Off X X

Fitness Benefit X X

Holidays X X

Business Travel Accident Insurance X X

Employee Assistance Program X X

Commuter Benefits X X

Health Savings Account X

Dental Plan X X

Vision Plan X X

Long-Term Care X

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Performance Tables
Benefits
401-2 — BENEFITS TABLE ( BY SIGNIFICANT LOCATIONS OF OPERATIONS ) U.S. IRELAND

Pet Insurance X

Flexible Spending Account X

Leave Compensation X X

Backup Child Care X X

Adoption Reimbursement X X

College Savings (529) Plan X

Student Loan Repayment Through Payroll X

401-3 — PARENTAL LEAVE REPORTING YEARS: FY20 AND FY21 ( U.S. ONLY )

U.S. ONLY TOTAL MEN WOMEN

Total Number of Employees Who Were Entitled to Parental Leave, by Gender. 9,456 5,682 4,174

Total Number of Employees Who Took Parental Leave, by Gender. 378 157 221

Total Number of Employees Who Returned to Work in the Reporting Period After Parental Leave Ended, by Gender. 326 214 112

Return to Work Rates of Employees Who Took Parental Leave, by Gender. N/A 95% 84%

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Performance Tables
Emissions and Energy
302 — ENERGY FY22 FY21 FY20 FY19

ELECTRICITY CONSUMPTION ( KWH )

Data Centers 133,698,266 104,459,770 85,721,099 78,424,074

Offices 18,502,154 15,520,371 22,524,893 16,465,154

Total 152,200,420 119,980,141 108,245,993 94,889,228

North America 121,347,665 97,845,918 89,901,689 78,511,927

Europe 30,057,082 21,604,734 17,397,265 15,723,456

Africa 9,860 8,476 11,941 2,967

APJ 785,813 521,013 935,098 650,878

RENEWABLE ENERGY ( KWH )

On-Site Renewable Electricity Generation 1,437,083 1,415,515 901,122 –

Virtual Power Purchase Agreements 23,457,000 1,729,000 – –

Environmental Attribute Certificates—EACs (i.e. RECs, GOs, I-RECs) 91,480,796 94,812,000 91,544,000 90,668,000

Supplier-Sourced Renewable Electricity 34,622,060 21,810,319 15,699,700 15,117,000

Utility Renewable Energy Tariffs 1,203,481 486,186 115,869 299,315

Total 152,200,420 120,253,020 108,260,691 106,084,315

Workday 138 2021 Global Impact Report

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LETTER WORKDAY IN THE CLOUD SUCCESS DIVERSITY PURPOSE IMPACT TCFD | PERFORMANCE TABLES

Performance Tables
Emissions and Energy
302 — ENERGY FY22 FY21 FY20 FY19

RENEWABLE ENERGY ( KWH )

On-Site renewable Electricity Generation—% of Total Electricity

0.9% 1.2% 0.8% –
Consumption

EACs—% of Total Electricity Consumption 60% 79% 85% 96%

VPPAs—% of Total Electricity Consumption 15% 1% – –

Supplier-Sourced RE—% of Total Electricity Consumption 23% 18% 15% 16%

Utility Renewable Energy Tariffs—% of Total Electricity Consumption 0.8% 0.4% 0.1% 0.3%

RE from Grid—% of Total Electricity Consumption 45% 43% 45% 32%

RE100—% of Global Electricity Consumption by Market 100% 100% 100% 100%

RE100—% of North America Electricity Consumption 100% 100% 100% 100%

RE100—% of EMEA Electricity Consumption 100% 100% 100% 100%

RE100—% of APJ Electricity Consumption 100% 100% 100% 100%

Workday 139 2021 Global Impact Report

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LETTER WORKDAY IN THE CLOUD SUCCESS DIVERSITY PURPOSE IMPACT TCFD | PERFORMANCE TABLES

Performance Tables
Emissions and Energy
305 — EMISSIONS FY22 FY21 FY20 FY19

GREENHOUSE GAS ( GHG ) EMISSIONS BY SOURCE ( METRIC TONS CO 2 e )

Data Centers (Scope 2 + Scope 3)1, 6 54,890 50,360 39,428 38,505

Offices (Scope 1, Scope 2 + Scope 3)1 6,640 5,598 7,970 7,017

Business Travel (Scope 3)2 3,233 5,497 68,992 46,647

Employee Commute and Remote Work (Scope 3)4 8,905 9,238 13,848 13,542

Total 73,667 70,693 130,238 105,711

GREENHOUSE GAS ( GHG ) EMISSIONS BY SCOPE ( METRIC TONS CO 2 e )

Scope 1 Natural Gas, Diesel, and Fugitive Refrigerants5 1,803 1,435 1,718 2,040

Scope 1 Company-Operated Vehicles 31 35 15 –

Scope 2 Purchased Electricity1 45,821 40,584 36,611 34,330

Total Scope 1 + Scope 2 Emissions 47,655 42,054 38,344 36,370

Scope 3 Business Travel2 3,233 5,497 68,992 46,647

Scope 3 Employee Commute and Remote Work4 8,905 9,238 13,848 13,542

Scope 3 Data Centers Non-IT Electricity6 13,874 13,867 8,960 9,152

Scope 3 Serviced Offices7 33 37 95 –

Total Scope 3 Emissions 26,045 28,639 91,895 69,341

Workday 140 2021 Global Impact Report

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LETTER WORKDAY IN THE CLOUD SUCCESS DIVERSITY PURPOSE IMPACT TCFD | PERFORMANCE TABLES

Performance Tables
Emissions and Energy
305 — EMISSIONS FY22 FY21 FY20 FY19

LOCATION – AND MARKET-BASED EMISSIONS ( METRIC TONS CO 2 e )

Scope 2 Market-Based: Purchased Electricity—Offices 0 0 0 0

Scope 2 Market-Based: Purchased Electricity—Data Centers 0 0 0 0

Scope 2 Market-Based Total 0 0 0 0

Scope 2 Location-Based: Purchased Electricity—Offices 4,805 4,091 6,143 4,977

Scope 2 Location-Based: Purchased Electricity—Data Centers 41,016 36,493 30,468 29,353

Scope 2 Location-Based Total 45,821 40,584 36,611 34,330

Scope 3 Market-Based: Non-IT Electricity—Data Centers 13,874 13,867 8,960 9,152

Scope 3 Location-Based: Non-IT Electricity—Data Centers 14,809 14,042 10,350 10,500

Workday 141 2021 Global Impact Report

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LETTER WORKDAY IN THE CLOUD SUCCESS DIVERSITY PURPOSE IMPACT TCFD | PERFORMANCE TABLES

Performance Tables
Emissions and Energy
305 — EMISSIONS FY22 FY21 FY20 FY19

GREENHOUSE GAS ( GHG ) EMISSIONS INTENSITY ( METRIC TONS CO 2 e ) 5

Scope 1+2 per Employee 3.13 3.36 3.14 3.42

Scope 1+2 per Thousand $ Revenue 0.009 0.010 0.011 0.013

Scope 1, 2 + 3 Offices per Sq. Ft. Office Space 0.00287 0.00257 0.00356 0.00402

Scope 2+3 Data Center Emissions per Thousand $ Subscription Revenue

Scope 2+3 Market-Based 0.0031 0.0037 0.0029 0.0038

Scope 2 Location-Based, Scope 3 Market-Based6 0.0121 0.0133 0.0127 0.0161

Scope 3 Commute and Remote Work Emissions per Employee4 0.585 0.737 1.130 1.274

CARBON OFFSETS ( METRIC TONS CO 2 e )

Verified Emissions Reductions (VERs) 20,000 21,000 80,035 11,500

GHG Emissions in Net-Zero Emissions Goal Boundary8 18,974 20,871 79,780 57,839

Net GHG Emissions After Offsets Within Net-Zero Emissions

0 0 0 46,339
Goal Boundary

% of Total GHG Emissions Within Boundary Balanced by Carbon Offsets 105% 101% 100% 20%

Workday 142 2021 Global Impact Report

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LETTER WORKDAY IN THE CLOUD SUCCESS DIVERSITY PURPOSE IMPACT TCFD | PERFORMANCE TABLES

Performance Tables
Emissions and Energy
305 — EMISSIONS FY22 FY21 FY20 FY19

CARBON OFFSETS ( METRIC TONS CO 2 e )

GHG Emissions Across Global Offices and Data Centers9 15,741 15,374 10,788 11,192

Net GHG Emissions After Offsets Across Global Offices and Data Centers 0 0 0 0

% of Total GHG Emissions Across Global Offices and Data Centers

100% 100% 100% 100%
Balanced by Carbon Offsets

GHG Emissions Across Scope 1 & Scope 2 Market-Based 1,835 1,470 1,733 2,040

Net GHG Emissions After Offsets Across Scope 1 & Scope 2

0 0 0 0
Market-Based

% of Total GHG Emissions Across Scope 1 & Scope 2 Market-Based

100% 100% 100% 100%
Balanced by Carbon Offsets

1
Scope 2 emissions are calculated using location-based methodology.
2
Business travel includes emissions from air travel, rental cars, hotels, and other transportation (e.g. rail, ferry, taxi, and rideshare). FY20 and FY21 business travel emissions have been restated to capture each of these business
travel categories.
3
Emissions intensity metrics are calculated using location-based methodology for Scope 2 emissions.
4
Employee commuting includes emissions from commuting to and from offices and, beginning in FY21, emissions from remote working. Remote work emissions are calculated based on a methodological approach developed and
published by Anthesis Group in 2021. Note: In alignment with the GHG Protocol’s guidance, remote work emissions are allocated under the same Scope 3 Category 7 Employee Commuting and considered optional (i.e., not counted
towards our Scope 3 science-based targets coverage).
5
Scope 1 includes emissions from natural gas consumed in our buildings, company-operated vehicles, estimated fugitive emissions from refrigerants, and diesel fuel used in backup generators. FY20 and FY21 Scope 1 emissions have
been restated to reflect the most current methodology and data availability.
6
Emissions for co-located data centers comprise of location-based Scope 2 electricity and market-based Scope 3 non-IT electricity. Workday calculates GHG emissions from electricity consumed by its IT hardware assets housed in
co-located data centers and allocates these emissions to Scope 2. Workday additionally calculates GHG emissions from non-IT electricity load (e.g. electricity used in cooling systems) at co-located data centers and allocates them to
Scope 3 upstream leased assets as these emissions sources are not under Workday’s operational control.
7
Emissions from serviced offices are categorized as Scope 3 upstream leased assets since they are not under Workday’s operational control. FY20 and FY21 Scope 1 and 2 emissions have been restated to reflect this scope allocation
methodology and data availability.
8
Net-zero carbon emissions goal boundary includes global Scope 1, Scope 2 market-based, Scope 3 market-based data center non-IT, Scope 3 business travel, and Scope 3 serviced offices.
9
Emissions across global offices and data centers include Scope 1, Scope 2 market-based, Scope 3 market-based data center non-IT and Scope 3 serviced offices.

Workday 143 2021 Global Impact Report

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