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Impact for a

changing world.
2023 GLOBAL IMPACT REPORT
Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Aneel Bhusri Carl Eschenbach

Co-Founder and Co-CEO, Workday Co-CEO, Workday

A Letter from Our Co-CEOs

From the start, Workday set out to revolutionize the world
Innovating for customer success.
of enterprise software. Today, we aspire to be the intelligent
Through our innovations we’ve always aimed to put people at
digital backbone of business, and the essential partner
the center of enterprise software, and as our customers face
that organizations turn to as they navigate the current
rapid shifts in workforce and workplace norms that approach
environment and prepare for what’s next.
couldn’t be more relevant or powerful than it is today.
At our core, we are a company of nearly 18,000 diverse
One of the biggest forces shaping the future of work is
and talented Workmates who focus on forging trusted
artificial intelligence (AI) and machine learning (ML). While
relationships with one another and the broader Workday
generative AI technologies are dominating headlines of late,
community so that together, we can drive the future of work.
Workday has invested in building trustworthy AI innovations
These trusted relationships, guided by our six core values for nearly a decade. We believe that for AI and ML to deliver
(employees, customer service, innovation, integrity, fun, on its potential, it must augment human capability, not
profitability), are the bedrock of how we operate and engage displace it. Our ethical AI and ML principles guide us in
with our extended Workday ecosystem and the communities the development of these technologies that drive positive
in which we live and work. Today, with more than $6 billion societal outcomes and expand growth opportunities for our
in annual revenue, more than 10,000 customers across customers and their employees.
175 countries, and a 95%+ customer satisfaction rating for
Another topic that is top of mind for many of our customers is
more than a decade, it’s clear that this philosophy serves
ESG, or environmental, social, and governance. The disclosure
us well. It’s fueled our ability to serve our communities and
and reporting requirements for ESG are complex and demand
pursue our purpose of inspiring a brighter work day for all.
access to high-quality data.

Workday 2023 Global Impact Report | 2

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Thanks to the power of the Workday cloud, we’ve continued to

Creating a sustainable future.
innovate to provide our customers with the data and analysis on
Workday is committed to doing our part to create a more
their people, finance, and supply chain that they need to address
sustainable future. Our approach spans Workday’s operations
their evolving ESG needs. In fact, since our last report, Workday and
and how we can help our customers meet their sustainability
our ecosystem of partners have released six unique solutions to
goals. As part of our climate strategy, we’ve continued to match
support our customers’ ESG efforts.
100% of the electricity used at our global offices and data
centers with clean, renewable sources, and we provide our
Making progress in belonging entire customer community with a carbon-neutral cloud.
and diversity. While we’re proud of the work we’ve done already to mitigate
At Workday, we’ve always understood the importance of fostering our environmental impacts, we know there’s more to do. We
a diverse and inclusive workforce, which is central to our #1 core recently announced our membership with Frontier, which
value—employees. Our commitment to creating a culture of allows us to transition from purchasing carbon credits to
belonging and diversity comes to life for us through VIBE™, which supporting carbon removal. Additionally, our science-based
stands for Valuing Inclusion, Belonging, and Equity. In 2020, we targets, aligned with keeping global warming to 1.5°C, were
created a set of VIBE commitments to hold ourselves accountable recently approved by the Science Based Target initiative across
and ensure we’re making progress. One of our key commitments was all three scopes of emissions. We share our initial progress
to double the number of Black and Latinx leaders in the U.S. by the toward meeting these goals in this report.
end of 2023. We are pleased to share that as of January 31, 2023, we
are more than three quarters of the way to meeting our goal. But we know that our changing environment also has an impact Aneel Bhusri
on jobs, as we’ve seen the global shift from fossil fuels to green Co-Founder and Co-CEO, Workday
Ensuring our hiring process is inclusive is an important part alternatives result in job losses in coal communities. We believe
of fulfilling our VIBE commitments as well. We know talent is a robust economy and sustainable planet can co-exist, which
everywhere, but opportunity is not, which is why we created the is why we've invested $1 million in organizations, including the
Opportunity Onramps® movement to help break down the barriers Just Transition Grant fund, to retrain workers for emerging
that keep talented people from pursuing careers in technology. green jobs.
We’re excited that 16% of all FY23 U.S. hires for early to mid-career
Carl Eschenbach
roles have come through Opportunity Onramps, which means There’s no doubt it’s a season of constant change for business
Co-CEO, Workday
we’re well on our way to reaching our commitment to fill 20% of and society. But in the midst of so much change lies a massive
these roles with untapped talent by the end of calendar year 2023. opportunity to define and shape how the future works. With
You will find additional details on the progress we are making our values guiding our efforts, we are committed to working
against our other VIBE commitments later in this report. closely alongside our employees, customers, partners, and
communities to build on the promise of tomorrow and create
a brighter work day for all.

Workday 2023 Global Impact Report | 3

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

About
Workday

Workday 2023 Global Impact Report | 4

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

About this report.

The 2023 “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 2021. Previous reports
were published in 2019, 2017, and 2015. The reporting period is FY22
and FY23, which covers the period from February 1, 2021, through
January 31, 2023. Reporting scope, unless otherwise indicated,
covers all Workday, Inc. operations and offices globally.

In FY22, we acquired Peakon ApS (“Peakon”), a continuous

listening platform that captures real-time employee sentiment;
Zimit, a configure, price, quote solution built for services industries;
and VNDLY, a cloud-based external workforce and vendor
management technology. Read more in our FY23 10K.

This report has been prepared in reference to the Global Reporting

Initiative (GRI) utilizing the updated Universal Standards, and
references the Task Force on Climate-Related Financial Disclosures
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 (which was performed in 2022), as
well as environmental, social, and governance (ESG) rating and
ranking agencies. We welcome your comments and questions at
sustainability@workday.com.

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Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Who we are. FY23 Workday by the numbers:

Workday is a leading provider of enterprise cloud applications

for finance and human resources, helping customers
$6.22 billion In FY23 we achieved a significant

adapt and thrive in a changing world. Workday applications total revenue (21% revenue growth milestone as we surpassed the
year over year)
for financial management, human resources, planning,
spend management, and analytics are built with artificial
10,000 customer mark.
intelligence and machine learning at the core to help
organizations around the world embrace the future of work.
Workday is used by more than 10,000 organizations around
$13.49 billion
the world and across industries—from medium-sized total assets
businesses to more than 50% of the Fortune 500. For more
information about Workday, visit workday.com.

For more about the Workday story and key milestones, please ~17,700
visit Our Story. employees1
Workday headquarters are located in Pleasanton, California,

$1.21 billion
with offices across North America, EMEA, and APJ. All
Workday office locations can be found here.

non-GAAP operating income

$1.66 billion
operating cash flow

WDAY
NASDAQ listing
1
As of Jan. 31, 2023.

Workday 2023 Global Impact Report | 6

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Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Who we serve. More than The Workday customer community

represents more than
50%
of Fortune 500 have selected Workday 60 million workers

Products: Industries served:

Office of the CFO: Workday Financial Management is the Workday
Education2
flagship application suite for finance. Other products targeting
the CFO include Workday Accounting Center, Workday Adaptive
Planning, Workday Expenses, Workday Grants Management,
Financial services
Workday Prism Analytics, and Workday Projects.
Government
Office of the CHRO: Workday Human Capital Management is
the Workday flagship application suite for HR. Other products Healthcare
targeting the CHRO include Workday Adaptive Planning, Workday
Expenses, Workday Help, Workday Journeys, Workday Labor
Insurance
Optimization, Workday Learning, Workday Payroll, Workday
Peakon Employee Voice, Workday People Analytics, Workday
Life sciences
Prism Analytics, Workday Recruiting, Workday Scheduling,
Workday Talent Optimization, and Workday Time Tracking.
Manufacturing
Office of the CIO: Workday analytics and technology products
targeting the CIO include Workday Benchmarking (an offering Nonprofit
available as part of Workday Data-as-a-Service), Workday Extend,
Workday People Analytics, and Workday Prism Analytics.
Professional services
Office of Procurement: Workday Procurement and Workday
Strategic Sourcing help procurement organizations streamline Retail and hospitality
operations and control indirect spend. Other products in the
spend management suite include Workday Expenses and Technology
Workday Inventory.

2
Workday also offers Workday Grants Management and Workday Student for higher education.

Workday 2023 Global Impact Report | 7

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
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Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our core values.

Our Workday values aren’t just words on a page. They are deeply
held beliefs that we put into action every day. We know we are
living those values when we experience our employees putting
them into action, reinforcing them, and contributing to our culture
and the communities around us.

Employees: Happy employees lead to happy Innovation: Innovate or fade away. It’s a call to Fun: It’s simple, really. We believe work should be fun. And
customers, and that’s why employees are at the action for companies today—an idea that companies we know you can have fun while working hard at the same
center of our values. We practice empathy and must always be changing and growing. Workday time. In fact, the better we do as a company, the more
compassion. We believe our employees are at their was founded with this mindset. We are committed fun we get to have. At Workday, fun isn’t limited to an
best when we create a sense of belonging and enable equitable to driving innovation within a fiercely competitive enterprise annual party. It’s ingrained into the way we work every day. How do we
opportunities for everyone to grow and thrive. We support our software industry. We believe diversity fuels innovation. We gather encourage fun? By inspiring, by winning, and by celebrating in ways
employees, their families, and the communities in which they live different groups of creative people, take smart risks, and then that build meaningful relationships no matter where you are in the
and work. learn from the results. We act decisively, and emphasize adding world. So go ahead, make time to laugh. Join one of the many events
value over flashy innovation. What got us here won’t get us to happening around the globe. Get together with your team (in person
Customer service: We are deeply committed to
the future; that requires continuous transformation in an always- or virtually). It’s these real, personal relationships that are central to
the long-term success of our customers, always
changing world. our collective success.
striving for the highest levels of customer and
user satisfaction. Workday improves the employee Integrity: At Workday, we work hard to build and Profitability: Profitability is really important—and the
experience for millions of workers around the world, and that sustain a culture of honesty. We are committed more profitability we have, the more we can reinvest
responsibility means we aim to put customers at the heart of every to earning the trust of our employees, customers, in our business and people. But we don’t exist to be
decision we make and every action we take. We relentlessly seek partners, investors, and communities. We believe profitable. We exist to inspire a brighter work day for
to drive value for every customer, balanced within the context of winning is important, but how we win is just as important. We hold all. We believe that by living our values extraordinarily well, making
the overall Workday strategy and direction. ourselves and each other accountable to make decisions that are smart choices, being responsible, and spending wisely, profitability
aligned with our values, even when the decisions may result in will follow naturally.
incurring costs to ourselves and to our business. With courage,
integrity, and commitment, we embrace our responsibility to do
the right thing.

Workday 2023 Global Impact Report | 8

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
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Letter Workday Customer Success Sustainability Purpose and Diversity Impact

FY22 and FY23 highlights.

Environmental sustainability highlights RECOGNITION

Set and approved science- Joined Frontier, a Continued to source 100% JUST100 #1 for Environment overall,
based targets by the Science $1B+ advance market renewable electricity, achieved JUST Capital (FY23)
Based Targets initiative commitment to purchase net-zero carbon emissions,3 and JUST100 America’s Most Just Companies,
permanent carbon removal provided all of our customers a JUST Capital (FY22 and FY23)
carbon-neutral cloud
World’s Most Ethical Companies,
Ethisphere (FY22 and FY23)
Social highlights Future 50,
Fortune (#19) (FY22)
Achieved and exceeded Established new VIBE™ Invested more than $20 million World Changing Ideas,
our target on overall goals in 2023 to create in organizations focused on Fast Company (Honorable Mention: VIBE
representation of Black lasting change closing the opportunity gap Index™) (FY22)
and Latinx employees for workers Top Products,
HR Executive (FY22)
Best Company for Diversity,
Comparably (FY22)
Governance highlights
Best Company for Culture,
Comparably (FY22)
Named one of the World’s Put in place a dedicated Established an ESG Task Force
Most Ethical Companies Responsible AI team to and ESG Steering Committee 2022 Best Places to Work for Disability
by Ethisphere for the third develop governance in support that report on progress to the Inclusion, Disability:IN (FY22)
year in a row, reflecting our of the delivery of trustworthy board of directors 2022 Best Places to Work for LGBTQ Equality,
commitment to integrity artificial intelligence Human Rights Campaign (HRC) Corporate
Equality Index (FY22)

3
All references to "net-zero" in this report encompass Workday’s emissions from offices, data centers and public cloud, and business travel. Workday 2023 Global Impact Report | 9
Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Workday value chain.

Development Marketing Deployment Product updates,

and sales product releases, and
customer-support
activities

Corporate and product strategy Business development Professional services to Continued provision
New market research Sales generation deploy applications of cloud applications

Technology research Customer engagement Delivery assurance Application-infrastructure

Customer training and education management
Product management
Customer value optimization Product updates
Software design, development, testing
Product releases
Quality assurance
Customer support

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

Product innovation and Privacy and Energy and

customer satisfaction data security carbon emissions
Workday 2023 Global Impact Report | 10
Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our priority ESG topics. ESG topic matrix.4

In 2022, Workday engaged with a leading professional services firm to conduct a refreshed We review our highest-priority ESG topics in detail within this report and cover lower-priority topics as
environmental, social, and governance (ESG) priority topic assessment to identify our material applicable. Our practice is to update our priority topics and matrix every other year. See the Appendix at the
ESG topics. Our latest assessment used a broad range of inputs, including internal and end of this report for our Topic Glossary.
external interviews and surveys, industry trends and discussions with peers, and observations
of rating and ranking agencies, as well as dominant standards to produce a holistic list of
potential priority ESG topics for Workday to consider.

How we determine what matters most.

To identify the updated areas that are of most interest to stakeholders and where our business
can make the most impact, our recent assessment included the following key steps:

Identification and definition: We used a combination of both internal and external

research to develop a list of initial topics deemed potentially relevant to Workday
sustainability and business strategies. This includes previous materiality assessments,
ESG reports, dominant reporting frameworks, ESG ratings, and more. We defined priority
topics based on thorough reviews of various frameworks, such as GRI standards and the
SASB Software and IT Services industry-specific guidance.

Engagement: Through internal and external interviews, we further refined the initial
topic list and prioritized most relevant Workday topics. Our external interviews consisted
of inputs from investors, customers, and members of our board of directors, while our
internal stakeholders were from a wide range of topics of expertise across the company.
We also considered feedback gathered through surveys. This included both internal
employee surveys and external surveys at our user conferences Workday Rising and
Workday Rising Europe, which included customers, partners, prospective customers, and
employees. In FY23, our internal and external surveys included over 9,500 responses.

Validation: Through a quantitative scoring of inputs, an initial scatter plot of ESG topics
was produced and then refined via feedback from Workday, ESG experts, and industry
knowledge. We also analyzed the results within the context of our value chain impacts
and strategic corporate topics to determine our priority topics.
Note on materiality: As used in this report, materiality is considered “ESG materiality,” which 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.

4
Material topics listed in alphabetical order within each tier. Workday 2023 Global Impact Report | 11
Our ESG
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Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

The United Nations 17 Sustainable Development Goals.

We also consider how the priority topics for Workday can further the United Nations Sustainable Workforce development.
Development Goals (SDGs), which are part of the UN’s 2030 Agenda for Sustainable Development. Succeeding in a dynamic, competitive business environment requires Workday to invest
Our alignment with the SDGs is noted in the following discussion. in the continuous growth and performance of our people. We do this by putting skills
Privacy and data security. at the center of our talent strategy, being transparent with both employees and people
leaders about what’s expected of them to succeed at Workday, and investing in high-
Workday is responsible for safeguarding our customers’ most sensitive information
impact development opportunities to grow employee skills and careers. Our Opportunity
and data. Along with our customers, we must also adhere to applicable data privacy
Onramps® program provides a pathway for great talent—regardless of background—to
regulations. We maintain rigorous data-privacy and security standards to appropriately
launch or relaunch careers in technology. Learn more about workforce development at
safeguard our customers’ data. Learn more about the Workday data security and privacy
Workday in “People and Purpose” and “Belonging and Diversity.”
program in “Data Privacy and Security.”

Product innovation and customer satisfaction.

Customer satisfaction is a key metric for Workday that we measure throughout the year in Energy and carbon emissions.
an effort to retain our existing customer base and attract new customers. And not only do A healthy environment provides the foundation for our economy and ultimately, for
customers care about whom they are doing business with, but they’re also looking to work economic opportunity and the future quality of life for all global citizens. We continually
with organizations that can help support their own sustainability goals. Learn more about look for new ways to positively address the planet’s sustainability challenges, including
how Workday promotes customer success in “Our ESG Solutions and Customer Success.” investing in renewable energy projects and providing carbon-efficient products for
our customers so they can minimize their impact on the planet. Learn more about our
approach to energy and carbon emissions in “Environmental Sustainability.”
Talent and culture.
We put employees first by prioritizing their well-being, supporting their productivity in Responsible AI.
their roles, simplifying the experiences they have at work every day, and caring for them We understand the opportunity that artificial intelligence (AI) offers to positively
outside of work, too. Learn more about Workday employee learning and development, transform how people and organizations operate. Our commitment to responsible AI
well-being, and engagement programs in “People and Purpose.” is a reflection of our core values; most notably a focus on our employees, customer
service, innovation, and integrity. Learn more about our approach to Responsible AI
in “Responsible AI.”

Diversity, equity, and belonging.

Our Belonging and Diversity vision is to Value Inclusion, Belonging, and Equity (VIBE) Corporate governance and business ethics.
for all by maintaining a workplace in which all Workmates are valued for their unique The Workday commitment to sound corporate governance is rooted in integrity, ethical
perspectives, respected as equal and integral members of the Workday community, and conduct, and compliance. Our core value of integrity enables the success of our culture,
given fair access to opportunities across the company. Together, we are inspired to bring our business, and our customers. Learn more about our corporate governance and
our best to Workday, our customers, and our communities. Learn more about Workday business ethics in “Governance.”
diversity programs in “Belonging and Diversity.”

Workday 2023 Global Impact Report | 12

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Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Stakeholder engagement.
An essential aspect of our priority topics assessment and the
Workday Peakon Employee Voice.
management of our ESG programs is how we engage with our
We use Workday Peakon Employee Voice to collect feedback in
stakeholders. As a company founded on the idea of putting
real time from our employees and turn that feedback into dialogue
people at the center of enterprise software, we know we need to
and action. Since we introduced Workday Peakon Employee Voice
create value for all stakeholders, which includes our customers,
in fiscal 2022, we have had an average weekly participation rate
employees, investors, communities, partners, and all individuals
of approximately 70% across our global employees, which reflects
who or entities that are affected by our business activities.
strong continuous participation by our employees. We receive data
Building relationships with stakeholders and engaging in collaborative points from these surveys that help us identify actions to take to
rather than competitive strategies are important for our long-term improve our company and our culture.
business success. By listening to and engaging with a diverse group of
stakeholders, we better understand their priorities and can react more Opportunity Onramps.
quickly to business trends that impact our customers.
Through our Opportunity Onramps program, we invest in leading
workforce development organizations that provide direct training
Workday customers. and employment opportunities for candidates facing barriers
We collaborate with our customers on Workday Community, a portal to employment.
where we can interact and brainstorm around best practices and
product features. Customers can get their questions answered by Local Leaders. Nongovernmental organizations
our experts, vote for new features, receive product updates, and
share knowledge and assets, such as reports.
Our Local Leaders are employee volunteers in most of our field and nonprofits.
offices globally who are responsible for keeping the Workday culture
Engagement with nongovernmental organizations (NGOs)
strong by hosting events and programs that span employee giving
and nonprofits helps us better understand key issues, stay on
Workday leadership. and volunteerism, sustainability, well-being, and fun. Their mission is
top of best practices, and achieve certification in some of the
In 2022, Workday piloted Workday Connect, a new, more flexible, to help our Workmates feel good, do good, and have fun.
sustainability areas that are key priorities for us.
condensed, and focused company meeting format to keep pace with
the new needs of Workmates and the business. Our leadership team Employee Belonging Councils. Influencers of public policy.
regularly holds fireside chats and Q&A sessions during our Workday
At Workday, our Employee Belonging Councils (EBCs) play an integral
Connect meetings where Workmates can ask questions. Outside of We frequently engage directly with policymakers, regulators,
role in fostering a culture of inclusion and belonging for all. Members
these meetings, any employee can ask anything of, as well as provide industry partners, and nonprofits to build momentum and bolster
are not only business and thought leaders, they are also our culture
feedback directly to, senior leaders. Our co-CEOs also share their trust in enterprise software and enable growth and innovation.
keepers and storytellers, and strive to promote and advocate for
email addresses directly with employees, and our chief people officer Through our memberships with industry, business, and trade
equal opportunity and understanding of diverse communities.
regularly asks for feedback on the pulse of our culture. associations, we have a voice within the broader industry.

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Supporting our customers' sustainability goals | Committed to customer satisfaction

Our ESG Solutions

and Customer
Success

Workday 2023 Global Impact Report | 14

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Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Supporting our customers' sustainability goals | Committed to customer satisfaction

Supporting Tracking emissions and

Commuter emissions survey.
supplier sustainability.
our customers’ Workday offers an adaptable platform that enables companies to
At Workday, we wanted to understand our own commuter and
remote work environmental impacts to better plan how to

sustainability goals. manage their emissions reduction strategy. Accelerate2zero—

built by Deloitte on Workday Adaptive Planning—helps
reduce our footprint. To do so, our Sustainability team created
the Commute, Remote Work, and Sustainability survey tool
organizations capture Scope 1, Scope 2, and Scope 3 emissions.
Long-term, sustainable success for all can’t happen in isolation— built with Workday Human Capital Management (HCM) and
The solution enables companies to undertake a cost-benefit
it requires collaboration and strong partnerships. Not only do Workday Extend to distribute to our Workmates globally. Over
analysis of emissions abatement options and allows dynamic
customers care about whom they are doing business with, but 50% of Workmates answered the survey in 2023, surpassing
emissions budget management, helping organizations to
they’re also looking to work with organizations that can help the Sustainability team’s engagement goal. With the tool’s
achieve the emissions targets within their ESG strategy.
support their own sustainability goals. Workday delivers key people,
Similarly, ClimateAdapt—also built by Deloitte on Workday success, we made it widely available to our customers so they
finance, and supply chain insights and processes to help customers
Adaptive Planning—helps organizations undertake a climate risk can also collect information about employee remote work
stay on top of their sustainability initiatives and reporting.
materiality assessment, measuring top physical and transition and commute habits and calculate emissions by office or
As finance, human resources, and IT teams come together to risks and how organizations’ assets, people, and operations may country, transportation mode, and flex work. Not only will this
determine the best path forward, our proven technology and the be impacted against potential warming scenarios. This allows information provide the data needed for emissions calculations,
way we do business uniquely position us as a trusted source of data optimal future planning and operational and financial modeling.
but it also provides valuable insight for sustainability and HR
needed to meet evolving reporting and disclosure requirements, teams to collaborate and make changes within the organization
The supplier sustainability solution from Workday helps
including those around emissions, diversity, and governance. that can help reduce these emissions.
customers improve the sustainability and resilience of their

We’ve increased our focus and technology investments to help supply chains and enables them to assess their Scope 3

customers advance their environmental, social, and governance emissions. Using Workday Financial Management, Workday

(ESG) goals using Workday. Our solutions aim to enable leaders Prism Analytics, and Workday Strategic Sourcing, the solution

to collect data from across the organization, build strategy enables the collection of key ESG data from suppliers and

frameworks, help ensure the organization is audit ready, report with the identification of areas for improvement, and captures and

confidence, and plan for the future. reports on Scope 1, Scope 2, and Scope 3 emissions derived
from supplier spend. This enables the sourcing and tracking of
supplier data that can help drive progress toward ESG goals.

Learn more about our ESG solutions.

Workday 2023 Global Impact Report | 15

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Supporting our customers' sustainability goals | Committed to customer satisfaction

Reporting social impact and Additional insights from Workday People Analytics (including

driving change. the VIBE Index™), Workday Peakon Employee Voice, and
Workday Learning can further enhance an organization’s
To track progress against goals and identify areas for improvement,
efforts around the social component of ESG, including helping
our social reporting for ESG solutions provides a curated package
customers seamlessly track the progress of their social
of reports from Workday HCM covering the most common areas
initiatives and take action to drive change. Not only do our
required for ESG disclosures, including workforce composition,
solutions allow our customers to report on their social impact,
organizational health, diversity, and workforce investment. For Workday Peakon Employee
but they also help them fully understand their workforce to drive
example, customers can quickly see their worker breakdown by
metrics such as age, race and ethnicity, and veteran status, and
actions toward lasting change with an evidence-based approach Voice has amassed more than
using demographic data, skills and talent data, and perceptual
understand how they are compensating different employees, 500 million survey responses
data in a uniquely holistic way. For more information on how our
including base and bonus breakdown and benefits enrollment. from employees worldwide,
customers can use Workday tools to drive change, please visit
Workday HCM also includes our Workday Skills Cloud, which helps
customers gain deeper insights into workforce skills and deliver
our “Belonging and Diversity” section. representing one of the largest
more personalized employee experiences. standardized data sets of
employee sentiment feedback in
the world. Learn more here.

Southern New Hampshire University

is cultivating a culture of belonging
where every employee can thrive.
Southern New Hampshire University (SNHU) uses Workday Peakon
Employee Voice every day to take quick snapshots of the workforce—
and find out which actions would best support the SNHU community.
Workday has helped further SNHU’s diversity, equity, and inclusion
strategic objectives and build more conversations around them, both
on and off the platform. Learn more here.

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Supporting our customers' sustainability goals | Committed to customer satisfaction

Committed to A 97% customer satisfaction rating.

As a company, Workday aims to maintain a customer satisfaction
customer satisfaction. rating of over 95%, and in 2022, we surpassed this rating again—
as we have for more than a decade. We’ve continued to stay
When companies have access to the right technology
Our partnership with our customers is built on listening. We laser-focused on customer success, delivering the vision and to help inform, drive, and report change, they
genuinely value and take action on what our customers have to innovation that global organizations need in order to navigate have the power to become what we refer to as
say. Ongoing, open communication shapes how we guide them rapidly changing business and workforce circumstances. We ‘Changemakers’—those who rise to meet today’s
smoothly through deployment and every transition. are committed to building long-lasting relationships with our challenges and leverage change to their advantage.”
customers in four key stages:
• Their goals are our goals. Not only do we take the time to Mike Magaro
really understand our customers’ business goals, we aim to Deployment: We have 70% of our customers live because Senior Vice President, Corporate Growth, Workday
hold ourselves accountable to them. of our carefully vetted partner ecosystem, deployment
• Innovating to bring customers a competitive edge. best practices, and our own deployment offering.
Workday strives to innovate based on what our customers Education and Training: Our education services help
have to say and how we anticipate evolving business needs. customers efficiently adopt and make the best use We want to be known for making good on our promises and doing
We understand how important ongoing improvement is, so of Workday. things the right way by helping our portfolio companies understand the
we continually innovate alongside our customers to help
Optimization: We provide the services customers need enterprise technology space, connecting them with customers, and
them embrace the opportunity in change.
to increase the value of their investment. offering technical integrations that help their business grow.
• With Workday, you’re never alone. The Workday
Support: We are committed to quickly resolving Ten of the companies we invest in are led by women CEOs, and
commitment to helping our customers achieve their goals
customer issues with around-the-clock support. five of the companies we invest in are B-corporations, certified to
doesn’t end with a smooth deployment. It’s the partnership
that happens after deployment that can be most meet the highest standards of verified social and environmental
If you’d like to read more stories from our inspirational customers,
meaningful to long-term success. performance. One of these new strategic partnerships is with
visit here.
pulsESG, a public benefit corporation dedicated to empowering
purpose-driven enterprises to manage and improve their ESG
Accelerating growth with footprint. The new partnership aims to support joint Workday and
Workday Ventures. pulsESG customers to better respond to rapidly evolving ESG

97%
Workday Ventures is the strategic capital arm of Workday, Inc., management and disclosure requirements.

focused on accelerating the growth of emerging enterprise

In 2023, Workday announced a $250-million expansion of the
software companies that are valuable to Workday customers and
customer Workday Ventures fund. The additional investment capital further
complementary to Workday products. Our intention is rooted in
reinforces our strategic focus on artificial intelligence and machine
satisfaction rating. Workday core values, which we feel are foundational to our success.
learning, intelligent automation, and serving targeted markets.
In addition to a focus on innovation and customer commitment, we
also function with integrity.

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Environmental
Sustainability

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Our strategy.
At Workday, we aim to think about sustainability in
everything we do, and measure our success not only in
financial terms but also in how we impact the world.

As a leading provider of enterprise cloud applications,

our approach to environmental stewardship focuses
In 2023, Workday engaged a third party to complete
on the key areas that we believe are most material
to our business. These include our carbon footprint, a climate risk assessment and scenario analysis to
investments in renewable energy, climate policy, reducing identify our biggest climate risks and opportunities
and responsibly disposing of our e-waste, and engaging
in accordance with the recommendations from the Task
with our employees to maximize their collective impact
on how we operate.
Force on Climate-Related Financial Disclosures (TCFD).
The information from this analysis will help us better
Guided by our core values, we’re committed to creating
understand the resilience of our business strategy, and
a sustainable future and know we’re stronger when we
work together with our community. We’ll continue to help us inform our investors, leaders, and communities.
partner with other climate-focused leaders worldwide We have included initial findings from the analysis in
who believe it’s our collective responsibility to support a
our TCFD index in our Appendix, and aim to update our
more sustainable future.
findings in our future reporting. For more information,
At Workday, we believe every individual can take action
please refer to our TCFD index in
to sustain a healthy planet, and at an enterprise level,
we know Workday can drive progress through innovation
our Appendix.
and partnership. Through collaboration, we can make a
greater impact.

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Our priorities and commitments. Workday science-based targets.

While our commitments to net-zero carbon emissions,
100% renewable electricity, responsibly disposing of our
electronic waste and expanding our Green Teams remain
the same, we know we still have more work to do to protect
the planet and its people.

According to scientists, the next decade will be more

critical than ever to dramatically reduce carbon emissions
and help flatten the climate curve to limit the worst
impacts of climate change. By pledging to support the
Science Based Targets initiative (SBTi), we’re aligning
Workday’s sustainability journey to the transition to a
zero-carbon future.
Workday commits to continue Workday commits to reduce Workday commits that 70% of
Approved by SBTi in 2022, our science-based targets (SBTs) annually sourcing 100% renewable absolute Scope 3 business our suppliers, by spend covering
are aligned with 1.5°C across all three scopes of emissions. electricity through our FY30. travel greenhouse gas emissions purchased goods and services
Our SBTs prioritize emissions reductions in alignment We’ve continued to match 100% of the electricity by 25% by FY26.5 and capital goods, will have SBTs
with climate science, and as an organization focused on we use at our offices and data centers globally with While we surpassed this target in FY23, we fully by our FY26.
clean, renewable sources which we’re committed recognize that business travel only recently
supporting our customers’ sustainability journey as well As we ramp up our supplier program, we aim
to continuing. We’re also expanding our efforts restarted as the global pandemic subsided.
as our own, we knew putting our SBTs into action was an to achieve this goal through supply chain
in improving energy efficiency in our operations As travel resumes, we remain committed to management, and will engage with our top
important step in our strategy. We look forward to sharing and investing in on-site generation at our global reducing our business travel emissions by suppliers and encourage them to set science-
updates in the future on the progress we’re making toward headquarters and offsite generation such as virtual utilizing video conferencing and digital tools based climate targets.
power purchase agreements (VPPAs). and prioritizing carbon-efficient travel options
these goals.
for our employees.
We continue to look for and adopt new ways in which
FY23 PROGRESS—ON TRACK FY23 PROGRESS—ON TRACK FY23 PROGRESS—ON TRACK
we can positively address the planet’s sustainability
100% renewable electricity achieved 65% reduction achieved compared to 25% 33% of suppliers by spend have set SBTs,
challenges. Our Environmental Sustainability Policy further
compared to 100% target. reduction target. compared to 70% target.
outlines our commitments to the planet.

To learn more about our clean energy To learn more about our advance purchase of To learn more about our supplier solutions and
partnerships, 100% renewable electricity sustainable aviation fuel (SAF), our Sustainable our collaboration with industry organizations
matching, and on-site solar plus storage projects, Aviation Buyers Alliance (SABA) partnership, and such as the Clean Energy Buyers Association
see page 26. carbon-efficient travel planning, see page 30. (CEBA) Future of Internet Power initiative, see
page 30.
5
Using FY20 as our base year.

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Our evolving sustainability journey.

From the company’s inception, Workday has always believed in As the world has evolved and new science-based evidence emerges technologies, we are always looking for ways to advance
doing the right thing. And doing the right thing means creating on how to better support the health of our people and planet, we’ve our commitment to the environment.
a sustainable future. Throughout our sustainability journey, adjusted our strategy to ensure we’re making the most impact.
Looking back, we’re proud of the accomplishments we’ve
we’ve prioritized transparency around all of our efforts, and have From avoiding carbon-intensive activities, investing in high-quality
made. However, we know there’s more that needs to
published our carbon footprint dating back to our 2010 baseline in carbon credits, mitigating historical emissions, and partnering with
be done. We will continue to work toward our SBTs and
our first Global Impact Report. peers to accelerate the development of permanent carbon removal
other priorities to align to a 1.5°C future.

Began our journey to use Announced our goal to achieve Mitigated the entire Workday carbon Joined Frontier alongside
100% renewable electricity net-zero carbon emissions by legacy (covering all our operational Autodesk, H&M Group,
2021, and joined RE100 emissions before we reached our and JPMorgan Chase,
net-zero target in 2020) through the contributing a combined
purchase of high-quality, third-party $100 million in new funds to
verified emissions reductions, or Frontier’s advance market
carbon credits commitment to supporting
permanent carbon removal

2008 2011 2016 2020 2021 2022 2023

Published our first Met our goal to run on 100% Announced our SBTs that are aligned
Global Impact Report renewable electricity and with 1.5°C across all three scopes
and set our energy and achieved net-zero carbon of emissions
emissions baseline emissions across our offices, data
centers, and business travel

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Accelerating climate engagement We continue to focus heavily on expanding access to renewable

energy to help power our own decarbonization efforts as well as Workday accelerates grid
through policy.
The scale of the challenge posed by rising global temperatures
the economy-wide transition to net-zero carbon emissions. We
decarbonization with Emissions
met directly with policymakers, joined industry letters, and helped
demands comprehensive, system-wide action, elevating the build momentum to support the energy and climate provisions of First Partnership.
importance of public policy as a tool to respond. Our sustainability the Inflation Reduction Act in the U.S., and advancing progress for In late 2022, Workday joined several other
efforts sit within our Corporate Affairs team, which allows us to the European Green Deal in the EU. For example, in 2021, we signed large companies to create the Emissions First
strategically drive forward our climate policy advocacy plan. In on to support the Federal Clean Energy Policy Statement, calling
Partnership, outlining a set of principles to
2020, we developed a climate policy statement, which created a on the U.S. federal government to enact national policy solutions
foundation for our advocacy globally. Since then, we accelerated
update the accounting systems for greenhouse
that will accelerate the transition to a zero-carbon power system.
our participation in the climate policymaking process to drive This joint policy statement, organized by the Renewable Energy gas emissions to accelerate grid decarbonization.
meaningful climate action. Buyers Alliance, now the Clean Energy Buyers Association (CEBA), The Emissions First Partnership highlights the
emphasizes the need for ambitious policies that modernize the need for updated standards in order to improve
Both globally and within the U.S., we’re encouraged by conversations
power grid and ensure it is resilient, affordable, customer-focused, corporate emissions accounting accuracy and
among policymakers around tangible and effective measures to
and most importantly, carbon free. And in 2022, our co-CEO joined ensure that clean energy investments maximize
advance science-based climate policy that can put us on track for
over 150 business leaders and organizations in signing a joint letter
a 1.5°C future, including proposals that increase the availability of electricity decarbonization.
to the European Commission president to show business’ support
carbon-free energy, remove barriers to corporate renewable energy
for increased investment in renewables, ambitious energy efficiency
purchasing, and transition us to a clean energy economy through
measures, and an inclusive and fair transition as a way to strengthen
supporting supply-chain emissions transparency.
Europe’s energy security and resilience.

In 2022, we also engaged in the policymaking process for new climate

risk and emissions disclosure requirements. In the U.S., we supported
the direction of the U.S. Securities and Exchange Commission’s
proposal for climate-related disclosures, and we provided feedback
2023 Ceres BICEP Internal Champion:
during the consultation process to help shape and improve the final
Our Sustainability and Corporate Affairs rules. In particular, we advocated for a more thorough safe harbor
team members were recognized for around Scope 3 emissions reporting to reduce liability around this
challenging data set and support innovation to further improve
bringing our advocacy to new heights access to actionable insights to address climate change. In the EU,
at both the federal and state levels — we provided comments to the European Financial Reporting Advisory
Group, advocating for increased alignment and mutual recognition
including in our home state of California,
between the European Sustainability Reporting Standards and
where we have played a strong role in international frameworks such as a global baseline developed by the
helping to advance some of the nation’s International Sustainability Standards Board.

leading climate policies. Learn more here.

Workday 2023 Global Impact Report | 22
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Finally, over the last two years, we stepped up our During Climate Week 2022 in
participation on the global stage to amplify our voice
in support of an economy-wide decarbonization. In
New York City, Workday Senior Director
2022, we joined Climate Week NYC and, in both 2021 To make change, companies must focus on of Environmental Sustainability Erik
and 2022, participated in the annual UN Climate
prioritizing high-leverage, high-impact areas. Hansen was invited to speak with
Change Conference of Parties (COP) to advocate for
In every company, working to combat climate JUST Capital Chief Executive Officer
ambitious climate policies. The COP26 event in 2021
brought together leaders from both business and civil
change should be the number one environmental Martin Whittaker. Our team also
societies to discuss ways in which companies can focus area. Be bold and be ambitious.” had the opportunity to engage with
design their renewable energy strategies to support Erik Hansen policymakers leading sustainability
equitable transition, while the COP27 event in 2022 Senior Director, Environmental
promoted harmonization of environmental, social, and Sustainability, Workday
conversations around the globe.
governance (ESG) reporting standards that underpin
climate accountability.

To help drive forward our efforts, Workday participates

in collaborative groups, including:

• Business Alliance to Scale Climate Solutions

• Business Council on Climate Change

• Ceres BICEP Network

CLG
• Corporate Leaders Group (CLG) Europe
Europe
• Future of Internet Power

• RE100

• Clean Energy Buyers Association (CEBA)

• Sustainable Aviation Buyers Alliance (SABA)

• We Are Still In

For more information about our climate policy

comments and engagements, see page 124.

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A carbon-neutral cloud.
Since 2017, we’ve been proud to offer our customers—all 10,000 across our global
operations—a carbon-neutral cloud. We do this by:

Sourcing 100% renewable electricity, effectively

reducing data center Scope 2 market-based
emissions to zero

Achieving net-zero carbon emissions by

procuring high-quality carbon credits to mitigate
emissions from data center cooling

We achieve a carbon-neutral cloud by obtaining Power Usage Effectiveness (PUE) for

Designing for energy savings.
each data center to understand the total energy attributable to our use. Our carbon credit
Our Data Center Operations team is always looking for ways to advance functional efficiency, from
program (learn more on page 34) ensures we purchase high-quality carbon credits to
refined server component configurations to unique power optimization projects. In early 2022, the team
effectively mitigate our emissions.
leveraged revised power monitoring software that provides improved data on how we can maximize
Studies have found that moving to cloud applications proves to be more energy and power utilization for the cabinets that vertically house our servers. Optimizing new cabinet power
carbon efficient than traditional on-premise computing—companies can optimize energy density ensures that we’re making the most of our committed power budget and reduces our physical
needs and flexible resources to increase cost and sustainability benefits of the technology. infrastructure growth rate. We were also able to utilize the data to backfill existing cabinets that
As concern about global climate change continues to grow and companies are taking are underutilized.
greater responsibility for emissions arising across their entire value chain, Workday offers
Moving to this newly standardized design has allowed us to pack 12.5% more devices in the same data
an opportunity to support customers by measuring, communicating, and mitigating the
center footprint. This translates to more efficient use of data center resources, lowering overall data
emissions footprint of our cloud-based software products. By moving to cloud applications
center PUE—a metric calculated by dividing the total amount of power needed to operate a data center
such as Workday, our customers find value beyond the environmental impacts, benefiting
by the power used to run the IT equipment within it. We also continue to migrate out of older data center
corporate stakeholders and the bottom line.
contracts and into lower-PUE suites as we refresh our server fleet.
As we move forward, we look for additional ways to operate efficiently and offer our
Workday recognizes the environmental and operational benefits of moving to higher-efficiency data
customers a carbon-neutral cloud.
centers, and we’ll continue to evolve our utilization methods to reduce our carbon footprint.

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Engaging with providers to increase Public cloud infrastructure

energy efficiency. Amazon Web Services and
Workday does not own our data centers, but uses colocation Google Cloud Platform.
providers to deliver our services and help meet our sustainability
As the way people work continues to evolve with hybrid
Workday was one of the founding signatories to
goals. The Sustainability team at Workday works closely with our
and remote models, we want to provide customers with The Corporate Colocation and Cloud Buyers’
Infrastructure and Procurement teams during the data center
cloud solutions that give their employees secure access to
selection process, ensuring we consider energy efficiency, Principles, which outlines six criteria that
applications and data, while allowing them to improve the
renewable electricity, and carbon emissions for all of our
productivity of employees and operational resiliency. companies using colo services would like to see
colocation providers.
their providers meet, such as providing data
Workday, with more than 60 million users and serving more
This includes expecting any new data center colocation provider to
than 10,000 customers globally, supports finance and people on customer energy consumption, disclosing
procure credible renewable electricity for 100% of the site. In some
operations for some of the world’s largest organizations, many facility energy sources, and supporting renewable
cases, this means working with our colocation providers during
of which have varied requirements regarding where their data
our procurement process to help them understand high-quality energy advocacy efforts. Interested in engaging
can be stored, accessed, and managed. Workday uses Amazon
impactful renewable options available for the location, such as your colocation or cloud provider? Check
Web Services (AWS) and Google Cloud Platform (GCP) to provide
VPPAs or utility renewable energy tariffs, and requiring contractual
commitments to source 100% renewable energy for the site, thereby
customers with greater choices to meet their specific needs. this toolkit from CEBA’s Future of Internet
benefiting all tenants in our multitenant facilities. We also require We use AWS for computing services primarily to run internal Power initiative.
new providers to commit to set science-based emissions reduction development and test systems, and also offer some
targets. By partnering with our data center providers, we can customers the choice to run on AWS in a number of
accelerate the transition to a cleaner cloud. regions. As a new partner in 2021, we use GCP to help
businesses run enterprise applications for finance,
Engagement with our colocation providers is enabling Workday to
HR, and planning in a public cloud environment, with
identify high-quality renewable energy purchases that meet Scope 2
ease-of-management and low network latency.
quality criteria, and encourage our colocation providers to directly
procure credible renewable energy. We have updated our carbon footprint data
in this report with data provided by our cloud
infrastructure providers. See our Performance
Tables in the Appendix for updated Scope 3 data.

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Clean and renewable energy. FY23 Renewable energy sources (MWh - source, operational footprint, and region):
As energy emissions and the transition to clean energy are top sustainability
focus areas, it’s important for us to meet and set ambitious goals. As such,
Supplier-sourced renewable electricity:
continuing to annually source 100% renewable electricity at our office and data 59,146 (30%)
centers globally through our FY30 is one of our approved SBTs.
North America:
Workday has continued to meet this goal since 2019. We source renewable Data centers: 159,957 (80%)
electricity from renewable energy sources equivalent to what we use globally on Energy Attribute Certificates (EACs):
176,261 (88%)
an annual basis, in alignment with the criteria outlined by RE100. 103,689 (52%)
In FY23, we matched 100% of the electricity we used at our offices and data
centers globally with clean, renewable sources. EMEA:
Virtual power purchase agreements (VPPAs):
37,890 (19%)
In the FY23 Renewable energy sources diagram, moving from left to right, 22,390 (11%)
Offices:
we share how we utilize our sources of renewable energy, and where they On-site renewable electricity generation: 23,050 (12%) APJ:
are distributed in our operational footprint. This also includes where in our 1,385 (<1%) 1,464 (<1%)
geographic footprint these operations are located. Utility renewable energy tariffs:
12,701 (6%)

FY23 Market-based renewable electricity sources: FY23 Grid mix renewable electricity:
Utility renewable On-site renewable
energy tariffs electricity generation
Indirect large 6% <1%
off-site purchases
(VPPA)
11%
Supplier-sourced
renewable
Energy Attribute
Certificates
43%
electricity 52%
30%

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Our renewable strategy.

While our first priority is always energy efficiency, we set a clear strategy on our use of renewable electricity to help ensure we meet our goals, and do so as responsibly as possible.

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

Where feasible, we will prioritize We engage actively with Where feasible, we engage in Where appropriate, we take In locations where we can’t Public policy shapes business
on-site renewable energy our colocation data center strategic renewable energy advantage of utility renewable feasibly add on-site renewables, and leads to long-term change;
generation at our offices, such providers to encourage investments that add clean energy—otherwise known as or in markets where we can’t therefore, we support policies
as solar arrays. For example, renewable energy investments energy to grids in markets green—tariff programs through execute a long-term investment that promote clean energy
one of our HQ office buildings that are mutually beneficial. where we have operations. energy suppliers for our such as a VPPA, we purchase availability. This includes
has on-site solar providing up In FY23, Workday data center Along with our first VPPA that offices. We review these tariff renewable energy from newer bringing more renewable
to one-third of the building’s partners provided 59,146 MWhs provides our three Virginia programs to ensure they meet projects within the same energy technologies online and
electricity needs, and we’re of renewable energy to power data centers with 100% the quality criteria in line with market. Where possible, we encouraging market adoption.
continuing to implement new operations in Oregon; Virginia; renewable electricity, we have the Greenhouse Gas (GHG) aim to purchase from projects For example, we supported
solar arrays paired with battery Ontario, Canada; Amsterdam, a new “beyond the megawatt” Protocol’s Scope 2 Guidance located on the same grid as our Renewable Portfolio Standard
storage on our campus (see the Netherlands; and Dublin, VPPA in the works (read more and RE100 Technical Criteria. facilities. We prioritize high- initiatives in California, Oregon,
story on page 28). Ireland. Workday will continue on page 28). While currently only a small quality certifications of verified and Virginia, where Workday
to encourage this type of portion of our global office renewables, such as Green-e has a significant presence, to
supplier relationship through electricity load, we hope to RECs, EKOenergy GOs, and increase states’ reliance on
our advocacy as a member grow our use of these utility- I-RECs, as well as renewables renewable energy. In the EU,
of CEBA’s Future of Internet supplied renewable energy directly from local utilities we supported the proposal for
Power initiative. Workday options going forward. that meet the Quality Criteria a revision of the Renewable
expects any new data center outlined in the GHG Protocol. Energy Directive that increased
colocation provider to procure We prioritize wind, solar, and the EU target for renewable
credible renewable energy for small-scale hydro. energy generation.
100% of the site as part of our
selection criteria.

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Industry collaborations for Our progress.

impact at scale. While we continue to work with corporate peers,
environmental organizations, nongovernmental
Our focus has been on partnerships that enhance
organizations, and other climate actors on pathways to
environmental innovation and long-term change that
clean energy, we know it’s important to share our current
can scale much greater impact than our own Workday
progress with our stakeholders.
operations. In 2022, we became a founder of the
Clean Energy Buyers Institute Beyond the Megawatt In FY22 and FY23, we continued to look for ways in which we
Initiative. The aim is to create a resilient, equitable, can minimize our energy footprint in the places we live and
and environmentally sustainable energy system for work. For example, we are in the planning process of installing
the benefit of all by leveraging customer demands for new solar arrays and industrial-sized megapack batteries at
clean energy. And in 2023, we became signatories of our Pleasanton, California, headquarters. This project will
the Principles for Purpose-Driven Energy Procurement, enable 1.2 megawatts of solar energy and 1.5 megawatts of
aspirational considerations for industry stakeholders to battery storage. The effort will also offset 25% of electricity
individually and independently evaluate and integrate usage of one of our buildings on our campus and greater
the maximization of clean energy procurement benefits. than 40% of electricity usage of another building on our
Joining this initiative helps Workday focus on impact campus by the beginning of 2025. This is in addition to the 865
“beyond the megawatt” that emphasizes social and kilowatt solar array that already provides up to half of the daily
environmental benefits, environmental justice, and electricity needs of our largest building at our headquarters.
community benefits.
For our employees who commute to our Pleasanton
Within energy purchasing, we must find the areas with headquarters with their electric vehicles, we also installed
the highest impact. As part of an innovative clean 320 charging ports, making our campus one of the largest
energy deal, in 2018 we partnered with Bloomberg, Cox workplaces for charging ports in Alameda County. We’re
Enterprises, Gap Inc., and Salesforce to sign the first-ever also increasing the charging ports available in other offices.
small-buyer aggregate renewable energy project. This We’re hoping that by providing the availability for employees
effort helped create a blueprint for smaller energy buyers to charge their electric vehicles at work, it will open the
to engage in similar aggregation projects to achieve opportunity and encourage employees to look into this
the large-scale impact that traditionally only the largest option, avoiding more traditional, emissions-intensive
corporate buyers could achieve. methods of commuting.

By working together with other large organizations,

we can bring our purchasing power and demand for
renewable energy where they are needed most to
maximize carbon avoidance and focus on displacement
of fossil fuel resources.
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Our electricity consumption. Office electricity use

The primary form of energy that Workday purchases is electricity,
Total Offices MWh:
which is consumed in our data centers and our offices worldwide.
In this section is a summary of our estimated electricity
consumption by primary source for our reporting period. 23,050 APJ
6%
Overall electricity use NA | 17,402 EMEA | 4,184 EMEA
Total MWh: 38 LOCATIONS 20 LOCATIONS 18% NA
76%
199,311 APJ | 1,464
FY23

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Carbon reduction Achieving our science-based targets.

and removal.
Our SBTs are another important step in our journey to a 1.5°C emissions trajectory. Our reduction targets not only include our direct operations,
but also our entire value chain. In order to achieve our SBTs to reduce absolute Scope 3 business travel GHGs by 25% and increase the number
of our suppliers that have SBTs of their own to 70%—and both by our FY26—we are focusing on the following:
We know the next decade will be a critical time to reduce
carbon emissions and limit the worst climate change Business travel. Supplier engagement.
impacts. Therefore, we’ve aligned our sustainability To help address our SBTs for business travel emissions from aviation, we are: Engaging with our top suppliers to meet our SBTs is necessary, and
strategy at Workday with transitioning to a zero-carbon we’ll do this by:
• Entering into a five-year advance purchase of SAF via the SkyNRG
future. We’ve achieved net-zero carbon emissions (across Board Now program. By investing, we’ll support the development of • Using Workday Strategic Sourcing to manage supplier
offices, data centers and public cloud, and business the first European SAF production facility, located in the Netherlands, engagements. This collaborative, cloud-based solution
travel), have reached our 100% renewable electricity goal, which will produce 100,000 tons of SAF annually. As the only corporate provides enterprise-wide visibility into sourcing projects that
and have provided our entire customer community with a SAF program that enables new production capacity, Board Now helps are driving science-based transformation targets and enables
carbon-neutral cloud. companies reduce business travel emissions and accelerate the us to manage, prioritize, and track all sourcing projects in
energy transition in aviation. Functioning as a substitute for fossil
Moving forward, we’ll focus on achieving our SBTs, one place. In addition, with Workday Strategic Sourcing we
jet fuels, SAF is produced from sustainable resources instead of
collaborating with peers, and incorporating other forms can create a transparent and competitive environment that
being refined from petroleum. SAF reduces lifecycle CO2 emissions
of innovation into our strategy so we can keep moving gives our suppliers visibility into how they compare with other
compared to fossil kerosene and is a drop-in fuel that can be blended
toward a healthier planet. bidders in terms of carbon footprint.
with fossil jet fuel, which requires no additional infrastructure.
• Continuing to innovate to help our customers evolve their
• Joining the SABA, a buyer-led collaboration spearheaded by RMI sustainability efforts and track progress toward their goals.
and the Environmental Defense Fund focused on accelerating The supplier sustainability solution, which works in tandem
the path to decarbonizing aviation and driving investment in and with our existing solutions, supports sustainable sourcing and
adoption of SAF. SABA will directly drive high-quality investments tracking of Scope 3 emissions.
in SAF, standing up a rigorous and transparent system of SAF
• Focusing on our reduction targets that include operations
certification, educating members on policy opportunities to advance
across our entire value chain. This is a continuation of our
SAF adoption in the market, and addressing barriers to scaling SAF.
supplier engagement work with our data center providers
• Reducing our business travel emissions, and prioritizing carbon- and our collaboration with the CEBA Future of Internet Power
efficient travel options for our employees. For example, we initiative to source renewable electricity and reduce emissions
encourage employees to travel by train, metro, and bus rather than across the data center industry.
driving by car or flying. We recognize that the most effective way
to reduce our air travel footprint is to fly less. We’ll continue to For more information on our SBT progress, see our performance
use video conferencing and digital tools to minimize unnecessary tables at the end of this report.
business travel for our employees.

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Our carbon management strategy.

Our strategy for reducing our carbon footprint focuses on the following areas:

Avoiding carbon-intensive activities. We seek opportunities to choose less-

carbon-intensive options over those with a larger carbon footprint.

Reducing through efficiency. We focus on reducing the carbon intensity of our

operations through high-impact efficiency measures in our office facilities and
data centers.

Replacing high-carbon energy sources with low-carbon sources. We prioritize

on-site renewable energy generation, such as solar, where feasible and purchase
wind and solar power over electricity generated from fossil fuels for our
global operations.

Offsetting emissions that can’t be eliminated. We purchase high-quality carbon

credits for the residual emissions that we can’t reduce through steps 1–3.

Using an internal price on carbon.

To achieve our sustainability goals and create a financial incentive to make carbon-efficient
business decisions, we established an internal price on our GHG emissions. We allocate costs
across cost centers so that different areas of our business—for example, our data centers
or offices—are accountable for their emissions footprint. We use those funds to procure
renewable energy and finance carbon credits to maintain our commitment to net-zero carbon
emissions across our offices, data centers and public cloud, and business travel.

Each year, we evaluate our internal price on carbon to ensure it’s optimized to help us meet
our goals while allowing us to focus on increasing quality and impact. Over the next few years,
we will steadily increase our internal price on carbon to maintain our quality and impact
objectives and align our investments to accelerate the transition to a zero-carbon future.

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Investing in carbon removal strategies.

According to the IPCC Sixth Assessment Report, most climate Coupled with successful (and significant) emissions reductions,
models agree it won’t be enough to just reduce emissions. As carbon removal projects serve as necessary solutions on the
we look to the future, we know that reduction and offsets cannot journey to achieving long-term decarbonization. We recognize
be the only tenets of our strategy for addressing the urgent that some of our Workday emissions will be very difficult to
challenge of climate change. We’ll also need to permanently reduce by 2050 to support a net-zero future. To avoid the worst
remove carbon dioxide already in the atmosphere and ocean. effects of climate change, we must not only support carbon
That’s why we’re transitioning from purchasing traditional high- reduction but also carbon removal as a critical solution.
quality carbon credits to supporting carbon removal.

The Workday Transition to Carbon Removal by FY31

70,000

60,000
Carbon Emissions (mtCO2e)

50,000

40,000

30,000
Nature-Based Carbon Removals
20,000
Avoidance Carbon Credits
10,000
Engineered Carbon Removals
0
FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
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, Scope 3 public cloud emissions, and Scope 3 serviced offices.

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Our partnership with Frontier. with Charm Industrial, totaling $53 million. With this purchase, times more carbon than terrestrial trees, they are an important and
Charm will remove 112,000 tons of CO2 from the atmosphere and highly impactful natural climate solution.
Funding from businesses can be catalytic in scaling investment in
store it permanently underground between 2024 and 2030.
the climate solutions necessary to achieve a just and sustainable In our FY22 and FY23, Workday supported the funding of 165,000
1.5°C future. In 2023, we announced our new partnership with mangroves planted in Mexico, and 35,000 in Kenya. On top of the
Frontier. Frontier is an advance market commitment that aims to Investing in natural climate solutions. environmental benefits, these projects also helped provide jobs
accelerate the development of carbon removal technologies by Along with our commitment to carbon removal technologies, we’re to those local communities. In Mexico, 30 full-time employees and
guaranteeing future demand for them. We recognize the power also supporting a $1 million investment to scale up two natural hundreds of seasonal workers planted mangrove seedlings, creating
we have as a company to be part of a real advancement in the climate solution projects focused on mangrove reforestation in new jobs and economic opportunities.
handling of the climate crisis. And, like all innovation efforts, funding Mexico and Kenya.
from companies such as ours is needed to push carbon removal
Natural climate solutions are widely regarded as critical to our
technologies to the necessary next stages of development.
progress on climate change—both through conserving the existing
Workday is joining Frontier alongside Autodesk, H&M Group, carbon sinks in our natural world and through restoring them where
and JPMorgan Chase, contributing a combined $100 million in they have been degraded. As mangroves are disappearing globally
new funds to Frontier’s advance market commitment. Frontier is at a rate of 1% to 2% per year and are estimated to store up to four
bringing on new members, including Workday, to increase demand
and spur supply. Pooling corporate funds into an advance market We’re supporting a $1 million
commitment “derisks” the development of needed technologies,
investment to scale up two
enabling more companies to support durable carbon removal.
They’re signaling to researchers, entrepreneurs, and investors that natural climate solution
there’s a growing market for these technologies. And in May 2023, projects focused on
we shared that Frontier facilitated its first set of offtake agreements
mangrove reforestation in
Mexico and Kenya.

We understand that permanent carbon removal is needed to

achieve net-zero targets by 2050, and that requires significant
development to ensure emerging technologies in this space are in
place quickly so this important work can be done at scale.”
Rich Sauer
Chief Legal Officer, Workday

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Our carbon credit program. In the spirit of collaboration, we became a founding

Companies must use multiple strategies and avenues Our criteria includes the following: member of the Business Alliance to Scale Climate
to get to a 1.5°C world, which means utilizing diverse
Solutions (BASCS), which was founded to increase the
solutions from tried-and-true methods and investing in
Additionality scale and impact of business investment in climate
new and innovative technologies. Carbon credit projects
Emission reductions
have received some criticism for not producing the solutions—a critical component for meeting the
beyond business as usual
environmental results they claim. And while not all carbon
ambition of the Paris Agreement. BASCS is working
credits are equally beneficial, Workday has long had a
strategy of using high-quality investments that maximize to raise awareness of funding opportunities for
Leakage Prevention
both environmental and social impacts.
Prevent shifting of
climate solutions, close surface gaps in knowledge
While we continue to focus on emissions reductions, and emissions to other locations and infrastructure, increase the scale and impact of
we look to new commitments such as our partnership with corporate carbon credit purchases and other climate
Frontier, our carbon credit program continues to play an
Permanence solutions funding, and accelerate the private sector’s
important role in helping Workday mitigate our impacts
Permanent and long‑lasting pivot from climate ambition to climate action. By
on climate change. We intend to transition our strategy
reductions—not temporary joining BASCS, we’ll work to scale the funding of
from purchasing traditional carbon credits to carbon
removals by our FY31. In order for deep decarbonization climate solutions as necessary to achieve our goal
to occur in the meantime, carbon credit projects can work
Verifiability of a 1.5°C future.
concurrently with our other solutions.
Rigorous independent
Each project must be independently verified by an objective third‑party verification We recognize that it will continue to be important
third party—an entity other than the project developer for Workday to be transparent about how carbon
and Workday—to ensure adherence to internationally credit projects are evaluated and selected, and we’ll
recognized standards to quantify, monitor, and report Social Impact
continue to update our stakeholders on efforts around
on emissions reductions. We work with carbon project Sustainable development, including local
specialists who have deep expertise in carbon finance workforce development, and health and well- carbon credits, removals, reductions, and more.
projects and perform due diligence on each project. In the being benefits for the local community
Appendix of this report, you will find our carbon credit map,
with details on each of Workday’s high-quality carbon credit
investment projects.

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Our progress. Workday carbon intensity (location-based):

In FY22, while setting and approving our SBTs, we recalculated our baseline year for our emissions

4% 18%
to FY20.

Through this exercise we were also able to gather a more comprehensive look at our Scope 3
emissions. For the first time in our CDP Climate Change Response, in 2022 we shared our purchased increase in carbon intensity per reduction in commute and remote
goods and services, capital goods, fuel- and energy-related activities, and waste Scope 3 categories. square foot of office space since work emissions per employee
Moving forward, we’ll continue to update our data to give our stakeholders a complete look at our FY20 since FY20

3% 2%
operations, allowing us to communicate progress and identify areas of focus and investment.

reduction in carbon intensity per reduction in data center carbon intensity

FY23 Workday scope breakdown (metric tons CO2e)6 total revenue since FY20 per subscription revenue since FY20

Scope 3:

Purchased goods
and services:
163,389
Scope 1: 308,587
2,660

Business travel: FY23 Total 69,263

Scope 2:
24,040
308,587 (Location-based):
60,927 216,670 8,913
24,040
Capital goods: 58,023 16,544
23,869
6,672
Waste: 415
3,233
8,905
189,827
Employee commute
and remote work: Fuel- and energy-related 139,837
16,544 Upstream leased assets— activities: 3,292
serviced offices and data centers
non-IT electricity: 13,451

6
To see our full list of footnotes for our Scope 1, 2, and 3 emissions, see our detailed energy and emissions data here. FY22 FY23

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Improving our environmental impact Mitigating our historical emissions. As of the end of FY23, we have mitigated the entire Workday carbon
legacy (covering all our operational emissions before we reached
at Workday Rising. At Workday, we’re one of the first large, global companies to reach a
our net-zero target in 2020) through the purchase of high-quality,
lifetime net carbon footprint of zero by mitigating our carbon legacy
As we came together again in 2022 for Workday Rising, we third-party verified emissions reductions, or carbon credits.
through the purchase of carbon credits. This was an important,
also continued our tradition that we started in 2018, of offsetting
actionable step toward achieving a zero-carbon future, as we also
emissions from travel not only for Workday employee travel
look to set futuristic goals and invest in technology that will take
to Workday Rising, but for all attendee travel. We did this by
some time to implement systematic change.
purchasing high-quality carbon credits that support sustainable
development projects around the world. By limiting on-site
travel to only essential needs, we tried to reduce additional
emissions strategically.

We gathered data from our vendors at Workday Rising across key

areas to develop a per-person carbon footprint. Using a carbon
emissions measurement tool specifically for large events—
TRACE by isla—we created a baseline this year for future event
measurement. By collecting data on energy, water usage, food,
beverage, travel, graphics, building materials, transportation, waste,
and recycling, we’ll be able to evaluate total carbon emissions. We’ll
incorporate this data into future event planning and share our post-
show outcomes.

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Managing our water footprint.

At Workday, water usage is not a primary input nor widely
used in our operations, and as such our water impact
is not a critical material topic. However, in the spirit of
ongoing transparency, in FY23 we calculated our water
baseline in order to measure our impact and share it
with our stakeholders. While climate change is driving At our Pleasanton headquarters, we
water scarcity and more severe and frequent droughts, make sure that we are using our water
we recognize it’s important to consider many aspects of as efficiently as possible. We have
environmental sustainability for our company.
implemented an innovative grey water
system that recycles water captured
FY23 water baseline from rainwater and showers on-site.
The first commercial grey water system
Withdrawals in Pleasanton, this water goes through
86,295,781 gallons a multistep treatment process and is
used to flush toilets and urinals. In FY23,
Discharges the system recycled more than a million
49,505,961 gallons liters of water.

Moving forward, we’ll continue to look

Consumption
for ways to reduce our water footprint.
36,789,820 gallons
Recycling

266,502 gallons

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Employee leadership for

Green Teams.
Our Green Team program gives our Workmates a way to align their
purpose and passion in the workplace. Provided globally across 56 of
our largest offices, our Workmates are able to take an active role in our
sustainability efforts by joining their office’s Green Team. We support
these teams through a formal Green Team Local Leader program—
where passionate volunteer champions inspire employees to get
involved and help implement beneficial environmental solutions
across Workday operations.

Workmates also have the latitude to work on the programs that are
most material to their local offices. We recognize that each global
office is unique, and Green Teams can implement initiatives that best
fit their office culture. The program has been a success at supporting
a culture of sustainability at Workday, and 88% of our Workmates say
sustainability is very important to them or that they support it.

Outside our offices.

Our Green Teams support a variety of local initiatives around their
communities. Our Pleasanton campus Green Teams held over
30 activities in FY22 and FY23 to support a variety of initiatives.
This includes a hike and a park cleanup, an electronics waste
drive, clothing/toiletries and stuffed animal drives, recycling
events, and more.

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Reducing e-waste. FY23 Electronic Building with recycled materials.

dispositions at Workday
Along with our goals around energy and emissions While constructing our Pleasanton headquarters,

11,652
reductions, we also have an e-waste goal: to responsibly we also worked with a third party, Acoufelt, on
dispose of 100% of our IT equipment. As a technology our acoustic paneling. Acoufelt’s primary material
company offering cloud applications to our customers, the
assets recycled or resold component, FilaSorb, is made from regenerated PET
most prominent and material waste stream for Workday is
(polyethylene terephthalate) fibers with a minimum
electronic equipment. We have two primary sources: data
centers and employees. of 60% recycled content.

One stream includes servers, network equipment, and

other infrastructure used in our data centers to provide
35,279 The fibers used are also made from discarded
soda/drinking bottles that are cleaned and cut into
lbs. total weight (offices)
applications to our customers. The other includes flakes before being melted and extruded into pure

53,881
computers and peripherals provided to our employees to white fibers. FiloSorb can be recycled again at the
conduct their daily work.
end of its useful life. With the use of the FilaSorb in
To meet our goal, we implemented an Electronics lbs. total weight (data centers) our office, we helped divert 702,771 20-oz. plastic
Disposition Policy that covers all retired, excess, and bottles—or 17 tons—from landfills and waterways.
obsolete electronics generated by our global operations.

$1.3 million
The policy applies to both our data centers that provide our
cloud applications, and our internal IT operations. Workday
also provides e-waste bins throughout our Pleasanton
value recovered
headquarters campus, as well as at our largest field offices,
that employees can use to responsibly dispose of unwanted
electronic equipment such as cables, keyboards, and other
peripherals.

We have partnered with a global electronics-disposition

company that meets our requirements for operating under
ISO 14001 certification, as well as the strong e-Stewards
certification (or a comparable local standard). Data security
is always paramount—all drives are wiped and destroyed
while certificates of destruction are retained.

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Our strategy | Employee development | Making meaningful connections | Well-being for all

People and
Purpose

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Our strategy | Employee development | Making meaningful connections | Well-being for all

Our strategy. Our priorities.

To truly inspire a brighter work day for all, we keep a keen focus
when they have access to opportunities to develop new skills and
flexibility in when and how work gets done. Solving for both of these
challenges requires a focus on skills. Our skills-first people strategy
on our strategic priorities. With our core values as our guiding
comes to life through a common skills language, enterprise‑wide
Why this is important. principles, here are our strategic priorities for our people:
talent practices, and constant innovation in the way we use our
Every week, Workday welcomes new employees into our company own Workday Human Capital Management product, including
Employee experience: Providing a best-in-class employee
across the globe. And every week, those new employees hear the a skills-based Career Hub where people find access to gigs,
experience has always been top of mind at Workday. Employee
same message: We believe our culture is what sets us apart, and learning, and connections to help them develop skills relevant to
needs have evolved in recent years, and designing work around the
we work hard to ensure that our values drive our decisions and their interests and business needs. As our business continues to
needs of our people and co-creating experiences with their input
behaviors across the organization. grow, we will keep focusing heavily on upskilling our employees and
are more important than ever. We put employees first by prioritizing
their well-being, supporting their productivity in their roles, scaling our talent practices to best ensure performance today and
Since Workday was founded in 2005, our co-founders Aneel Bhusri
simplifying the experiences they have at work every day, and caring growth toward the roles of the future.
and Dave Duffield have prioritized employees as a core value
because happy employees lead to happy customers. We’re a global for them outside of work too. We encourage our leaders to lead with
community of “good people, kicking ass”—high performers who empathy and curiosity—skills that go a long way, whether you’re
make room for everyone to bring their best selves to work. We working together in an office or connecting via video conferencing.
believe our employees are at their best when we create a sense
Agility: The need to embrace change became a common theme
of belonging and enable equitable opportunities for everyone to
during the pandemic years, but agility is no less relevant today.
grow and thrive.
Businesses need the ability to adapt and respond quickly to
Even as our company scales—growing larger than ever, and whatever comes next—and their employees are most engaged
working in more offices, continents, and video conference
rooms—this commitment to our employees never wavers.
It informs our approach to everything from learning and
development opportunities to flexible work policies, well-being
support, and a little office fun. Although 2023 looks different
than 2005, and our business strategy, products, and development
practices have evolved, the core values guiding these decisions
remain steady and poised to guide us into the future.

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Our strategy | Employee development | Making meaningful connections | Well-being for all

Employee Empowering performance

development. and growth.
Succeeding in a dynamic, competitive business environment Our talent philosophy puts employees at the center of their own
requires Workday to invest in the continuous growth and career and performance journey. A fundamental tenet of this
performance of our people. We do this by putting skills at the center approach is the belief that we should put the employee in the
of our talent strategy, being transparent with both employees driver’s seat and provide them with the tools and framework to
and people leaders about what’s expected of them to succeed at further their careers.
Workday, and investing in high-impact development opportunities
To help employees put this approach into practice, we have
to grow employee skills and careers.
established clear principles outlining our philosophy, expectations
Our strategy includes: for employees and their leaders, and practices that enable success.
Every Workmate receives enablement on this philosophy, and learns
• Setting clear expectations for how to succeed and what’s expected of them and how to leverage these practices to
grow at Workday ensure their own personal success and career growth at Workday.
• Leveraging Workday technology to enable skills and
These practices come to life through ongoing conversations
career growth
between employees and their people leaders, and culminate in
• Providing world-class development opportunities for every conversations we call Career and Progress Check-Ins (CPCIs).
Workmate based on their unique needs Unlike a traditional performance review, this conversation
• Enabling every Workmate to share regular feedback on their is designed for our Workmates to lead a discussion on their
employee experience performance to date, the skills they are building, the types of
career experiences they’re looking for, and the ways their people
leader can support them on their journey. Launched within the
Workday product using a collaborative conversation-starter tool,
we encourage employees to initiate this dialogue two to four
times a year.

Feedback from Workmates tells us this approach is working.

According to a post-CPCI survey, 91% of Workmates held an
effective CPCI conversation with their people leader, and 87% had
a plan to grow one or more skills as a result of their CPCI.

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Our strategy | Employee development | Making meaningful connections | Well-being for all

Skills growth powered by the Leading at Workday: Whether someone plays an informal
leadership role, manages a team of people, or leads an entire
Workday product. business organization, we offer development resources to enable
Skills are the modern currency of work. Understanding our their growth as a leader. Highlights include a self-driven learning
employees’ skills enables our organization to match the right journey for those who want to grow into people leadership,
work to the right people and invest in upskilling efforts to achieve a signature learning experience for new people leaders, and
key business results. Employees’ awareness of their own skills high-potential development programs targeted at director- and
(and skills gaps) enables them to know which skills to develop to executive-level leaders. We also invest in the People Leadership
accelerate their career growth, and take advantage of opportunities Summit to drive our Talent Brand, Values, Experience, Belonging,
for internal mobility. Connections, and Leadership as measured by employee experience
and the Great Place to Work® rankings.
Career Hub in Workday brings all these opportunities to life in one
place. Employees can:
World-class development The VIBE™ way at Workday: VIBE (Value Inclusion, Belonging, and
opportunities. Equity) journeys explore why the idea of VIBE is important, and
• Input their skills and skills interests alongside information
In today’s dynamic workplace, we believe that the way our people equip all employees with the tools and resources to put VIBE into
on their current career interests and the amount of time
and our company succeed is through continual learning and growth. action. We attract and hire diverse talent through our Opportunity
available to dedicate to development
People tell us they are most engaged when they are continuously Onramps® program, and have programs specially designed for mid-
• Benefit from machine learning that matches their interests exposed to new things, empowered to build new skills, and feel career professionals, such as someone who might have put their
to personalized development recommendations, including that their work makes an impact. We offer a number of educational career on pause. Additionally, our EBCs provide a designated space
relevant learning courses to take, professional connections resources and an incredible support community to help Workmates for members and allies to foster ideation, advance inclusion, and
to make, and future career opportunities to consider through this experience. spur innovation.
• Apply to participate in a gig—a part-time assignment
Learning at Workday: These experiences begin right from the Workday Skills Cloud: building the next generation
sponsored by a Workday leader; since we first piloted
moment employees start at Workday to help them onboard and of tech skills.
Workday Career Hub in 2020, we have matched more than
get acquainted with Workday culture, business, and technology. As part of our ongoing efforts to create more diverse and inclusive
2,100 Workmates to these growth assignments
Highlights include a multimonth onboarding journey—launched talent pools and fuel career mobility, Workday has increased the
More than 7,500 active Workmates have completed onboarding through the Workday product—to help new Workmates get familiar focus on skills-based career development. Workday has always
in Career Hub and we continue to build more opportunities to with the Workday organization, our values, and our strategies for believed skills are key enablers of greater agility and adaptability,
leverage our products to enable growth. For example, in 2022, we success; skills learning opportunities targeting core skills valuable and our latest innovations double down on our commitment to
launched gigs for Employee Belonging Council (EBC) leadership to all Workmates; and eLearning courses covering a huge array of providing organizations with the tools they need to accelerate
roles, bringing greater visibility to the important work these core and job skills needed by different parts of the organization. their skills-based talent strategies.
Workmates are doing and helping the Belonging and Diversity
team with coordination and management across EBCs. At Workday Rising in 2022, we introduced Workday Skills Cloud,
a next-generation skills technology that allows organizations
to easily and securely bring skills data into and out of Workday.

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Our strategy | Employee development | Making meaningful connections | Well-being for all

This capability gives companies deeper insight into workforce Workday Peakon Employee Voice is a continuous listening platform For example, Workmates used Workday Peakon Employee Voice
skills and delivers more personalized employee experiences. that surveys employees every week on a subset of engagement, to make it clear they wanted more insight into Workday’s direction
As a skills data ontology, Workday Skills Cloud breaks down well-being, and belonging questions; provides real-time data to and strategic goals. Using that sentiment data, Workday launched
the components of what constitutes a skill, connects those people leaders on their team’s sentiment; and recommends actions an initiative to share the vision and strategy with every Workmate,
components in relation to other skills, and relates those skills based on employee responses. It even enables leaders to engage resulting in our first-ever Strategy Week.
to other categories. Working closely with our customers and with the comments shared by employees—while also protecting
We’re proud to see the thousands of comments, ideas, conversations,
partners, we’re delivering an open and connected experience that the confidentiality of those who leave the responses.
and actions from around the company add up, and will continue to
empowers companies to leverage a consistent set of skills across
Participation in Workday Peakon Employee Voice surveys is listen to our Workmates’ suggestions, and build solutions that help
their business, which will help them drive more meaningful talent
consistently very high—averaging around 70% each week, with create a remarkable experience and a brighter work day for all.
management and employee experiences.
97% of employees having taken part at least once. The Workday
At Workday, a growth mindset and culture of learning have always employee engagement score puts our organization in the top
been embedded into how we work. We aim to take smart risks, 10% of software and services companies globally.7 Through these
learn from successes and failures, and continuously invest in skills responses, we’ve collected over 300,000 Workmate comments and
development and career growth. And with people at the center, over 250,000 people leader responses, and over 1,000 people leader
learning significantly contributes to productivity, innovation, actions have been completed in response to this feedback. Workday Peakon Employee Voice has been adopted
engagement, satisfaction, and career mobility. wholeheartedly within our People Analytics team, but
During the first year of Workday Peakon Employee Voice surveys,
Workmate sentiment showed the biggest improvement in the even more importantly, by our people leaders—taking
Gathering employee feedback via following areas: our employee listening culture to the next level. On
Workday Peakon Employee Voice. • Growth: “I feel that I’m growing professionally.”
average, people leaders review feedback once a
The idea of gathering employee feedback isn’t new to Workday. week. They have read, acknowledged, and responded
• Workload: “The demands of my workload are manageable.” to hundreds of thousands of survey comments, and
In 2017, we launched the Best Workday Survey—developed in
partnership with Great Place to Work®—to ensure we had data on • Accomplishment: “Most days I feel a sense of logged thousands of actions in Workday Peakon—
how to provide a great employee experience for everyone. But our accomplishment for what I do.” complementing our strategic use of this data
ability to generate meaningful insights took a big step forward when
Analyzing feedback has also helped the company to act on the most with bottom-up improvements on the things our
Workday acquired Peakon in 2021.
pressing topics of the day, including understanding which well-being employees care about most.”
initiatives are most effective at reducing burnout risk, identifying the
Phil Willburn
talent programs that best contribute to a sense of growth, surfacing Vice President, People Analytics,
unforeseen challenges as people return to Workday offices, and Workday
Participation in Workday Peakon defining focus areas for senior leaders’ communications.
Employee Voice surveys:

Averaging around 70% each week, The Workday Peakon Employee Voice core measure of employee engagement is based on the
7

employee Net Promoter Score questions, “How likely is it that you would recommend [Company
with 97% of employees having name] as a place to work?” This question is also used by customer organizations providing

taken part at least once. robust benchmarking. Through FY22 and FY23, Workday placed in the top 10% of the Technology-
Software and Services industry benchmark for this core measure of engagement. Workday 2023 Global Impact Report | 44
Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our strategy | Employee development | Making meaningful connections | Well-being for all

The career series.

As part of our skills-first talent strategy, we have identified nine “This session came at a pivotal time in my
core skills required for success across all roles at Workday. In 2022, life as I juggle many things in my personal “I appreciated that there was a range of
we developed a new learning series to help employees focus on
and professional life. I really felt seen, and options and that the time commitment
growing one core skill per year. In our first year, we focused on the
core skill of execution. plan to apply these tips as I interact and was listed. I also appreciated the grouping
lead my team into the future.” by theme and that the time frame for each
One of our primary objectives is to enable learning by a wide
variety of Workmates, no matter what their learning style or how set of activities was monthly. Thank you
much time they have to commit. To make this possible, each
month we publish different learning offerings categorized as
for providing these resources!”
“Great practical learning session, with
small (5–10 minutes), medium (30–60 minutes), and large (more
than 60 minutes). Across these categories, we have offered easy
tidbits of practical solutions to apply for.
reference tools, videos, podcasts, eLearning courses, book clubs, Thank you for the learning opportunity.”
and speaker series, just to name a few.

For example, September 2022 featured content on the topic of

building productivity habits. As part of this series, we offered a job
aid with quick productivity habits (small), a live speaker event with
a New York Times bestselling author (medium), a podcast featuring
interviews with Workmates sharing productivity tips (medium), and
a book club discussion on a book about productivity for those who
wanted to deep-dive into the topic (large).

In under a year, Workmates have engaged with Career Series content

more than 6,500 times. Here is some feedback we’ve received:

Workday 2023 Global Impact Report | 45

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our strategy | Employee development | Making meaningful connections | Well-being for all

Making meaningful connections.

At Workday, “fun” isn’t just a buzzword—it is one of our core values
Wellbeing Local Leaders. Achieving this balance of in-office and at-home working is
for a reason. As we have returned from a fully virtual environment, foundational to the company’s future and essential to the continued
At Workday, we’ve leaned on our network of Wellbeing Local
we have thoughtfully considered how to bring “fun” back to all of growth and success of Workday. When welcoming employees back
Leaders—employee champions who take on volunteer duties to
our global offices and ensure fun is always happening in the flow to the office, we took our time and gave employees great reasons
bring programming to life at a local level—to engage our workforce,
of work—whether that work is happening virtually or in person. to get together in person, including free lunches the month that
even virtually. Our Wellbeing Local Leaders stepped up in big
most offices reopened, and Welcome Back days full of music, fun,
ways in 2022 to ensure our Workmates felt supported, prioritized,
Employee Life and heard—especially at that challenging time. In FY23, we had
and frivolity, while still allowing employees the flexibility to adjust to
changing family schedules and caregiving needs.
“Return to Office” events. 120 Wellbeing Local Leaders in 56 offices around the globe.

Welcoming employees back to the office was an important Wellbeing Local Leaders spearheaded Mountain Day events for
initiative in 2022. From April through August, the Pleasanton Workmates to get outdoors, connect with peers, and enjoy nature.
Employee Life team executed five events supporting a larger Thousands of Workmates participated across the globe—some
return to office strategy. These events included Welcome locations planned hikes in the mountains (Vancouver, Canada;
Back Days, a summer concert series, the Spring Has Sprung Arizona; and Oregon), while others took walks to the water
Food Fair, and the Here Comes the Sun Food Fair. The goals (Hong Kong; Victoria, Canada; and Johannesburg, South Africa).
for these events were to safely bring people back into the
office after two years of working remotely, provide guidance
through “Ask Me Anything” booths, and reconnect with one
The flex work model: Workday return
another. Over the course of five months, these events reached to office initiative.
over 9,000 Workmates, highlighting Workday core values of Our flex model—which means that employees work from their
Employees and Fun. On average, these events were given a designated office 50% of each quarter and have the option to
93% satisfaction rate from Workmates, resulting in a positive work remotely the remaining 50%—is guided by two core beliefs:
return to office experience that met our objectives.
1 Being together strengthens our connections, sparks great
ideas, and brings out the best in Workmates and our
Workclubs. teams. While this is important for all of us, it is of particular
Our Workclubs are vital to Workday culture. From our importance for the thousands of new Workmates we have
Pleasanton tennis club that hosted a tournament to raise welcomed over the past few years who have not had the
money for Early Intervention for Autism, to our Chicago sports benefit of spending time with colleagues in person.
club raising money for Children’s Home & Aid, Workclubs helped
2 The flexibility to work remotely increases individual
maintain strong social connections for the more than 5,300
productivity and supports well-being.
participating Workmates—even virtually. And in addition to
annual funding to help support their activities, Workclubs also
give back, with each club hosting one “do good” event a year.

Workday 2023 Global Impact Report | 46

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our strategy | Employee development | Making meaningful connections | Well-being for all

Well-being for all.

We believe that our Workmates’ total well-being is important and • We made flu vaccinations a global benefit. Our flu • We expanded our Compassionate Leave Policy. Workday
have made employee well-being a focus. We feel that by taking care vaccination program gives all Workmates access to a free supports employees through times of difficulty, with a
of our employees, we are in turn helping take care of our customers. vaccinations, no matter where in the world employees are. global compassionate leave policy that allows for up to
These past three years have taken a toll on employees globally due In the event vaccinations are not covered by the state or a 10 days of paid leave for a wide range of challenging events
to the global pandemic, worldwide economic changes, and having Workday medical plan, we created a cash reimbursement and circumstances.
to reinvent their work-life balance. scheme for out-of-pocket expenses.
• We expanded benefits within the Workday Employee Relief
• We offered emergency response legal assistance for Fund to prioritize the safety and well-being of our employees.
We support employee well-being, enriched careers, winning teams,
U.S. employees impacted by the crisis in the Ukraine. All We have expanded our financial relief program to cover—
and a profitable company by ensuring work—and life—at Workday
Workmates were provided access to free legal services among other things—unexpected events such as the death
is rewarding, from the personal satisfaction of being able to grow
for immigration assistance; adoptions and guardianships; of a family member, mental health support, and short-term
in your career and working among people who share your values,
personal property matters, including expatriate assets; and illness, as well as support for those who have family displaced
to being compensated and recognized for your skills, talents, and
real property issues, including estate planning. by current wartime events. Through the fund, employees may
contributions and having opportunities to share in the company’s
success. We believe employees do their best work when they are • We updated our Caregiver Leave policy to become an be eligible for up to $5,000 per qualified event.

supported to prioritize their well-being, show up for their families ongoing global benefit, meaning it’s no longer a program tied
and communities, make their money work for them, take time away, to COVID-19.
and have fun—both at and away from the office. • We simplified our Backup Caregiving subsidy.
Over the last several years we have increased
Here are some of the ways we showed that support:
support for childcare and eldercare needs,
• We offered Northstar Financial Advisory services to the because we know financial support and flexibility
vast majority of employees in 2022, with plans to continue are critical in helping to balance work with
expanding eligibility in 2023. dependent care needs. Instead of a specified

• We broadened our well-being support. In lieu of a fitness number of days for backup care, employees now

reimbursement program that would reimburse employees have up to $1,500 or local equivalent per year

for gym membership and physical well-being expenses, we for backup caregiving expenses. Moving to a

expanded the program to include reimbursement for mental maximum annual amount gives employees the

health expenses as well, such as yoga, light therapy, wearable flexibility to care for their dependents in the way

technology, mindfulness apps, and more. that works best for their family.

Workday 2023 Global Impact Report | 47

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our strategy | Employee development | Making meaningful connections | Well-being for all

Benefits. and is invested in the long-term success of our company, with During each year’s annual compensation cycle, we run our pay
opportunities to increase ownership through additional grants parity analyses, and make adjustments to prevent inequity. We
At the heart of striving to ensure that our employees feel valued,
provided to high-performing employees and investments in our have a market-based pay structure that compares our roles to
motivated, and recognized for their contributions is an inherent
future through the Employee Stock Purchase Program. those of our peers in each region. As part of this review, not only
belief that it is important to take care of the whole employee (and
do we take a look at base salary, but we also examine on-target
their loved ones), from competitive health and benefits offerings
Compensation philosophy. earnings as well as annual stock refresh grants. This process
to pay and compensation. Especially amidst global social, health,
At Workday, our compensation philosophy helps ensure that helps confirm that we pay according to the market value of every
and economic crises, we know that providing employees with
pay is competitive and equitable. We pay for performance, with role we offer, diminishing unconscious bias and structural barriers.
competitive pay, ownership in the company, and a wide range of
differentiated rewards based on individual skills, contributions,
benefits has proven to be more important than ever. As Workday
and potential, and the majority are owners in the company, Pay parity results.
has evolved and matured as an organization, we’ve generated solid
which aligns long-term interests and rewards with interests Each year, the results of the pay parity analysis are encouraging, and
financial results, and through this journey we continue to share
of Workday shareholders. Workmates have multiple ways to support the goal to compensate all employees fairly and equitably.
our success with employees.
increase ownership of Workday stock. All employees receive a Our annual reviews consistently reveal no disparities for greater
new-hire grant, and we grant additional restricted stock units than 99% of our global population. In FY22 and FY23, similar to prior
Supporting Workmates’ financial well-being.
to a majority of employees each year. In addition, our Employee years, the adjustments required to address any disparities in our
From an employee’s first Workday paycheck through to retirement,
Stock Purchase Plan provides employees around the world with annual pay parity analysis equated to less than 0.01% of our global
we’re here to help them save, invest, protect, and manage
the opportunity to purchase Workday stock at a 15% discount base-salary payroll, and less than 0.01% of our total stock budget
their finances. We’re here to help Workmates prosper, and we
through payroll deductions. was needed to adjust total stock grant refreshes. We’re thrilled
believe financial well-being starts at work. We offer market-
to see the continued great results in the pay parity analysis as we
based compensation and benefits that reflect our core values We know competitive pay is a critical component in helping
continue to strive toward inspiring a brighter work day for all.
and align with business strategy. In the U.S., we offer plans to our Workmates feel valued, motivated, and recognized for their
help save for retirement, such as a 401(k) plan with a company contributions. That is why Workday has developed a thoughtful, We know that pay parity is an ongoing
match and a Health Savings Account (HSA). Workday funds 75% competitive philosophy that we aim to apply consistently across journey, and we will continue to
of the deductible through our HSA contribution, and monthly the company, and that is benchmarked every year against other monitor it regularly, as well
employee premiums are held very low to help ensure Workmates companies with similar attributes. as continue to enhance
have affordable healthcare. We also offer a variety of benefits to Workday applications
support family needs, including specialized support for fertility Our commitment to pay parity. to support this work
treatments and new parents, reimbursement for adoption costs, Workday embraces diversity—including different perspectives, for both ourselves
contributing to a 529 college savings plan, and even pet insurance. insights, backgrounds, and skills—because it fuels innovation, and our customers.
and creates a broader connection to the world. We believe that all
We conduct frequent benchmarking to help us stay at or above
employees deserve fair and equitable pay and an equal chance to
the market in Total Direct Compensation. In 2022, all employees
succeed. Each year, we conduct a company-wide race and gender
participated in a cash-based incentive plan (Sales Commission
pay analysis to support fair and equitable pay among all individuals
Plan, Customer Experience Bonus Plan, or Workday Bonus
and all races, in similar roles.
Plan). Every full-time Workmate is a shareholder in Workday

Workday 2023 Global Impact Report | 48

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our strategy | Employee development | Making meaningful connections | Well-being for all

Social well-being and flexibility. Supporting physical and mental health.

Workday now provides global access to resources for family With our global virtual healthcare network, Workmates and their Workmates can also access unlimited sessions
planning and support. Workday provides access to an app-based family members across the globe can feel confident that their
with our dedicated, full-time Workplace Mental
program that helps manage costs related to adoption, surrogacy, medical needs are safely covered wherever they are. From access
egg freezing, and more—and has been expanded beyond the U.S. to to local healthcare systems and the option to work with alternative Health Consultants on‑site or virtually in
include all Workmates. It offers a lifetime allowance of $25,000 per doctors and providers if their regular doctor is unavailable, to the our offices in Pleasanton, California;
family, plus free, 24/7 access to virtual care providers who can guide ability to take a doctor appointment at home, employees have
Workmates’ family-building plans. plenty of options with 24/7 support. Additionally, for Workmates
Boulder, Colorado; Atlanta, Georgia;
and their eligible dependents near our Pleasanton or Atlanta office Dublin, Ireland; and Singapore.
Workday is also proud to support people experiencing menopause
locations, we offer an on-site clinic managed by Premise Health. The
and their families to create an inclusive environment where
centers provide convenient access to comprehensive healthcare
everyone can thrive. Our support model for menopause includes
and wellness services, with high-quality, personalized preventative
benefits to support holistic health, and create a comfortable
care providers and same-day appointments.
working environment, provide time off, and offer a specialized
program that supports Workmates at every step through their Mind Matters, powered by Lyra, is the new Workday global
menopause journey. This holistic suite of reproductive health and mental health program—a trusted resource for holistic mental
family planning benefits is available at no cost to employees. and emotional health support. All Workmates and their family
members now have access to a comprehensive suite of on-demand
Globally, we’ve extended our eldercare and childcare reimbursement
resources, unlimited coaching sessions, and 16 sessions of therapy
and personal leave of absence programs to help ensure all of our
or counseling per person, per year—all at no cost.
employees—and their loved ones—have the opportunity to get the
care they need. We’re also implementing a fully paid global parental We offer all employees generous paid time off to rest, recharge,
leave framework—all available from the first day of employment. or simply take a mental health day. Our leadership team heavily
See a list of benefits by significant locations. encourages all employees to take advantage of our generous
paid time-off program to ensure our Workmates feel cared for
and supported to prioritize their health and well-being.

Workday 2023 Global Impact Report | 49

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our strategy | Employee development | Making meaningful connections | Well-being for all

The Global Workplace Safety team. Emergency Response and Life Safety teams. Traveler medical and security support.
Workday has procedures in our Global Emergency Action Plan Global Workplace Safety monitors employee travel globally, utilizing
The Global Workplace Safety team supports the traditional
on how to respond to a variety of emergency situations. We industry-leading services and technology. We strive to ensure the
corporate areas of physical security and occupational health and
periodically test our response procedures, where practicable. Each safety of our Workmates with ease by providing assistance when
safety for Workday on a global scale. From the workplace to work-
site controlled or managed by Workday has site-specific Emergency needed, along with communicating to them about what to do in the
related travel, it’s our goal to keep our Workmates safe and secure.
Response Plans in place. event of an emergency. International travelers are provided with
In 2022, the Global Workplace Safety team supported the reopening pre-travel health and safety advice regarding their destination, and
In the majority of our offices, we have Life Safety teams comprised
of our offices around the world, ensuring our employees were have access to medical and security support while abroad.
of Workmate volunteers who are trained in building-evacuation
as safe as possible during the transition from remote work.
procedures, CPR, AED use, and first aid, and ready to assist in an
As we returned to hosting live, in-person events, our team led Risk assessments.
emergency. We have invested in a new AED tracking system that
safety protocols that included COVID-19 testing, contact tracing, Health and Safety and Physical Safety risk assessments are
allows us to centrally track the readiness of our AED devices, our
masking requirements, sanitization protocols, and more. conducted across the globe to evaluate risk and meet compliance
consumables, and the volunteers who are trained to use one.
needs where applicable. Assessments are documented, and any
These protocols were in addition to the COVID-19 responses we
applicable risk elimination and/or mitigation measures are assigned
already had in place, including monitoring the pandemic and other Corporate event security program.
and tracked for completion.
global and local disasters, developing our Healthy Workplace policy Our Global Workplace Safety team has a corporate event security
to screen for COVID-19 symptoms, and developing enhanced program in place. Employees and guests can attend and participate Training programs.
cleaning protocols and other safety management practices. in Workday events with ease, knowing that their health and safety
Global Workplace Safety has launched new trainings on Concerning
are our top priorities. Global Workplace Safety utilizes a time-tested
Behaviors in the Workplace, Tailgating and Badging Awareness, and
Security operations center. methodology in developing, organizing, and implementing security
our Emergency Action Plan to help ensure that our Workmates are
Global Workplace Safety Physical Security Operations Centers (GSOCs) plans at corporate events.
equipped with the information they need to stay aware and safe.
are based in our U.S. headquarters in Pleasanton, California, and
our Europe headquarters in Dublin, Ireland, along with our newest Health, safety, and security incident reporting. We’ve also updated our on-demand ergonomics
location in Pune, India. Our GSOCs are backed by a generator to We’re using our own product to report on and monitor health and training program to support hybrid work. With this
enable seamless operations during any power disruption. GSOCs safety incidents. This includes the reporting of safety concerns, program, each Workmate receives customized
are multifunctional and designed to monitor, assess, and respond security threats, occupational injuries and near misses, building- training to suit their environment and individual
to various environmental or human-made disasters that can impact evacuation drills, and other related incidents. The system also workspace. This ensures that they get what they
our people and our business. They are staffed 24/7, and are at the enables comprehensive investigations to be carried out to need to support their physical well-being whether
core of our operational services with a continuous commitment to determine root causes and corrective actions, including risks working from home, in the office, or both.
keep Workday people, property, and business operations safe. review and process improvement.
Global Workplace Safety monitors
employee travel globally, utilizing the
most up-to-date, innovative technology.

Workday 2023 Global Impact Report | 50

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Belonging and
Diversity

Workday 2023 Global Impact Report | 51

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our Belonging and Diversity journey at Workday.

A letter from our chief diversity officer.

More than five years ago, and as part of our Belonging and Diversity (B&D) journey, I became
Workday’s first-ever chief diversity officer. Value Inclusion, Belonging, and Equity (VIBE™) is our
vision for Belonging and Diversity at Workday. VIBE makes us stronger as a company, connects us
to our purpose, is infused in our core values, and is central to our culture and employee experience.
VIBE is what helps unite us.

These past few years have been uniquely challenging with political, social, and world events all
taking center stage. We’ve seen new approaches to work across all sectors, including increasingly
flexible and hybrid ways of working, preferences for remote working, increased focus on employee
well-being, and recognizing burnout. Each shift represents a new focus for employers as they
respond to evolving employee needs while managing the needs of a multigenerational workforce.
Amid the challenges that impacted people and companies worldwide over the last few years, we
have seen how a focus on diversity, equity, and inclusion inspires people and gives them hope for
change to come.
Impact for a changing world.
As I reflect on the strides we’ve made at Workday in the last year, I’m proud of what we’ve been able
to achieve and know that looking forward, we’ll work together to build on this great momentum. Change can be both big and small. We need to think about the impact of the changes
each of us can make in our day-to-day lives to move the needle. That’s vital. But we also
Solidarity, compassion, empathy, and support for one another are the key ingredients needed to need to think big, and examine the entire system we operate in.
move in the right direction. As we come together we also acknowledge the challenges we solve, the
healing we need to do, and the long but important path ahead. At Workday, we remain committed Sincerely,

to this journey.

Carin Taylor
Chief Diversity Officer, Workday

Workday 2023 Global Impact Report | 52

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Value Inclusion, Belonging and Diversity commitments.

Belonging, and Equity
for all.
CL

Our Belonging and Diversity (B&D) vision is to Value Inclusion,

Belonging, and Equity (VIBE) for all by maintaining a workplace
in which all Workmates are valued for their unique perspectives, Hiring and Developing Cultivating a Culture Strengthening Building Inclusive Products
respected as equal and integral members of the Workday Diverse Talent8 of Belonging our Communities12 and Technology
community, and given fair access to opportunity across the
Increase overall representation of Ensure less than a 3% difference Invest $10M toward social justice Empower our customers via product
company. Together, we are inspired to bring our best to Workday,
Black and Latinx employees in the in Belonging for all Workmates initiatives over the next year. and solution innovations to measure
our customers, and our communities.
U.S. by 30% by the end of 2023.9 across all demographics (as and benchmark diversity and belonging
Goal Achieved
measured by the Belonging in the workplace using VIBE Central™
Goal Achieved
The progress we’ve made on our outcome of our VIBE IndexTM). in 2020 and VIBE Index in 2021.

company commitments. Goal Achieved Goal Achieved

Our commitments to VIBE. Double the number of Black and Infuse VIBE into how we think Empower Workmates to contribute to Offer workshop services at no
Since day one, our employees have been our number one core Latinx leaders respectively in the U.S. about and act on our Workday Opportunity in Action, our 250,000- charge for our first 300 customers

value, helping shape who we are as a company, and we remain by the end of 2023.10 core values. hour commitment toward mentoring deploying VIBE Central.
and skills-based volunteering in
committed to rooting everything we do to help further our Goal In Progress Goal Achieved Goal Achieved
communities around the globe
commitment to equity in the workplace. Against the backdrop
by 2023.11,13
of the social justice movement we saw unfold in 2020, many
organizations took action to address inequality and foster more Invest 25,000 hours in training Invest 150,000 hours in career Accelerate Opportunity Onramps® Publish a biannual B&D product
inclusive work environments. In 2020, we developed our one-year over the next year to ensure all development programs and hiring to fill 20% of our early to mid- roadmap to highlight innovative
and three-year company-wide commitments to support social managers are able to attract, recruit, education that increase visibility career full-time roles by the end solutions for our customers.
justice, as well as support and activate our internal communities hire, and advance employees of and opportunity for Black and of 2023.
Goal Achieved
to drive positive change. Over the last three years, we’ve made all backgrounds.11 Latinx talent over the next year.
Goal In Progress
significant progress on these commitments. To continue our Goal Achieved
momentum and build upon our progress, we’re excited to
introduce new VIBE goals.

8
Due to laws in some countries and regions, we are only presenting race/ethnicity data for the U.S. at this time.
9
For more on representation, see page 62.
10
We reached 86% of this goal as of Jan. 31, 2023, and continuing. We have established new VIBE goals, and increasing the number of Black and Latinx leaders will continue to be a focus.
11
Goals are sunset.
12
For more on Workday philanthropic efforts, see page 69.
As of January 31, 2023, we have accomplished 32% of our goal of having Workmates contribute 250,000 hours toward mentoring and skills-based volunteering in communities around the globe by the end
13

of 2023. We recognize the hard work it takes to reach this ambitious goal. With our employees in mind, we wanted to safely navigate through the many challenges of the global pandemic that significantly Workday 2023 Global Impact Report | 53
disrupted our ability to create, execute, and achieve 250,000 hours of volunteering.
Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

Our efforts and outcomes: progress Previously, we invested $10 million toward organizations fighting
for social justice, which supports people from underresourced
functions to infuse VIBE™ goals throughout business practices,
driving action and accountability for all. When we boldly champion
we’ve made since 2020. communities, including Asian American and Pacific Islander. To inclusion, belonging, and equity, we improve our ability to create
Thanks to efforts across Workday, we’ve successfully achieved our goal learn more about how our Workmates are getting involved with lasting change. We look forward to enabling our Workmates to help
of increasing our Black and Latinx representation by 30% in the U.S. our social justice grantees through volunteerism, visit the “Social us achieve the following objectives:
While we’ve surpassed our goal, our commitment to improving and Impact” section of this report.
Inclusion and Belonging: Improve employee engagement in Peakon
balancing representation will continue with an unwavering focus on
Recognizing that B&D is the foundational element for a more Employee Sentiment tool through increasing inclusive capabilities,
attracting, hiring, and retaining great talent with diverse backgrounds.14
equitable and sustainable future, B&D is now one of the top solutions behaviors, and practices throughout the organization, and striving to
Our method for measuring employee belonging and satisfaction we’re investing in to help address the most important business create a culture where all workmates feel they belong.
changed as we adopted usage of Workday Peakon Employee Voice, challenges for the office of the chief human resources officer.15 We are
proud of the Workday VIBE Index, a solution that helps organizations Equity: Balance diverse representation by infusing VIBE™ in
our intelligent listening platform, to gather incredibly valuable
gain valuable insights about equity within their workforce across development, enablement, hiring, promotion, performance
feedback and insights from our employees. At a company level,
multiple outcomes—such as hiring, belonging, and leadership—and management, and retention practices. To help achieve this, we’ll
the feedback puts us in the top 10% of our industry benchmark
intersections of identity—such as gender and race. We continue to focus on increasing representation in the following areas:
for belonging and satisfaction—a figure that reflects our diversity
and inclusion efforts. Of course, what matters to us is that every build momentum with VIBE Index and VIBE Central.
• Women in senior/executive leadership globally
employee feels a sense of belonging here at Workday.
Workday remains focused on increasing gender equity and • Black and Latinx Workmates in the U.S.
Our pursuit of sustaining and strengthening our culture of VIBE representation globally, and continuing efforts to support our
• Asian, Black, and Latinx Workmates in leadership in the U.S.
isn’t just about doing the right thing; it’s about the positive impact underrepresented communities. To continue our progress, and to
• Early/mid-career talent for full-time roles in the U.S.
Workday has on the world, our workforce, our communities, and our help develop our leaders of tomorrow, we have internal programs
customers. To that end, our program Opportunity Onramps is making and partnerships such as Ascend, LevelUp, Elevar, and DevelUp
a difference: that are all designed to provide opportunities for career growth and
advancement for emerging underrepresented leaders at Workday.
As of January 31, 2023, 16% of all FY22 U.S. hires for early to mid-
career roles have come through our Opportunity Onramps program. Looking to the future, Workday remains steadfast in our
We are on track to meet our commitment to fill 20% of these roles commitment to being a workplace where everyone
with talent from untapped communities by the end of 2023—and feels valued for their unique perspectives, respected
every year thereafter. as equal and integral, and given fair access to
opportunity in an organization that reflects
the rich diversity of the world. This year,
we’re partnering closely with key business

14
For more on representation, see page 62.
15
For more on solutions, see page 65.

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We value Inclusion. Supplier Diversity program.

In partnership with our Global Procurement Office, we are working to build
We embrace and empower a diversity of backgrounds and perspectives. a supplier base that mirrors the diversity of our workforce and customers.
To that end, we created the Supplier Diversity program to focus on growing
At Workday, we make room for everyone. Inclusion is about embracing VIBE is a learning mindset: and supporting a supplier network that truly embodies our VIBE principles.
differences and recognizing that every Workmate comes with gathering and examining data, To achieve our supplier diversity goals, our Global Procurement Office has
unique characteristics and a complex mix of skills, advantages, and refreshed its processes and reporting systems to align with corporate best
gleaning insights, and sharing
disadvantages. We take the time to listen to different points of view, practices. This year, Global Procurement will be partnering with key Workday
experiences, enabling us to
consider diverse experiences within our teams, and facilitate difficult business leaders to align on Supplier Diversity targets and goals, as well as to
conversations. We empower and encourage everyone to bring their best
learn from each other.”
establish new metrics to track Workday’s progress. These actions will allow us
selves, as well as to make a personal commitment to VIBE™ every day. Carin Taylor to accelerate and increase our spend with qualified minority-owned businesses,
Some of the ways we do this are through ongoing learning opportunities. Chief Diversity Officer, Workday women-owned businesses, disability-owned businesses, veteran-owned
businesses, disabled veteran-owned businesses, lesbian / gay / bisexual /
VIBE education. transgender-owned businesses, indigenous-owned businesses, and other small
business-owned enterprises.
Our knowledge on how to put VIBE into practice is shared through Since its inception, The VIBE Way
The VIBE Way—a learning journey designed to equip and empower learning series continues to see See here for Workday’s Annual Supplier Diversity Report.
all employees with the tools and resources to incorporate VIBE™ into strong completion rates. To date:
everything we do, from the language we use every day, to how we
approach our work and each other, to the way we recruit and hire for
diversity. Courses are offered and tailored to different audiences based
83%
on their readiness and understanding of VIBE™. Each experience is of Workmates completed
coupled with tangible actions that anyone can take to create a more “Talking VIBE at Workday” I must admit that the Inclusive Language course was one of the most
inclusive workplace.
profoundly moving and thought-provoking learning experiences I
have ever had—personally or professionally. Your respective stories

75% combined with the ‘I want you to know’ montages caused me to

spend most of the course with tears in my eyes. As a white, middle-
of Workmates completed
aged, heterosexual male, I fall outside most of the communities you
“Inclusive Language”
respectively represent, but I was interested to learn that my hearing loss
and the fact that I wear hearing aids is recognized as part of ‘Workday

63%
for People with Disabilities,’ and I was immediately compelled to join
that Employee Belonging Council. So just in case you’re wondering if
of people leaders completed your story and what you say and do make a difference, it does.”
“Inclusive Hiring Foundations” Lynn Knight, Senior Engagement Manager, Workday

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Accessibility at Workday.
Creating a Workday that’s accessible to all.
At Workday, we believe that everyone—regardless of their abilities—deserves equal
access to technology. It’s why we’re committed to delivering an accessible experience to
all users. We’re building Workday to work for everyone, on every device and
every platform.

We build with accessibility in mind.

We have a dedicated Accessibility team that partners with product teams to build
better, more inclusive products for everyone. This team continues to grow and explore
innovative ways to ensure our Workday products are inclusive and accessible for all
to use.

Every year, Workday celebrates Global Accessibility Awareness Day (GAAD) led by our
Accessibility team to help raise awareness on digital accessibility and inclusion for
people with disabilities. As GAAD Foundation sponsors, we invite external and internal
subject-matter experts as speakers during GAAD celebrations to educate our workforce
and empower each employee to act as an accessibility champion.

We know when we solve with disabilities in mind, we’re creating accessible and inclusive
solutions and experiences for all. Our Workday for People with Disabilities Employee
Belonging Council (EBC) is a celebrated space for Workmates, our friends and families,
and our extended community to come together to respect, empower, and include all
people with disabilities. Each year, our People with Disabilities EBC delivers meaningful
events and experiences designed to educate all employees and improve the employee
experience through disability inclusion initiatives and awareness. Learn more how our
People with Disabilities EBC is making an impact for a changing world.

We’re committed to educating each Workmate on what it means to value accessibility

and disability inclusion through our core training called Introduction to Accessibility.
This is a key lesson within our new-hire onboarding orientation that ensures
each employee begins their Workday experience with foundational knowledge
on accessibility. We’ve heard from our Workmates on their own experiences with
accessibility, and plan to use what we’ve learned to inform our future priorities. We’ll
continue to update our practices to provide an accessible experience to all users.
Learn more about what we’re doing by visiting Accessibility at Workday.

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We value Belonging.
We respect one another as equal and integral members of the
Workday community.

We celebrate diversity in many ways, and to help share this message

at Workday, we hosted our second biennial event, VIBE: Connect
and Inspire GlobAlly. The celebration throughout May and June in
2022 aimed to create belonging, showcase allyship, teach how to
model inclusive behaviors, nurture personal connections, and hear
from different voices. Across 54 Workday locations, employees had
the opportunity to deepen their understanding of VIBE and true
advocacy, as well as to hear directly from senior leaders about the
importance of VIBE for all.

VIBE Councils for functions and regions.

Workday leaders are passionate about creating an inclusive work
environment. They understand the importance of representation,
and support and model inclusive behaviors to reinforce our
commitment to VIBE. But because every Workmate is essential It’s important our company is representative
to fostering the VIBE culture, we have established VIBE Councils of the markets we operate in. That’s why our
across the organization that focus on integrating critical VIBE EMEA VIBE Council is key in bringing together
initiatives to meet the unique needs of functions or regions.
diverse perspectives, making our Workmates feel
represented, and driving allyship and awareness.”
Fredrik Nylander
Senior Vice President, Services, Workday

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EBC mission statements:

Employee Belonging Councils. • KAMPI. Strives to capture the Filipino and Pacific Islander
• Black @ Workday. Educates, inspires, and excites Black
At Workday, our EBCs play an integral role in fostering a culture of VIBE. spirit within Workday. We will nurture and cultivate the Filipino
communities about careers in software technology, while
Not only are members business and thought leaders, but they are also community with engagement both within Workday and in the
fostering fellowship and excellence.
our culture keepers and storytellers, striving to promote and advocate external community.
for equal opportunity for and understanding of diverse communities. • Dosti. Which means friendship, brings people together to
• Latinx. Empowers and supports Latinx talent as we strive to
EBCs are open communities designed for groups whose members are meet the goals of Workday’s B&D mission by representing the
strengthen and maintain a culture of belonging at Workday.
frequently deprived of equal treatment in society due to their disability diverse region of South Asia. We achieve this by promoting
status, ethnicity, gender, gender identity, race, sexual orientation, cultural awareness, networking, leadership training, coaching, • Pride. Aims to build a global community and support of the
or veteran status, or other groups and the allies who support them. and mentoring opportunities for its members. LGBTQ+ community.
EBCs provide a designated space for members and allies to foster • East Asians. Fosters and promotes diversity, belonging, • Military and Veterans. Raises awareness of the unique value
ideation, advance inclusion, and spur innovation. They also help enable cultural awareness, empowerment, mentorship, and veterans bring to Workday through active participation in the
and advance business initiatives, enable professional development, connectivity for all Workmates who desire to engage with recruitment, retention, and engagement of veterans.
promote connections, and bring greater visibility to diverse talent, as our community. • Women @ Workday. Creates a space that values inclusion,
well as engage in community outreach activities. Throughout the year,
• Families @ Workday. Exists to flip the narrative of what belonging, and equity for all. Our group is focused on
our EBCs actively model and practice belonging in the workplace and
makes successful employees, by exemplifying our caregiving connecting our participants and supporting them in their
invite us to participate in more than 12 different “signature moments,”
workforce who make Workday successful in our changing professional growth and everyday lives.
expanding collective awareness of significant cultural, diversity-related
world of work. • Workday for People with Disabilities. Is a celebrated space
programs and events, from Black History Month to International
Women’s Day, Pride and more. • Jewish @ Workday. Fosters a community that welcomes for Workmates, our friends and families, and our extended
everyone who identifies as Jewish and those who identify as community, where we can come together to respect, empower,
allies to the Jewish community. We strive to build a strong and include all people with disabilities.
professional network with others who embrace ALL forms of
Jewish culture, expression, and religious practice—allowing
all to bring their true, authentic selves to Workday. We are
committed to the Jewish principle of Tikkun Olam (“repair the
world”) and therefore are committed to building a workplace
culture that is inclusive of all.

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Introducing our newest EBC, Jewish @ Workday.

Formerly known as the Jewish Culture Club, Jewish @ Workday is
the newest EBC at Workday, fostering a community that welcomes
As service members, we’re required everyone who identifies as Jewish and those who identify as allies
to effectively and efficiently work to the Jewish community. We strive to build a strong professional
together to accomplish common network with others who embrace all forms of Jewish culture,
goals and missions, regardless of expression, and religious practice—allowing all to bring their true,
our differences.” authentic selves to Workday. We are committed to the Jewish
Aaron Davis principle of Tikkun Olam (“repair the world”).
Data Conversion Consultant, Military and
Veterans EBC Lead, Workday

Our Military and Veterans EBC raises awareness of the unique value veterans bring to
Workday through active participation in the recruitment, retention, and engagement
of veterans. Read the blog: Honoring Veterans Day and Supporting Our Veteran
Community in Tech.

Creating belonging doesn’t happen in a vacuum, and that’s why our EBCs are critical,
because they represent the voices of their communities and foster a sense of belonging
by encouraging the sharing of lived experiences, stories, and diverse perspectives,
as well as inviting critical and courageous conversations into the workplace. EBCs
recognize the importance of collaboration; there is power in elevating both unique
and shared perspectives to deepen compassion, empathy, and understanding. In FY23,
all Workday EBCs came together for International Women’s Day, providing 24 hours of
global programming that recognized intersectionality and connectedness.

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We value Equity.
Equity is an investment, and at Workday we all do our part to promote
access to opportunity and fairly share the successes of our work.

Our commitment to Black equity.

For the first time ever, Workday is participating in the Management
Leadership for Tomorrow (MLT) Black Equity at Work certification,
which establishes a clear and comprehensive Black equity standard for
employers. The certification provides the roadmap and the recognition
necessary to enable and encourage employers across America to pursue
Black equity with the same rigor and results orientation as with their
pursuit of earnings and other key priorities.

LevelUp at Workday.
Our newly launched program LevelUp provides greater visibility of and
opportunity for underrepresented minority (URM) talent to accelerate
equitable recognition and promotion through curated experiences
including expanding career opportunities and connections, and
coaching and mentorship circles, as well as skills development
workshops and webinars.

Equity is not easy to achieve—it requires

acknowledging differences, understanding history,
and many other considerations. But equity is
worth the effort, because everyone should enjoy
the chance to contribute and succeed.”
Carin Taylor
Chief Diversity Officer, Workday

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Inclusive and Opportunity Onramps programs Mid-career talent.

at Workday. We also have specially designed programs built for mid-career

equitable hiring. Early career talent.

professionals, such as those who might have put their career on
pause due to a life circumstance, or a military veteran who gained
Whether it’s for an individual who wasn’t afforded the opportunity valuable skills during their time in service but is struggling to land
Workday recognizes that great talent doesn’t always follow
to attend a traditional four-year college or someone who never civilian employment due to their lack of corporate work experience.
a linear path to growth. Skills, education, and experience
envisioned him or herself at a technology company, we are increasing
are gained in a variety of ways that the traditional recruiting
Career returners.
the number of career pathways open to early career talent. With all
process often doesn’t recognize, leading to great talent from
The career returner program at Workday
the professional development, mentorship, and social connections of
diverse backgrounds that remains untapped. Talent acquisition
supports professional talent who are eager
an internship program, early career professionals are launching new
at Workday is intentional about weaving VIBE throughout our
to relaunch their careers in tech after a
careers in technology—eliminating the need for a four-year degree.
hiring practices to help promote an inclusive and equitable
pause of more than 18 months. We’ve grown
experience for all. Early career internships. partnerships with organizations such as
With a focus on technical skills in 2022, we iRelaunch, Women Back to Work, Women
Opportunity Onramps. partnered with technical training programs to Returners UK, and others to attract great
With a mission to attract and hire diverse talent, Opportunity access incredibly skilled pools of untapped talent who stepped away from the workforce
Onramps is a diversity talent acquisition program at Workday talent. Full of potential, 100% of our 2022 early for caregiving responsibilities, the COVID-19 pandemic, or to seek
aimed at valuing skills above experience. Opportunity Onramps® talent cohort converted to full-time positions. refuge in a new country, and who are ready to jump back into the paid
is a pathway for great talent—regardless of background—to Workday has also partnered with Year Up workforce. As career returners relaunch their careers at Workday, they
launch or relaunch careers in technology. since 2014, providing internships for talented, are supported with the training and mentorship needed to pick up
motivated, yet underserved young adults. their careers where they left off.
Investing in diverse partnerships.
We make strategic investments to expand how we source and Increasing representation in sales Transitioning military veterans.
recruit diverse talent. Workday is a proud sponsor of many career teams - NEW! Since 2016, Workday has been helping
conferences and organizations that identify underrepresented Based on the continuous demand for veterans get the training and support they
talent and those from diverse backgrounds. tenacious entry-level sales talent, we need to shift from military to civilian careers.
curated a new diversity hiring program to We know that veterans and reservists have
bridge the gap between individuals with highly transferable skills gained in their
customer service skills and high-potential military service that can be translated
careers in tech sales. With Workday-led into careers at Workday. We are proud to
classroom training, we are harnessing the work with organizations such as Service
competitive mindsets of ex-athletes and Academy Career Conference, FourBlock,
the customer-first mentality gained in retail to enable individuals to Breakline, and others to amplify Workday
move from minimum-wage jobs to tech-sales careers at Workday. to transitioning veterans. Through mentorship, on-the-job training,
Through this program, we are not only gaining great talent, but also and the full support of the military community at Workday, these
diversifying our global sales teams. individuals have what they need to transition from service to full-time
careers in tech.
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Our representation and Our overall global gender representation continues to trend upward
for women in leadership and management positions, with women
FY23 Global gender diversity16,17

diversity at Workday. representing 41.8% of our global employees and 36.7% of global
leadership positions. Although our diversity data is in alignment
with, and in some instances ahead of, industry standards, we still
In 2020, we announced a set of company commitments to increase believe there is much more to do and are committed to doing better.
overall representation of Black and Latinx employees in the U.S.
We’re proud to say that we’ve accomplished this goal, as our To track progress and plan for the future, we have begun the
Black leadership is trending upwards, and Latinx leadership has expansion of self-identification options in Workday globally, enabling
increased and is trending in the right direction. our employees to share unique dimensions of their identity.
Workday is invested in collecting employee self-identification (self-
Looking at our diversity data, we’ve seen several notable trends ID) data, which involves asking employees to voluntarily share key
across our organization this past year. For example, we continue to demographic information about themselves (such as race, gender,
make strides in increasing the diversity of our leadership—defined sexual orientation, disability status, veteran status, and so on) to
as roles of director and above—across Workday. In FY23, our Asian, further advance our commitments, as well as track our diversity
Black, and Latinx leadership has increased and continues to trend progress. Additionally, we use internally developed products to bring
in the right direction. While we may have doubled these numbers, diversity- and inclusion-related data into one centralized location
we recognize this demographic remains relatively small, so we and set our B&D strategy. Through these products, we can assess,
are committed to continuing to put effort into creating a more measure, benchmark, and manage diversity and inclusion, as well as
balanced representation across our company. empower our leaders to create B&D plans and measure performance
and outcomes across areas such as hiring, development, and
Overall representation is up. As of January 31, 2023, our total Black
employee experience.
and Latinx representation in the U.S. was 10.2% (4.3% Black; 5.9%
Latinx). Our intention is to continue improving and balancing this
representation as we work to attract, hire, and retain the best talent.
As of January 31, 2023,

36.7%
Leadership representation is up. Our Black and Latinx leadership
representation in the U.S. has also been moving in a positive
direction. As of January 31, 2023, we reached 86% of our three-
year goal to double the number of Black and Latinx leaders. We of Workday leadership
increased our number of Black leaders by 125%, and increased our positions are
Latinx leaders by over 50%.
held by women.

Leadership is defined as director and above; management is defined

as associate manager through senior manager.

17
Due to rounding these charts may total slightly above 100 percent.

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FY23 Global age diversity18,19

FY23 Global gender diversity

Total Global Population

18
Due to rounding these charts may total slightly above 100 percent.
19
Data represents all global regular employees.

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FY23 U.S. ethnicity and race diversity. Underrepresented minority (URM).

Our U.S. ethnicity and race diversity has seen some notable upward trends. As of FY23, underrepresented minorities make up 14.1%—a “Underrepresented minority (URM)” is an industry term that

17.5% increase from previous reports. We’ve seen positive upward trends in our Black representation over the last few years, growing refers to ethnic or racial groups whose populations in the

Black leadership and management steadily over the last few years from 1.6% to 2.5%, then to 2.6% in FY23. While we recognize workplace are disproportionate to the population in society.

the progress we’re making, we have an opportunity to do better and are developing programs to increase belonging, accelerate In the U.S., we are referring to our Alaskan Native, American

career growth, and usher these groups into leadership positions. We plan to continue to use data to understand the makeup of our Indian, Black, Latinx, native Hawaiian, other Pacific Islander,

organization and recognize important patterns in overall representation, belonging sentiment, and hiring trends. We can see that we are and multiracial employees. As of FY23, our underrepresented

starting to hire more diversely and expect to see more significant growth in the future. minorities represent 14.1% of our U.S. employees and 10.3% of
leadership positions in the U.S.

FY23 Ethnic diversity20,21 Total U.S. Population 14.1%

Total U.S. Population
Leadership 10.3%
43.1% 5.3% 3.8% 0.4%
Management 12.8%
0.2%
FY23
40.3% 3.9% 3.0%
Canada by the numbers.
63.7% 7.1% 3.7% 0.7% FY23 URM Canada22
0.3%
Total Canada Population 38.7%
16.3% 5.1% 3.1%
Leadership 18.2%
Management 34.7%

Data represents global regular employees; employees not disclosing their gender
20

have been excluded.

Due to rounding, these charts may total slightly above 100%.
21

We’ve begun self-identification in Canada and continue to expand to several other

geographical locations. Members of visible minorities means persons, other than

aboriginal peoples, who are non-Caucasian in race or non-white in color. Values
were selected based on population for each race/ethnicity.

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Using Workday to take Our survey results show that

improving employee well-being
everyone on the journey. is the top reason companies and

As we studied our own organization, we understood that diversity

HR leaders continue to drive DEI
shouldn’t be our sole focus. We also looked at how to create an initiatives forward (41%).
environment where everyone feels valued for who they are and
what they bring to the organization. We believe it starts with
a deep understanding of who your people are and how each
person is unique. This belief is reflected in our solutions.

Workday Peakon Employee Voice provides a holistic overview VIBE Central gives organizations a view of all belonging and diversity

of the employee experience across the organization with metrics and reporting tools in one centralized place. For example,

real-time insights into employee engagement, sentiment, let’s say you see hiring is low for a certain intersection group. Where

productivity, well-being, diversity, equity, and inclusion (DEI), in the hiring process is the issue? Is it a lack of diverse candidates

and transformation and change data. applying, or that diverse candidates are dropping off in the pipeline—
VIBE Index enables organizations to holistically measure and for example, from the screening to the interview stage? VIBE Central
Adopting an active listening approach provides continuous benchmark diversity, equity, belonging, and inclusion metrics. surfaces these indicators.
insights into how to maximize engagement, productivity, and
• Breadth and depth: Measure across the employee lifecycle,
business performance by actively listening to employees,
from sourcing and hiring diverse talent to retaining, developing,
understanding what matters most, and taking swift action.
and promoting that talent, all the way to understanding
belonging sentiment and positively impacting attrition.

• Intersectionality: Compare and assess performance based

on multiple dimensions of a person’s identity, such as gender,
ethnicity, sexual orientation, and much more (based on legally
permissible attribute collection guidelines).

• Equity and parity: Identify disparity across intersectionalities

and prioritize the biggest areas for improvement.

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Driving lasting change: embedded in all

HR processes.
These holistic insights enable organizations to take systematic, evidence-
based actions for all their talent with a people-centric, skills-based
approach from recruiting to development, and from promotions to staffing
projects and gigs. And these insights help create a culture of belonging and
inclusion for all, unlocking the potential of the entire workforce with curated
content and personalized experiences that drive employee engagement
and learning that responds to the needs of all.

We start a conversation about diversity and

inclusion and we end up talking about engagement.
As we gain a better understanding of how we engage
different types of people, we get insights into how we are
doing on inclusion. Based on Workday Peakon Employee
Voice’s drivers you can identify what drives people without
a separate survey on specific D&I initiatives.”
Janet Pope
North America Corporate Responsibility, Capgemini

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Our strategy | Philanthropy | Giving and Doing

Social
Impact

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Our strategy | Philanthropy | Giving and Doing

Our strategy.
At Workday, our company’s purpose—to inspire a brighter work day
for all—guides us to focus on doing our best in service of others.
Ongoing global health, economic, and social crises impact our most
vulnerable populations the hardest and our 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.

At Workday, our ongoing commitment to closing the opportunity

gap drives our philanthropic and volunteer investments in
organizations upskilling workers for careers in technology and
green jobs in a low-carbon economy. We invest in direct service
organizations that provide the most cutting-edge training to help
program graduates quickly secure family-sustaining careers in their
chosen field, as well as workforce ecosystem partners dedicated to
building a more effective education-to-employment pipeline.

More recently, we launched our preventative grantmaking portfolio

that focuses on three pillars: disaster prevention, pandemic
prevention, and hate-crime prevention. Through this proactive
approach, we invest in organizations that are addressing root
causes. We invest in organizations dedicated to preventing hate
crimes and violence through interventions that foster a culture
of understanding and appreciation across differences, in global
health organizations working to prevent and prepare for the next
pandemic, and in disaster preparedness and relief to reduce the
devastation of these events and assist with rapid recovery and
rebuilding efforts. These investments help lift up those most
impacted by the social, economic, and global health challenges of
today and build resilience that will result in a brighter future for all.

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Our strategy | Philanthropy | Giving and Doing

Philanthropy.
The Workday Foundation.
At Workday, we invest in our communities and the broader world
through cash contributions, public advocacy, collaborative social
impact partnerships across industries, donated time and strategic
expertise, in-kind donations, and event partnerships that raise
millions of dollars for our nonprofit partners each year.

The Workday Foundation is dedicated to transforming lives

by creating career pathways that unleash human potential.
The Foundation focuses its investment strategy on creating
opportunity for all, which means the majority of its funding
is invested in workforce development organizations around
the world that provide technical skills training for in-demand
careers, work-based learning opportunities, industry-recognized
certifications, essential skills development, networking
connections, mentorship, and wrap-around support services for
job seekers.

The Foundation also invests in systems-change organizations The Workday Foundation is primarily focused on preparing people things such as natural disasters, pandemics, mass shootings, and
and collaborations focused on collective efforts to connect the for digitally enabled career paths and careers supporting a low- hate crimes after they take place, the Foundation makes strategic
education-to-employment pipeline so more people from diverse carbon economy. These two career tracks show enormous future investments in our nonprofit partners working to prepare for
backgrounds with diverse experiences have access to opportunity growth potential; the baseline skills for these jobs can be gained and prevent these devastating events. Through preparation and
through a broader variety of earning and learning experiences. within six months, and the base starting pay is typically a family- prevention, we can reduce the horrific harm caused to individuals,
This includes advocating for skills-first hiring and mobility talent sustaining wage with room for future wage gains. families, and communities while simultaneously reducing the
practices, striving to reduce degree-focused biases in job postings, costs required to repair the damage after an event has already
and encouraging on-the-job skills development opportunities that The Foundation also invests a portion of its grant portfolio to
taken place.
lead to upward mobility and increased earning potential. prevention initiatives. Rather than take a reactive approach to

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Supporting workforce development organizations.

We’re proud of the successes our nonprofit partners have demonstrated in our shared mission to create access to opportunity. Here are
highlights from some of the organizations we’re working with to create economic opportunity for all.

• Generation. • Per Scholas.

Generation transforms education-to-employment systems to Per Scholas’ mission is to advance economic equity through
prepare, place, and support people in life-changing careers rigorous training for tech careers and connect skilled talent
that would otherwise be inaccessible. Generation’s training to leading businesses. Working with the belief that a thriving
programs create real business value for employers and workforce starts with equitable access to education, Per
lasting career impact for participants. Active in 17 countries, Scholas provides skills training and access to employer
with tens of thousands of graduates worldwide, Generation networks to individuals often excluded from tech careers.
trains its students for jobs in healthcare, technology, Per Scholas envisions a technology workforce as diverse as
green jobs, skilled trades, and customer service and sales the customers it serves. More than 20,000 graduates have
industries. Having recently identified support gaps for mid- launched successful careers in tech to date through its no-
career workers, Generation has launched a new pilot effort to cost technical training.
recruit, train, and reskill job seekers age 40 and over, and to • Opportunity@Work.
help combat hiring manager age biases. The mission of Opportunity@Work is to rewire the labor
• Code Platoon. market so that everyone Skilled Through Alternative Routes
Code Platoon helps veterans, active duty service members, can work, learn, and earn to their full potential. In the next
and military spouses transition into the civilian workforce by decade, Opportunity@Work aims to enable at least 1 million
providing technical training and career placement. Its training working adults in America to translate their learning into
programs are designed specifically for members of the military earning—generating a $20-billion boost in annual earnings.
community, and feature immersive curricula combined with Through its recent Tear the Paper Ceiling Campaign in
career preparation and coaching, professional networking, and partnership with the Ad Council, Opportunity@Work has
opportunities for paid apprenticeships after graduation. delivered a strong message to employers in the U.S. about
the benefits of skills-based hiring practices.

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Green Jobs.
It is clear that the threat of climate change will have long-lasting • GreenWave.
consequences for our planet and communities across the globe. At GreenWave has a goal to empower 10,000 regenerative ocean
Workday, we have long worked with other climate-focused leaders farmers over the next 10 years. Regenerative ocean farming
worldwide who believe it’s our collective responsibility to support a has been identified as a key solution to climate change. It
more sustainable future. has the power to sequester carbon on land and sea, reduce
methane production in livestock, rebuild marine ecosystems,
Having a workforce with the skills needed for the green jobs of the
enrich soil, and address the global plastics problem.
future is a key lever to accelerate our global transition to a low-
GreenWave’s polyculture farming system grows a mix of
carbon economy. The Workday Foundation is committed to helping
seaweeds and shellfish that requires zero inputs—making it
people from diverse backgrounds gain the skills needed to secure
the most sustainable form of food production on the planet—
jobs that will have a lasting positive impact on our planet.
while removing carbon and rebuilding reef ecosystems.
Some of our Green Jobs grantees include: • GRID Alternatives.
GRID Alternatives’ training programs offer a variety of ways
• The Just Transition Fund.
to gain skills in different aspects of the solar industry with
The Just Transition Fund works to create economic
the opportunity to participate in the installation process
opportunities for those frontline communities and workers
from start to finish. Trainees learn while participating on
most impacted by the transition away from coal. This fund
real-world solar installations, getting a full picture of the
supports communities in securing funding, both public
industry by meeting the clients and communities served.
and private, to advance equitable and low-carbon energy
GRID is committed to providing training opportunities
solutions and build more resilient communities.
that are accessible and inclusive of groups traditionally
• Coalfield Development. underrepresented in solar, including women, people of color,
Coalfield Development creates and supports new climate- and those impacted by the criminal justice system.
forward businesses in the West Virginia region. Coalfield
Development’s ecosystem of employment-based social
The Workday Foundation
enterprises is dedicated to training individuals for the
diversifying regional economy, and providing jobs that agreed to invest

$1 million
advance employee well-being.

in upskilling people for

green jobs.

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Prevention grantmaking.
As the past few years have demonstrated, there are ongoing and Disaster relief. Total grants disbursed by
critical social, environmental, and health concerns across the Through our annual support of organizations including Habitat the Workday Foundation
globe that demand and deserve a heightened response. From for Humanity, the American Red Cross, and Direct Relief, we’re since 2013: more than
natural disasters and global health emergencies to mass shootings able to help fund important initiatives that provide people
and racially motivated hate crimes in our communities, there
are multiple crises in the world each year that need and deserve
support and attention.
with the safety and stability they need to prepare for a disaster
before it happens, or to quickly recover and rebuild after a $33 million.
disaster has impacted their homes and communities. With
these grants, we’re helping to prevent loss of life and property,
Similar to the way the Workday Foundation has long supported
and providing emergency shelter assistance, access to supplies
natural disaster preparedness by making annual, proactive
and toiletries, meals, healthcare, and education and training to
donations, we have also expanded our preventative grantmaking
those impacted by natural disasters.
portfolio to include nonprofit organizations in the global public
Grants supporting those impacted by the war in the Ukraine.
health and social justice fields. These grants allow organizations
Social justice. The Workday Foundation supports those impacted by the war in the
to (a) invest in prevention, and (b) respond very quickly and nimbly
when specific events do arise without having to fundraise in Our Social Justice grants are investments in organizations Ukraine by making grants to organizations providing humanitarian

response. By proactively making annual donations in these areas, focused on interventions that address the root causes of vitriol and medical aid, as well as to those who offer support for refugees,

we can support organizations focused on root causes in an effort and violence targeting dimensions of diversity that include (but including the USA Association for UNHCR, Nova Ukraine, and The

to help prevent the issues from occurring in the first place, while are not limited to) race, gender, religion, sexual orientation, and Community Foundation of Ireland’s Ukraine Response Fund.

simultaneously acknowledging they are important societal issues more—with the goal of reducing hate-based discrimination and
that merit ongoing investments. violence and increasing a global culture of appreciation and
understanding across differences.
Making these proactive investments does not preclude us from
acting in the moment when another crisis strikes. When further Global health.
support is needed, we are there to help those impacted by The impacts of the COVID-19 pandemic are still with us, and
significant events around the globe. the potential to be impacted by future pandemics has not It’s not about replacing coal with a new mono-
diminished. To continue the momentum of public health grants
cultural economy, but rather creating diverse
made during the pandemic, the Workday Foundation has made
and more resilient economies where everyone is
proactive investments with the WHO Foundation and Gavi,
the Vaccine Alliance to support their work in preventing and
included and can thrive in a lower-carbon world.”
responding to global health emergencies. Brian Sewell
Director of Development, Just Transition Fund

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Giving and Doing. BY THE NUMBERS

Giving back is in our DNA. Through a wide variety of programs, In FY22, employees logged more than
Workday strives to support the causes our employees care about
most. Whether it means helping shelter pets, expanding access to
education, supporting military veterans, or providing services for
33,000
those experiencing homelessness and food insecurity, we make volunteer hours
it easy for employees to get involved and to reward the nonprofits
closest to them.
In FY23, employees logged more than

Bright Days Off initiative.

As we kicked off 2022, Workday introduced a new initiative called
53,600
Bright Days Off that made it easier for Workmates to give back to
volunteer hours23 Volunteer of the Year.
their communities by offering up to three days per calendar year During our Volunteer of the Year (VOTY) awards, we
to volunteer their time and talents to the charities of their choice. All those volunteer hours resulted in celebrate the employees who truly embody our values.
Bright Days Off supports our employees’ personal passions and a total of over Each year, we honor our top three volunteers with a
helps employees live our purpose of inspiring a brighter work day

$1.2 million
grant of $1,000, $2,500, or $5,000, which is donated to the
for all. With Bright Days Off, employees are free to take an afternoon nonprofits where each winner volunteers their time and
off to volunteer at their favorite nonprofit and give back in a way resources. VOTY winners are selected by their peers and
that is meaningful to them. donated to nonprofits in FY22 and FY23.
our Giving and Doing Local Leaders.
Of these, over 60,000 hours were dedicated to Opportunity in Action
23

In FY22, VOTY winner Shannon Clark earned a $5,000

donation to Breakthrough New York. Workmates Jennifer
Wong, Alessia Sharma, and Ken Moore were our FY23
winners. Click here to learn why A Home Away from
Homelessness, Alzheimer's Society, and TutorMate mean
so much to them.

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Giving and Doing Local Leaders. Employee giving. Workday Giving and Doing
Since 2014, the Giving and Doing Local Leaders have helped Our Charitable Donation Matching Gift program allows
us bring our community engagement programming to life in employees to double their donation to any qualified
Local Leaders shine bright.
Since 2017, Meri Antin has been an enthusiastic Giving and Doing
our offices across the globe. As of FY23, we have 129 Giving charity organization up to $1,000 or equivalent per
Local Leader at the Workday Boulder, Colorado, office. Meri says
and Doing Local Leaders in 56 offices worldwide. Our Local employee, per year. As the company has grown, so have
Leaders bring to life company-wide moments of giving and our contributions to the community. she followed in the footsteps of her colleague Julie Weibech, who
doing and, perhaps most importantly, tailor volunteer events Meri credits with establishing the Giving and Doing Local Leader
and fundraisers so they are directly applicable to the particular More than program in Colorado. According to Meri, the Giving and Doing
needs of each location. Workday Local Leaders are offered Local Leader program was part of the glue that kept the Denver
support and financial resources to ensure their office is able
to give back in a way that’s most impactful and meaningful to
$12.3 million and Boulder Workday community connected and engaged during
the pandemic. The Local Leaders would meet weekly to develop
their city. in employee donation matches
fun and creative virtual ways to give back. Sometimes these
made since 2013
efforts would include a Boulder Site Leader rocking a costume to
Volunteer events. raise funds for local nonprofits and bringing a smile to our faces
Workday employees strive to support their communities More than when we needed it most. As Workmates have begun returning to

$2.1 million
year-round. Employees can plan their own events and invite the office, Meri will continue to host virtual campaigns to keep
their colleagues, or they are welcome to join any of the many the Boulder and Denver offices connected, but she’s also thrilled
volunteer opportunities planned by their teams, their Giving and to volunteer in person with local nonprofit partners.
in FY22
Doing Local Leaders, Workday sponsored events, or even events
organized by Workday Employee Belonging Councils.
More than
• Employees in Melbourne, Australia, have joined the battle
against food insecurity by partnering with Eat Up on four
occasions to make sandwiches for hungry kids who don’t $1.9 million
have a school lunch. Melbourne Workmates prepared a in FY23
total of 3,260 cheese sandwiches!

• Pleasanton Workmates have volunteered with the Eat.

Learn.Play. Foundation several times, including to build
playgrounds for Oakland, California, schools. In October
and December, over 80 employees got their hands dirty
painting murals, building benches and planter boxes,
mixing concrete, and assembling playground equipment.

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Employee giving during

challenging times.
As we faced ongoing humanitarian challenges, natural disasters, • Workmate Graham Begg and his wife Cathy generously Our continued commitment to
and racial injustice, Workday responded with special giving opened their home in Reading, UK, to mother and daughter
campaigns that provided employees with up to an additional $1,000 Ukrainian refugees Elena and Natasha. During their stay, social justice.
in matching per campaign. Employees responded generously in the families learned much from each other about their In response to rising violence against our Asian American and
times of need and in FY22 and FY23, they raised almost $1.2 million respective cultures and about each other. The Begg family Pacific Islander (AAPI) communities, Workday pledged to donate
in combined donations and matching in support of 10 different shared a slice of life in the UK, and Natasha and Elena have $2 million to organizations working to combat racial injustice
special giving campaigns. shared stories about their life in Kyiv. Graham and Cathy against AAPI communities. To learn more about the organizations
now consider them family. selected, visit the Belonging and Diversity section of this report.
Ukraine campaign. Workmates looking for ways to support the AAPI community
• In July 2022, employee Kylie McGowan headed to Hungary to
As the conflict in the Ukraine continued to escalate, Workday stood donated to a special giving campaign that raised over $55,000 for
volunteer at The Red Shed, an animal shelter that has been
by those affected by the invasion and condemned the acts of organizations fighting racial injustice.
inundated with dogs from the Ukraine. Kylie holds a degree in
violence. Workday and its employees came together to take action. wildlife biology and over the years has cared for wolves, lions,
tigers, and all sorts of other animals, but nothing prepared
In response to the crisis in the Ukraine, Workday donated a total
Kylie for the conditions she encountered at the shelter. Upon
of $1.5 million, including employee contributions and employee
arrival, Kylie set to work feeding the animals, giving them
matching, grants from the Workday Foundation, and support from
water, and helping with cleanup. Kylie has stayed in touch
the Workday co-CEO and co-founders. These donations will go to
with the shelter and hopes to make another volunteer trip.
organizations that are providing humanitarian and medical aid as
well as to organizations supporting people in Ukraine, including the
USA Association for UNHCR, UNICEF USA, International Medical
Corps, Nova Ukraine, and RAZOM, Inc.

As the war in the Ukraine continued to unfold, employees helped

out in many ways, including hosting refugees and opening their
homes through Airbnb. We were inspired to hear of employees who
put their lives on hold to join in the Ukrainian war relief efforts.

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Workforce Week at our

Workforce Week™ at Workday.
We engage our employees annually to participate in an all-
HQ-Year Up in-person event.
employee volunteer program called Workforce Week, our largest In October 2022, our Pleasanton headquarters hosted 70
It was such a treat getting face-to-face
employee volunteer event and an important tradition since 2015. Year Up students. Over the course of the morning, Year Up
with Workday’s best. Thank you for the
alumni, including Chassidy Tabios and Elisha Evelyn—now
Workforce Week-style events help job seekers build social insight and all the inspiration! Perhaps
Workday employees—shared their career journeys. Year
capital—a network of professional relationships that is a critically I’ll get to join as an alum one day.” Up students then joined employees for one-on-one career
important element to the job search, yet one that many are denied
Workday Year Up Student conversations to gather advice and insights. We ended
because of life experiences, ZIP codes, work experiences, or other
our event with a fun tour of Workday.
factors. The ability to build social capital in professions that job
seekers are passionate about has proven time and again to be key Workforce Week of 2022.
to securing long-term, lasting employment.
In 2022, we hosted our first in-person Workforce Week event
in over two years. Employees in locations across the globe,
Workforce Week of 2021.
such as Boulder, Colorado; Munich, Germany; Singapore; and
During Workforce Week events in 2021, we teamed up for a second Atlanta, Georgia, rallied to plan Workforce Week events and
time with others in the tech sector—DocuSign, LinkedIn, Okta, and support local job seekers. In all, over 15 locations participated
Salesforce—to host virtual career workshops for job seekers across and we supported over 20 nonprofit partners. As a person coming from a nontraditional background,
the globe. We increased our impact by expanding Workforce Week I’ve often felt overlooked and undervalued compared
beyond Workday walls and collectively supported more workforce Our employees in Mumbai, India, volunteered during Workforce
to my peers no matter how hard I worked because I
development organizations and more job seekers than we could’ve Week by partnering with the Udaan India Foundation.
Workmates created content and delivered training sessions
did not hold those degrees or certificates that prove
done on our own.
for more than 250 low-income students on topics such as my worthiness. However, through Year Up and the
problem-solving and impactful communications. Workday Opportunity Onramps® program, I’ve been
Workforce Week given the opportunity to experience something
In Johannesburg, South Africa, employees spent a day with
different. When I joined Workday, I was immediately
at Workday Rising. students prepping them for the job market through coaching
and warmly welcomed into an inclusive environment.
on interview skills, presentation skills, and personal branding.
In 2022, Workforce Week even made it to Workday Rising.
I’ve continued to receive constant support and
Workday is committed to creating economic opportunity
encouragement from my team, as I feel they truly
for all, so in 2022, we asked our customers to join us at
want to see me succeed and excel in my career.”
Workday Rising. We were proud to support three local workforce
development organizations: Black Orlando Tech, Year Up, and Chassidy Tabios
Program Manager, Product Development, Workday
military veterans from Four Block. By inviting job seekers, students,
and transitioning military veterans to the conference, we were able
to connect them with professionals for networking, informational
interviews, and mock interviews.
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Governance

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Governance.
The Workday commitment to sound corporate governance is rooted
Workday board of directors.
in integrity, ethical conduct, and compliance. This commitment
includes establishing clear guidelines for decision-making, risk

12 9
management, and ethical conduct, and promoting adherence to
relevant laws and regulations. As stewards of information that is
valuable to Workday and its customers, suppliers, and partners, members independent members
we prioritize trust and security in both reality and reputation. Our (as defined by NASDAQ rules)
corporate governance practices are guided by Workday core values
and promote the long-term success of our business.

Leadership Committees
Board of directors.
Chairman is a co- • Audit
The Workday board of directors oversees areas significant to our
founder and co-chief • Compensation
business, such as strategy and long-term plans, risk management,
executive officer
compliance, and ethical standards and behavior. Our board sets • Nominating and Governance
high standards for Workday employees, contractors, officers, and Vice chairman is lead • Investment
directors, and is committed to a corporate governance structure independent director Experience
that promotes long-term stockholder value creation.

In addition to selecting directors who will contribute to the

Workday core values of employees, customer service, innovation, Gender Board Diversity Software and Executive Cybersecurity

3 9 50%
integrity, profitability, and fun, we recognize the value in diversity technology leadership
and endeavor to assemble a board with diverse skills, professional
experience, perspectives, and demographics. Find more information Women Men of all directors are gender
on the Workday board of directors—including committees, and/or ethnically diverse
Public company Financial expertise Marketing, sales,
structure, and director biographies—in our 2023 Proxy Statement and brand building
board and accounting
and in the Governance section of the Workday Investor Relations
webpage. On the Investor Relations webpage, you’ll also find the
3 2 2
Women Asian Black
charters of each of our board committees, which outline each
committee’s respective roles and responsibilities, as well as the Global business Business development Human capital
Workday Code of Conduct and Corporate Governance Guidelines. operations and strategy management

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Environmental, social, and The Workday ESG Steering Committee, with executive sponsorship Workday ESG Oversight
from both our chief legal officer and our vice chair, reports to the
governance (ESG) oversight. board and is responsible for formalizing Workday ESG strategy,
Board of Directors
The Workday core values compel us to be a leading corporate goals, and structure. The ESG Steering Committee is composed of
Oversight of ESG Program
citizen, and to protect and serve the communities around us leaders from Workday’s legal, finance, and internal audit functions
and the planet we live on. We believe that strong oversight and provides reports to the board on progress toward the
and governance of ESG contributes to the long-term success company’s ESG goals and initiatives annually and as needed. Nominating Committee Audit Committee
of Workday and allows us to make positive impacts for the Charter includes: Charter includes:
The ESG Steering Committee is supported by the Workday
environment and within the communities in which we operate. Our • Oversight and review of ESG • Oversight of global ethics
cross-functional ESG Task Force. The ESG Task Force meets policies and programs and compliance function
ESG program is implemented at every level of our business and
regularly and includes subject-matter experts from across the • Review and discussion with
includes board and board committee oversight, executive-level
company in environmental sustainability, diversity, equity and management on ESG strategy,
leadership, and subject-matter experts who lead our ESG efforts initiatives, policies, and progress
belonging, talent and culture, workforce development, corporate
across the company.
governance and business ethics, product innovation and customer
The Workday board of directors provides oversight of our ESG satisfaction, privacy and data security, and responsible AI.
program and is actively engaged in ESG issues important to our Workday also has a Sustainability team, led by our senior director
company and business strategy. Our Nominating and Governance of Environmental Sustainability, that is responsible for setting Executive Management
Committee oversees and periodically reviews Workday policies and implementing the company’s environmental strategy and Chief People Officer
and programs concerning environmental sustainability, social programs. The ESG Steering Committee reports to the board at Responsible for human resources and global impact

responsibility, and governance, as well as Workday participation least annually on environmental sustainability matters. Chief Diversity Officer
and visibility as a global corporate citizen; our Audit Committee Responsible for the development and execution of Workday’s
inclusion and diversity strategy
oversees our global ethics and compliance function.
Chief Legal Officer and Vice Chair
At the executive level, our chief people officer, in partnership Executive Sponsors of ESG Steering Committee
with our chief diversity officer, is responsible for developing and
executing Workday human capital strategy, including programs ESG Steering Committee
focused on belonging and diversity and employee development, Responsible for formalizing Workday’s ESG strategy, goals, and structure
Includes representatives from Legal, Finance, and Audit functions
engagement, and well-being. These executives and our co-CEOs
regularly update our board of directors and Compensation
Committee on human capital matters and seek their input on
various ESG issues.

ESG Task Force

Includes subject-matter experts in sustainability, diversity, compensation,
philanthropy, corporate governance, product, and communication

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Integrity as a core value.

Our core value of integrity enables the success of our culture, In addition to our Code of Conduct, we have policies,
business, and customers. As our organization continues to standards, and guidelines to ensure our employees and
grow and the world around us continues to change, it’s vital that business partners conduct business ethically and are Ethics and integrity are ingrained in our DNA as
integrity remains central to the way we support our employees, held to the highest principles within their own operations, we execute on our mission to help companies
our customers, and the wider community. We are committed to such as the: and organizations worldwide to thrive in a
conducting business in accordance with applicable laws and
• Workday Partner Code of Conduct
fast‑changing environment.”
regulations, and we strive to be one of the most ethical companies
• Workday Supplier Code of Conduct Chris Fedrow
in the world. We are proud to have been named consecutively
Chief Compliance Officer, Workday
to Ethisphere’s 2021, 2022, and 2023 World’s Most Ethical • Workday Slavery and Human Trafficking Statement
Companies List.
• Whistleblower and Complaint Policy

The Workday Code of Conduct. Our ethics and integrity program and efforts are overseen
by the Workday board of directors and our chief legal
The Workday Code of Conduct describes our core values, and
officer, and led by our chief integrity and compliance
the expectations for how our employees, board members, and
officer. Our employees are trained at onboarding
contractors should act when conducting business on behalf of
—and annually—on how to comply with our
Workday. Our ethics and compliance program and our Code of
Code of Conduct and other key corporate
Conduct address the importance of:
policies, as well as on the importance
• Speaking up and raising a hand when you need help or have of acting with integrity in all of our
a concern about any potential violations of our code business operations. We continuously
build awareness through regular
• Fostering a safe and inclusive workplace where everyone
communications, guidance, and
feels valued
targeted employee engagement
• Protecting privacy, confidentiality, and company property to further support our
• Acting with integrity and in an honest and ethical manner Workmates in their daily work.
To learn more, visit Workday
• Competing fairly and honestly, especially with respect to
intellectual property
Ethics and Compliance. We are proud to have been named consecutively
to Ethisphere’s 2021, 2022, and 2023 World’s Most
• Conducting business in accordance with our core values and
Ethical Companies List.
in compliance with all laws and regulations

• Caring about our communities and respecting fundamental

human rights in all of our operations

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Data privacy and security.

Compliance.
We recognize that trust is not assumed, it’s earned. The strength of
the Workday security and privacy commitments can be seen by our
long history of adherence to global compliance programs such as
SOC 1 Type II, SOC 2 Type II, ISO/IEC 27001, ISO/IEC 2701, Asia-Pacific
Economic Cross-Border Privacy Rules, and the EU Cloud Code of
Conduct. Find out more about our compliance program.

Security.
Our top priority is keeping our customers’ data secure. We employ
rigorous security measures across our people, processes, and
technology to protect their data, applications, and infrastructure.
Find out more about our robust security program.

Privacy.
We stay ahead of international privacy regulations by maintaining a
comprehensive global data protection program that contains robust
and up-to-date technical, administrative, and organizational safeguards.
We provide our customers with an in-depth contractual data protection
Our top priority is keeping our
commitment that sets forth our responsibilities and obligations as a customers’ data secure.
data processor. Incorporating privacy by design into our innovation
and enhanced privacy protections enables us to help customers
meet their own data protection compliance requirements, such as
the General Data Protection Regulation. Privacy by design is closely
tied to Workday core values—especially integrity, customer service,
and innovation. Find out more about our global privacy program.

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Public policy.
At Workday, trust and transparency are core to everything we do. supporting policies that advance skills-based people strategies Information technology modernization. Public sector
That’s why we advocate for policies that bolster trust in enterprise to widen talent pools and help workers and organizations thrive. organizations are increasingly looking to modernize legacy IT
software and enable growth and innovation. Our Corporate Affairs Recognizing that skills-based approaches depend on high-quality systems, and are turning to cloud technologies to help them
team works with policymakers, regulators, industry partners, and and timely data, we’re working with policymakers to modernize navigate change, address workforce challenges, and thrive.
nonprofits to advance the policy priorities below. labor data systems to provide a clearer picture of market demands, Workday collaborates with IT modernization- and procurement-
workforce-wide skills, and areas of alignment. And with Workday focused policymakers to help public sector organizations take
Privacy, data, and cloud. Workday supports strong privacy advantage of cloud transformation. And Workday works closely
uniquely positioned at the intersection of AI and the workforce,
policies that safeguard personal data and build trust in the with appropriators and individual agencies and departments to
we’re focusing policy conversations on the importance of
digital economy. In the U.S., Workday has supported the passage help unlock resources in support of IT modernization.
leveraging AI with better data as the key enabler for skills-based
of a federal privacy law that provides consistent, nationwide
approaches at scale.
protections for data. Globally, Workday advocates for the free Cybersecurity. With cybersecurity high on the agenda for
flow of data across borders through trusted, government-backed Climate policy. We support science-based climate policy and governments around the world, Workday collaborates with
certifications and contractual tools. We work with policymakers to engage directly with policymakers to drive forward meaningful lawmakers and regulators to help ensure that cybersecurity
help ensure commonsense data and cloud regulation benefits our climate action. For more information on our climate policy policies strengthen trust and security, reflect the technological
customers, while raising concerns with data localization measures engagement, see page 124. state of the art, and incorporate leading-industry best practices.
that don’t improve privacy or security.
Value Inclusion, Belonging, and Equity (VIBE™). Workday weighs
Artificial intelligence (AI) and machine learning (ML). As an in on policy issues relevant to our efforts to build a more equitable
enterprise leader in AI and ML, Workday is actively sharing our workplace and world. With employees being our number one core
expertise in AI legislative processes in the U.S., EU, Canada, value and our Workmates hailing from around the globe, Workday
and Asia. We recognize that policy plays a key role in ensuring is actively involved in immigration policy. We’re supporting reforms
that AI technologies are trusted, and we support risk-based and
interoperable regulation that mitigates potential risks while
to help ensure the U.S. can attract the best and brightest talent
from around the world, and we advocate for a permanent statutory
We advocate for
fostering beneficial AI innovation. Workday advocates for impact solution to safeguard the Deferred Action for Childhood Arrivals policies that bolster
assessments as a key accountability tool in AI policies, and (DACA) program. And Workday speaks up on other policy issues
we’re working to ensure that AI technical standards mature and that impact our Workmates, from signing the White House Equal trust in enterprise
effectively support emerging regulation. To read more about how
we support AI and ML policy, see page 83.
Pay Pledge and supporting the Respect for Marriage Act, to joining
a Supreme Court amicus brief in support of LGBTQ workers and
software and
Workforce development. As a leader in human capital
advocating for the passage of the Equality Act.
enable growth and
management, we recognize the important role policy plays in
supporting workforces and helping organizations and workers
innovation.
navigate constant change. Workday is an active participant in
workforce policy conversations in the U.S. and around the world,
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Governance | Integrity as a core value | Data privacy and security | Public policy | Responsible AI

Responsible AI. deployment. Additionally, Workday’s human-in-the-loop approach

ensures AI and ML enhance workers’ experiences without replacing
them, keeping people in control of all decisions while providing
At Workday, we believe in the power of AI and ML to unlock human intelligent automation and recommendations.
potential, drive business value, and enable our customers and their
employees to focus on more strategic and fulfilling work. We’ve One example of our unique approach is reflected in AI in Workday Workday has long advocated for policies that
embedded AI and ML into the very core of our platform, delivering Skills Cloud. As we reach the limits of traditional career trajectories, bolster trust in technology, enable growth, and
unrivaled business adaptability and competitive advantage to credentials, degrees, and formal resumes, the future economy must ignite innovation for the future of work.”
our customers while providing a clear understanding of how our be much more dynamic, flexible, and capable of allowing people
with nontraditional backgrounds to participate effectively. Skills Chandler Morse, Vice President, Corporate Affairs,
products are developed and assessed.
Workday
Cloud uses AI and ML to analyze the way skills are used in human
However, as AI is quickly transforming modern life fueled by language, understand their relationship to each other, and map
exponential growth in data, computing power, and network that to a skills-centric workforce at scale. This in turn empowers
capacity, we believe that AI needs thoughtful safeguards. We employers to understand the skills and capabilities of their entire
have established our own ethical AI principles to help guide our workforce in order to upskill, reskill, redeploy, and hire new talent
approach to developing trustworthy AI. In parallel, and in order to with ease. To read more about how AI and ML are powering the Workday uses a Shared Value framework adopted across functions
advance consistent and thoughtful regulation, Workday plays a future of work, read our blog here. that guides our internal AI and ML development process. It is
leading role in AI-focused policy discussions globally and has an
deliberately sequential, includes multiple stakeholders, and has
outsized impact on the development of smart AI policy. As the AI
policy landscape continues to rapidly evolve globally, we continue
Responsible AI governance. multiple checkpoints built into the development process. As part of
this process we ask ourselves:
to advance safeguards on AI in the same way we show up for our At Workday, we understand the opportunity that AI offers to
customers: sleeves rolled up and focused on solution-oriented positively transform how people and organizations operate. Since • Can we identify a clear customer pain point?
engagement. 2019, we have publicly committed to ethical, responsible, and
• What data would we need to solve this using AI or ML?
trustworthy AI development, and as the market and our customers’
understanding of the space has matured, so too has our approach. • What is the risk or potential impact of using this system?
How Workday uses AI. Our commitment to responsible AI is a reflection of our core Could its use result in unintended consequences?
As organizations navigate the changing world of work, we enhance values, most notably a focus on our employees, customer service, • Is the system scalable and beneficial to multiple customers?
their experiences across finance and HR using AI and ML to help innovation, and integrity. In our effort to develop responsible and
elevate human capabilities. We know that people are and always trustworthy AI, we aspire to develop products that:
will be essential to business operations and decision-making, so we
build our technologies to increase process efficiencies and provide • Amplify human potential
insights and predictions to help people do their work. Workday • Positively impact society
differentiates itself in the AI and ML space through embedded AI
• Champion transparency and fairness
in the platform core, a leading skills-based approach applied to
talent management, rich high-quality data for improved learning • Deliver on our commitment to data privacy and protection
and scaling, and an intelligent data structure for efficient use case

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Governance | Integrity as a core value | Data privacy and security | Public policy | Responsible AI

Each AI and ML product is assessed for risk at the earliest stages Some of the key themes we focus on in our advocacy include: a means of jumpstarting international harmonization. In addition,
of development. Products with a potential to significantly impact our Co-President Sayan Chakraborty, in his personal capacity,
• Defining AI: AI needs to be clearly defined and distinguished
workers, economic or financial opportunities are subject to sits on the U.S. Department of Commerce’s National AI Advisory
from systems that support human decision-making and are
increased review and oversight. Workday takes a lifecycle approach Committee. We worked with U.S. congressional leaders to advocate
fully automated, especially in the context of the enterprise.
to AI and ML product development that is iterative and continuous, for a bipartisan high water mark for AI policy that embraced an
with multiple checkpoints. Each process is solution specific, as • Ensuring a Risk-Based Approach: Not all AI is the same, which impact assessment approach and continue to engage directly on
the ethical implications depend on the objective of the solution. is why regulation should begin with a risk-based approach, potential legislative proposals. At the state and local level, we are
A key aspect of this process is to identify, address, and mitigate meaning that more stringent rules should be applied to AI working with a legislative proposal that would embrace both impact
any unintended consequences that may arise in our solutions. The tools that present a higher risk of impact to key areas. assessments as well as a clear developer/deployer distinction
lifecycle approach is intended to include ongoing assessment of • Deploying Workable Accountability Tools: We favor impact in California. In addition, we’ve led engagement in New York City
these offerings as they evolve. assessments as a proven accountability technique for AI. and helped scope their new AI and hiring law with a reasonable

Lacking common standards, mandatory third-party auditing definition of AI.

In 2022, Workday put in place a dedicated Responsible AI team, staffed
requirements are currently premature for AI.
by a diverse group of data and social scientists, to specifically address In Europe, we also play a role in positively shaping the risk-based
how Workday delivers AI and ML technologies with a laser focus • Clearly Delineating Roles and Responsibilities: To be approach in the EU’s AI Act. As the first major AI regulation globally,
on ethics and customer trust, and an eye toward global emerging effective, regulatory responsibilities should reflect the unique we emphasized the importance of creating a foundation with
AI regulation. On a mission to facilitate our ambition to develop and differentiated roles of AI developers and AI deployers. high standards that result in responsible innovation and ethical
innovative and trustworthy AI and ML products that delight customers • Supporting International Harmonization: Because Workday AI. We engaged directly with European policymakers, suggested
and positively impact society, the Workday Responsible AI team is in is a global company, we support harmonizing global AI rules amendments to the European Commission’s initial proposal focused
the process of building a complete governance program in alignment to avoid fragmented policy country-by-country. on a workable definition of AI, and advocated for a risk-based
with existing and developing regulations. In 2023 and beyond, approach that is targeted and reasonable. Many of our advocacy
• Connecting Skills-Based Approaches to Talent and AI: While
this team is formalizing processes, growing, and adding resources efforts are reflected in the final text, which the European Parliament
at times disruptive, AI can also create opportunities in the
commensurate to Workday’s focus on AI and ML development. voted to approve in mid-June 2023. While AI advocacy efforts have
workforce by helping facilitate a skills-based approach to talent.
focused most heavily on U.S. and EU policy, we continue to increase

Shaping AI policy. While these themes reinforce consistency across our advocacy our engagements around the world, in places like Canada, the UK,
efforts, the speed or regulation and unique circumstances vary and Singapore, as our footprint grows and AI policy discussions
Our Corporate Affairs team works diligently to leverage thought
across markets. In response, we tailor our engagements to support gain traction in key markets. The AI regulatory landscape is evolving
leadership, advocacy, and partnerships to influence social and policy
harmonized frameworks and prevent international regulatory rapidly, and Workday will continue to play a constructive role in
issues, shape the business environment, and elevate Workday’s global
fragmentation. Recent examples of this work include shaping and supporting meaningful safeguards for AI that help build trust and
brand. For AI policy, this is especially true. For years, Workday has
launching the U.S. Department of Commerce’s National Institute support innovation.
helped drive forward policy discussions in the U.S., EU, UK, Canada,
and increasingly across APJ in support of meaningful AI regulation. of Standards and Technology’s AI Risk Management Framework as

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Appendix

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Global Reporting Initiative Index

In this section.
This report contains Standard Disclosures from the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines.

This report has been prepared in reference to the GRI Universal Standards. 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, and environmental, social, and governance (ESG) rating and ranking agencies.

DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GENERAL DISCLOSURES

GRI 2: GENERAL DISCLOSURES 2021

THE ORGANIZATION AND ITS REPORTING

2-1 Organizational details Workday, Inc.

Pleasanton, CA

2-2 Entities included in the organization’s 2023 Form 10-K

sustainability reporting

2-3 Reporting period, frequency, and contact point Biennial

Reporting period: February 1, 2021, through January 31, 2023
sustainability@workday.com

2-4 Restatements of information About Workday > About this report

2-5 External assurance Workday engaged Apex as an independent third party to review our FY23 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, purchased goods and services,
capital goods, and non-IT emissions from colocation data centers. At this time Workday does not seek external
assurance for the rest of our report.

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

ACTIVITIES AND WORKERS

2-6 Activities, value chain, and other business relationships 2023 Form 10-K > Business

About Workday

2-7 Employees 2023 Form 10-K > Human Capital

Belonging and Diversity > Our representation and diversity at Workday

Performance Tables > Workforce breakdown

2-8 Workers who are not employees Belonging and Diversity > Our representation and diversity at Workday

Performance Tables > Workforce breakdown > Employment contract by region

GOVERNANCE

2-9 Governance structure and composition 2023 Proxy Statement > Directors and Corporate Governance

Governance

2-10 Nomination and selection of the highest governance body 2023 Proxy Statement > Directors and Corporate Governance

Governance

2-11 Chair of the highest governance body 2023 Proxy Statement > Directors and Corporate Governance

Workday Code of Conduct

Corporate Governance Guidelines

2-12 Role of the highest governance body in overseeing the 2023 Proxy Statement > Directors and Corporate Governance
management of impacts
Governance > ESG oversight

Co-CEO letter

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

2-13 Delegation of responsibility for managing impacts 2023 Proxy Statement > Directors and Corporate Governance

Governance > ESG oversight

2-14 Role of the highest governance body in 2023 Proxy Statement > Directors and Corporate Governance
sustainability reporting
Governance > ESG oversight

Co-CEO letter

2-15 Conflicts of interest 2023 Proxy Statement > Directors and Corporate Governance

2-16 Communication of critical concerns Critical concerns are communicated to the board as a part of the board’s risk oversight process, which is described in our
2023 Proxy Statement.

2023 Proxy Statement > Board of Directors and Corporate Governance

2-17 Collective knowledge of the highest governance body The board is given regular and as-needed training sessions and briefings on matters related to sustainable development.

2-18 Evaluation of the performance of the highest Critical concerns are communicated to the board as a part of the board’s risk oversight process, which is described in our
governance body 2023 Proxy Statement.

2023 Proxy Statement > Board of Directors and Corporate Governance

2-19 Remuneration policies 2023 Proxy Statement > Executive Compensation

2023 Proxy Statement > Executive Compensation Philosophy, Objectives, and Design

2-20 Process to determine remuneration 2023 Proxy Statement > Our Compensation Setting Process

2-21 Annual total compensation ratio 2023 Proxy Statement > CEO Pay Ratio Disclosure

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

STRATEGY, POLICIES, AND PRACTICES

2-22 Statement on sustainable development strategy Co-CEO letter

2-23 Policy commitments Governance Policies:

Code of Conduct
Officer Compensation Recoupment Policy
Policy on Hedging in Securities
Stock Ownership Guidelines
Whistleblower and Complaint Policy
Workday Tax Strategy

Employee & Business Partner Policies:

Statement Against Modern Slavery
Partner Code of Conduct
Supplier Code of Conduct
Whistleblower and Complaint Policy

Environmental Sustainability Policy

2-24 Embedding policy commitments Governance

Data Privacy

Environmental Sustainability

2-25 Processes to remediate negative impacts Integrity as a core value

2-26 Mechanisms for seeking advice and raising concerns Integrity as a core value

2-27 Compliance with laws and regulations No material non-compliance violations were reported in FY23.

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

2-28 Membership associations ACT-IAC

Ceres Policy Network
Nasscom

Alliance for Digital Innovation

Clean Energy Buyers Association
RE100

AFCEA International
Cross-Border Data Forum
TECHNATION

AmCham EU
Corporate Leaders Group Europe
Tech Council Australia

AmCham Ireland
Consumer Technology Association
Sustainable Aviation Buyers Alliance

Bay Area Council

Cyber Ireland
TechUK

Bitkom
DIGITALEUROPE
The Danish ICT Industry Association

BSA | The Software Alliance

Dublin Chamber of Commerce
U.S.-Ireland Partnership for Growth

Business Alliance to Scale Climate Solutions

Enterprise Cloud Coalition
U.S. Chamber of Commerce

Business Council on Climate Change

European Internet Forum
U.S.-ASEAN Business Council

Business Roundtable
Future of Privacy Forum
World Economic Forum

Please see Public Policy webpage for more information.

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

STAKEHOLDER ENGAGEMENT

2-29 Approach to stakeholder engagement About Workday > Stakeholder engagement

2-30 Collective bargaining agreements As of the end of our reporting period (FY23), none of our employees are covered by a collective bargaining agreement.

MATERIAL TOPICS

GRI 3: MATERIAL TOPICS 2021

3-1 Process to determine material topics About Workday > Our priority ESG topics

3-2 List of material topics About Workday > Our priority ESG topics > ESG topic matrix

3-3 Management of material topics About Workday > Our priority ESG topics

GRI 200: ECONOMIC

GRI 201: ECONOMIC PERFORMANCE

3-3 Management of material topic About Workday > Who we are

2023 Form 10-K > Financial Statements and Supplementary Data

201-1 Direct economic value generated and distributed 2023 Form 10-K > Consolidated Statements of Operations

201-2 Financial implications and other risks and opportunities Workday conducted a climate scenario analysis and risk assessment within the FY23 reporting period. Please see the
due to climate change TCFD index.

2023 Form 10-K > General Risk Factors

Environmental Sustainability > Our priorities and commitments

201-3 Defined benefit plan obligations and other retirement plans People and Purpose > Benefits

Performance Tables > Benefits

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 203: INDIRECT ECONOMIC IMPACTS

3-3 Management of material topic Social Impact

203-1 Infrastructure investments and services supported Workday is committed to the local economies in which it operates. For more information about economic investment, see
the Social Impact section of the Global Impact Report or visit the Workday Foundation site to learn more about Workday’s
$1 million investment into upskilling people for green jobs.

As part of our work to expand our operations in Ireland, we have expanded our Science, Technology, Engineering, and
Mathematics (STEM) education program, which involves 13 disadvantaged junior cycle schools for kids ages 10-12.
Workday also provides an experience program for older kids which runs in four local disadvantaged secondary schools.
Separately, we engage in literacy and basic math education for young children in local schools in programs called “Time to
Read” and “Time to Count.” Workday also hosts industry insights sessions for teachers to showcase the career pathways
within Workday and help them to engage with students on technology career options. At a college level, we partner closely
with Technological University Dublin, and in 2022, ran a Sustainability Innovation Challenge two-day hackathon event
targeting United Nations Sustainable Development Goals (UN SDG) challenges, with the 2022/23 theme being reducing
household food waste. We’ll continue to share more about our efforts to invest in and support different communities and
local economies in the future.

203-2 Significant indirect economic impacts Social Impact

GRI 204: PROCUREMENT PRACTICES

3-3 Management of material topic Supplier Code of Conduct

Supplier Diversity Program

GRI 205: ANTI-CORRUPTION

3-3 Management of material topic Governance > The Workday Code of Conduct

Code of Conduct

205-1 Operations assessed for risks related to corruption Ethics and Compliance

Supplier Code of Conduct

Partner Code of Conduct

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

205-2 Communication and training about anti-corruption policies We conduct annual compliance and ethics training of our Code of Conduct for all employees. In FY23, we had
and procedures a 100% completion rate for our annual Code of Conduct training. Our Code of Conduct includes information on
our Anti‑Corruption Policy.

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

GRI 206: ANTI-COMPETITIVE BEHAVIOR

3-3 Management of material topic Governance > The Workday Code of Conduct

Code of Conduct

206-1 Legal actions for anti-competitive behavior, anti-trust, and Within this reporting period, Workday is not aware of any material allegations of anti-competitive behavior or violations of
monopoly practices anti‑trust or monopoly legislation by Workday.

GRI 300: ENVIRONMENTAL

GRI 302: ENERGY

3-3 Management of material topic Environmental Sustainability > Clean and renewable energy

Environmental Sustainability > Our renewable strategy

302-1 Energy consumption within the organization Environmental Sustainability > Clean and renewable energy

Performance Tables > Energy

302-2 Energy consumption outside of the organization Environmental Sustainability > Our progress

Performance Tables > Energy

302-3 Energy intensity Environmental Sustainability > Carbon intensity

302-4 Reduction of energy consumption 2022 CDP Climate Change, C7.9a

Environmental Sustainability > Clean and renewable energy

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

302-5 Reductions in energy requirements of products Environmental Sustainability > Our renewable strategy
and services
Performance Tables > Renewable energy

GRI 303: WATER AND EFFLUENTS

3-3 Management of material topic Environmental Sustainability > Managing our water footprint

303-3 Water withdrawal Environmental Sustainability > Managing our water footprint

Performance Tables > Water

GRI 305: EMISSIONS

3-3 Management of material topic Environmental Sustainability > Carbon reduction and removal

Performance Tables > Emissions

305-1 Direct (Scope 1) GHG emissions Environmental Sustainability > FY23 Workday scope breakdown

Performance Tables > Emissions

305-2 Energy indirect (Scope 2) GHG emissions Environmental Sustainability > FY23 Workday scope breakdown

Performance Tables > Emissions

305-3 Other indirect (Scope 3) GHG emissions Environmental Sustainability > FY23 Workday scope breakdown

Performance Tables > Emissions

305-4 GHG emissions intensity Environmental Sustainability > FY23 Workday scope breakdown

Performance Tables > Emissions

305-5 Reduction of GHG emissions Environmental Sustainability > Total GHG emissions over time

Environmental Sustainability > Mitigating our historical emissions

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 306: WASTE

3-3 Management of material topic Environmental Sustainability > Reducing e-waste

Environmental Sustainability > Improving our environmental impact at rising

306-1 Waste generation and significant waste-related impacts Environmental Sustainability > Reducing e-waste

306-2 Management of significant waste-related impacts Environmental Sustainability > Reducing e-waste

GRI 307: ENVIRONMENTAL COMPLIANCE

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

GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT

3-3 Management of material topic Environmental Sustainability > Our priorities and commitments

308-1 New suppliers that were screened using Environmental Sustainability > Our priorities and commitments
environmental criteria

GRI 400: SOCIAL

GRI 401: EMPLOYMENT

3-3 Management of material topic People and Purpose > Employee development

401-1 New employee hires and employee turnover Performance Tables > Annual new hire by region

401-2 Benefits provided to full-time employees that are not People and Purpose > Well-being for all
provided to temporary or part-time employees
Performance Tables > Benefits

401-3 Parental leave People and Purpose > Well-being and benefits

Performance Tables > Parental leave

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

GRI 404: TRAINING AND EDUCATION

3-3 Management of material topic People and Purpose > Employee development

404-1 Average hours of training per year per employee People and Purpose > Employee development

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

404-3 Percentage of employees receiving regular performance From 2021–2023, all employees received the opportunity for a regular performance and career development review. Of
and career development reviews those employees, 41.5% were women and 58.5% were men. Of the women employees, 99.7% were full-time and 0.30% were
part-time. Of the men employees, 99.9% were full-time and 0.1% were part-time.

People and Performance > Employee development > Empowering performance and growth

GRI 405: DIVERSITY AND EQUAL OPPORTUNITY

3-3 Management of material topic Belonging and Diversity

405-1 Diversity of governance bodies and employees Belonging and Diversity > Our representation and diversity at Workday

405-2 Ratio of basic salary and remuneration of women to men 2023 Form 10-K > Our Commitment to Pay Parity

GRI 412: HUMAN RIGHTS ASSESSMENT

3-3 Management of material topic Governance > Integrity

412-2 Employee training on human rights policies or procedures Governance > Integrity

GRI 413: LOCAL COMMUNITIES

3-3 Management of material topic Social Impact

413-1 Operations with local community engagement, impact Social Impact

assessments, and development programs
Workday Foundation

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DISCLOSURE NUMBER DISCLOSURE TITLE RESPONSE

413-2 Operations with significant actual and potential negative Social Impact
impacts on local communities

GRI 414: SUPPLIER SOCIAL ASSESSMENT

3-3 Management of material topic Workday Supplier Code of Conduct

Belonging and Diversity > Supplier diversity program

414-1 New suppliers that were screened using social criteria Workday Supplier Diversity Program

Belonging and Diversity > Supplier diversity program

GRI 415: PUBLIC POLICY

3-3 Management of material topic Governance > Public policy

415-1 Political contributions Workday did not make any political contributions during the reporting period.

GRI 418: CUSTOMER PRIVACY

3-3 Management of material topic Governance > Data privacy and security

418-1 Substantiated complaints concerning breaches of Governance > Data privacy and security
customer privacy and losses of customer data

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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 electricity, TC-SI-130a.1 Environmental Sustainability > Our progress
(3) percentage renewable
2022 CDP Climate Change, C8

(1) Total water withdrawn, (2) total water consumed, (3) percentage of each in TC-SI-130a.2 At Workday, water usage is not a primary input nor widely used in our operations;
regions with High or Extremely High Baseline Water Stress as such, our water impact is not a critical material topic. However, in the spirit
Environmental Footprint of of ongoing transparency, in FY23 we calculated our water baseline in order to
Hardware Infrastructure measure our impact and share with our stakeholders.

Environmental Sustainability > Managing our water footprint

Discussion of the integration of environmental considerations into strategic TC-SI-130a.3 Environmental Sustainability
planning for data center needs
2022 CDP Climate Change, C2.4a, C3.3, C4.3b, 4.5a

Description of policies and practices relating to behavioral advertising TC-SI-220a.1 Governance > Data privacy and security
and user privacy
Workday Security and Data Privacy
Data Privacy and Freedom
of Expression
Workday Privacy Statement

Number of users whose information is used for secondary purposes TC-SI-220a.2 Workday Privacy Statement

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

(1) Number of data breaches, (2) percentage involving personally identifiable TC-SI-230a.1 Workday is publicly traded, and any material breach would be reported to the
information, (3) number of users affected SEC in our annual and quarterly reports.

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TOPIC ACCOUNTING METRIC CODE RESPONSE

Percentage of employees who are (1) foreign nationals and (2) located offshore TC-SI-330a.1 Belonging and Diversity > Our representation and diversity at Workday

Performance Tables > Workforce breakdown > Employment contract by region

Recruiting and Managing a

Employee engagement as a percentage TC-SI-330a.2 People and Purpose > Gathering employee feedback via Peakon
Global, Diverse Skilled Workforce

Percentage of gender and racial/ethnic group representation for TC-SI-330a.3 Belonging and Diversity > Our representation and diversity at Workday
(1) management, (2) technical staff, and (3) all other employees
Performance Tables > Workforce breakdown

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

Managing Systemic Risks from Description of business continuity risks related to disruptions of operations TC-SI-550a.2 2023 Form 10-K > Risk Factors
Technology Disruptions

ACTIVITY METRIC

(1) Number of licenses or subscriptions, (2) percentage cloud-based TC-SI-000.A (1) More than 10,000 customers representing 60 million workers
(2) 100% cloud-based products

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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 responded to the CDP Climate Change 2022 questionnaire,
references to which are included in the table below.

DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

GOVERNANCE

Disclose the organization’s a) Describe the board’s The Workday board of directors provides oversight of our ESG program and is actively Governance > ESG oversight
governance around oversight of climate-related engaged in ESG issues important to our company and business strategy. Our Nominating GRI Index > Governance
climate-related risks risks and opportunities. and Governance Committee oversees and periodically reviews Workday policies and CDP Climate Change 2022* C1.1a, C1.1b
and opportunities. programs concerning environmental sustainability and has oversight of significant risks
related to ESG, including climate-related risks. Our Audit Committee oversees significant
climate-related financial risks.
For example, following acceptance by the Science Based Targets initiative (SBTi) in early
2022, the full board was presented with our finalized science-based targets (SBTs). Looking
ahead, the Nominating and Governance Committee will continue to be engaged as we set
up internal programs to address and achieve these targets.

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

Disclose the organization’s b) Describe management’s role The Workday ESG Steering Committee, with executive sponsorship from both our chief GRI Index > Governance 2-13
governance around in assessing and managing legal officer and our vice chair, reports to the board and is responsible for formalizing CDP Climate Change 2022, C1.2, C1.2a, C1.3a
climate-related risks climate-related risks Workday ESG strategy, goals, and structure. The ESG Steering Committee is composed of
and opportunities. and opportunities. leaders from Workday’s legal, finance, and internal audit functions and provides reports
to the board on progress toward the company’s ESG goals and initiatives annually and
as needed.
The ESG Steering Committee is supported by the Workday cross-functional ESG Task
Force. The ESG Task Force meets regularly and includes subject-matter experts from
across the company in environmental sustainability, diversity, equity and belonging,
talent and culture, workforce development, corporate governance and business ethics,
product innovation and customer satisfaction, privacy and data security, and responsible
AI. The Workday senior director, environmental sustainability role is focused on planning
and driving projects to reduce emissions, manage climate targets, and advance
sustainability across the company.

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

STRATEGY

Disclose the actual and a) Describe the climate-related In 2023, Workday conducted a climate scenario analysis and risk assessment which Environmental Sustainability
potential impacts of risks and opportunities the modeled the potential financial impacts of three climate-related risks and one climate- CDP Climate Change 2022, C2.1a, C2.3, C2.3b, C2.4, C2.4a
climate-related risks organization has identified related opportunity under two climate scenarios. Of the three selected risks, one was a
and opportunities over the short, medium, and transition risk and the remaining two were physical climate risks:
on the organization’s long term.
businesses, strategy, TYPE AND TIME
and financial planning. CATEGORY RISK/OPPORTUNITY DESCRIPTION HORIZON
Transition Risk Unreliable electricity supply and Short
Market increased cost of renewable energy (0–2 years)
certificates may impact Workday supply
chain and increase operating costs.
Physical Risk Increased frequency and severity Short
Acute of extreme heat events may result (0–2 years)
in disruption of Workday’s data
center operations.
Physical Risk Rising mean temperatures may impact Medium
Chronic Workday operations and supply chain, (2–10 years)
including increased energy demand
as a result of increased cooling in
data centers, building on Workday’s
historic data center electricity usage
and projected cooling degree days.
Climate Delivering climate mitigation and ESG Medium
Opportunity solutions leveraging Workday or partner (2–10 years)
Products and applications may lead to increased
Services revenue as existing customers
purchase potential new climate-related
products and services.

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

Disclose the actual and b) Describe the impact of Climate change may impact Workday’s operations and business strategy in two ways: through Environmental Sustainability
potential impacts of climate-related risks physical impacts from increased intensity of acute weather and potential long-term chronic CDP Climate Change 2022, C2.4a, C3.1, C3.3, C3.4
climate-related risks and opportunities changes in weather patterns, and through the economic impacts of the transition to a
and opportunities on the organization’s lower-carbon economy, primarily manifesting through the cost and availability of renewable
on the organization’s businesses, strategy, electricity.
businesses, strategy, and financial planning. Workday has made substantial commitments to invest in renewable energy for its direct
and financial planning. operations and data center supply chain, and taken steps to help put us on track to a 1.5°
future and transition to a lower-carbon economy.
Our strategy includes partnering with others to advocate for increased access to and availability
of renewable energy, to implement projects to generate and source renewable energy for our
direct operations, and to incorporate energy efficiency, renewable energy, and carbon emissions
to our colocation data center vendor selection process. Some examples include:
• Workday joined several other large companies to create the Emissions First Partnership,
outlining a set of principles to update the accounting systems for GHG emissions to
accelerate grid decarbonization. See our “Accelerating climate engagement through policy”
section of our 2023 Global Impact Report.
• Workday was also one of the founding signatories to The Corporate Colocation and Cloud
Buyers’ Principles, which outlines six criteria that companies using colo-services would
like to see their providers meet, such as providing data on customer energy consumption,
disclosing facility energy sources, and supporting renewable energy advocacy efforts. See
our “Engaging with providers to increase energy efficiency” section of our 2023 Global
Impact Report.
• Workday became a founder of the Clean Energy Buyers Institute Beyond the Megawatt
Initiative, with the aim to create a resilient, equitable, and environmentally sustainable
energy system for the benefit of all by leveraging customer demands for clean energy. See
our “Industry collaborations for impact at scale” section of our 2023 Global Impact Report.
• We incorporate climate considerations in our financial planning. To achieve our
sustainability goals and create a financial incentive to make carbon-efficient business
decisions, we established an internal price on our GHG emissions. See the “Our carbon
management strategy” section of our 2023 Global Impact Report.
These initiatives are in addition to our SBTs, which align with 1.5°C across all three scopes
of emissions.
In regard to our identified opportunity, Workday has increased our focus and ecosystem investments
to help customers advance their ESG goals using Workday data and applications. Our partner-
driven solutions aim to enable leaders to collect data from across the organization, build strategy
frameworks, and help ensure the organization is audit ready. Workday products like Adaptive
Planning help customers report ESG metrics with confidence, and plan for the future. See the
“Supporting our customer’s sustainability goals” section of our 2023 Global Impact Report.

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

Disclose the actual and c) Describe the potential The climate scenarios Workday used in our scenario analysis exercise are those developed CDP Climate Change 2022, C3.2., C3.3, C3.4
potential impacts of impact of different scenarios, by the Intergovernmental Panel on Climate Change (IPCC) (for physical risks), the Network
climate-related risks including a 2°C scenario, for Greening the Financial System (NGFS) (for transition risks), and custom scenarios
and opportunities on the organization’s developed for climate opportunity analysis.
on the organization’s businesses, strategy,
• IPCC scenarios representing a high-emissions (SSP5-8.5) and low-emissions (SSP1-2.6)
businesses, strategy, and financial planning.
scenario: Data centers are typically designed to operate within specific temperature
and financial planning.
ranges. As outdoor temperatures increase, companies may experience increased
equipment failure, resulting in potential downtime. Extreme heat was modeled
from present day through 2050 under two climate scenarios. Additionally, as global
temperatures increase, additional energy will likely be needed to maintain the optimal
indoor temperature for data center operations. The scenarios include bookend
high‑emissions and low-emissions IPCC (SSP5-8.5 and SSP1‑2.6) scenarios and
NGFS (Current Policies and Net Zero 2050) scenarios, corresponding to physical and
transition risk, respectively.
• NGFS Current Policies and Net Zero 2050 country-level projected electricity prices:
As the world transitions to a low carbon economy, the fluctuation of electricity prices
could result in increased operating costs for companies. This model estimates projected
data center electricity costs under a high- and a low- emissions scenario, using NGFS
Current Policies and Net Zero 2050 country-level projected electricity prices. The
projected costs under the NGFS scenarios were then compared with Workday’s internal
energy cost projections available through 2028. As the world transitions to a low carbon
economy, renewable energy credits (RECs) and electricity prices could fluctuate due
to increased demand for electricity and renewable energy. Using annual electricity
consumption from the Electricity Cost portion of the model, the total quantity of RECs
needed from both Workday’s power purchase agreement (PPA) and the unbundled REC
marketplace was forecasted from present day through 2050.
• SEC transition scenarios: a 3-year transitionary period (moderate) and a 10-year
transitionary period (lenient): This model allows Workday to explore the impact of
potential new products on company revenue as the SEC transitions toward requiring
public companies to report climate‑related information. Potential future revenue was
modeled under two SEC transition scenarios: a 3-year transitionary period (moderate)
and a 10‑year transitionary period (lenient).

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

RISK MANAGEMENT

Disclose how the a) Describe the organization’s Climate risks and opportunities can have long time horizons with high uncertainty About Workday > Our priority ESG topics
organization identifies, processes for identifying regarding how policy and socioeconomic factors might emerge and develop. To begin to CDP Climate Change 2022, C2.1, C2.2g
assesses, and manages and assessing climate- explore the impact of climate-related risks and opportunities on its short-, medium- and
climate-related risks. related risks. long-term business strategy, Workday has undertaken a qualitative risk assessment and
quantitative scenario modeling analysis. This quantitative analysis involves identifying
the key climate drivers that may lead to future risks and opportunities for Workday and
then quantifying the impacts of some of the most material climate-related risks and
opportunities under low- and high-emissions climate scenarios.
In FY23, we engaged a third party to conduct a climate risk assessment based on the
Workday Enterprise Risk Management (ERM) framework and leveraging climate-related
risks and opportunities outlined by TCFD and other reporting frameworks. Workday’s risks
and opportunities were assessed drawing on public disclosures, internal documentation,
external research, and interviews with internal Workday stakeholders. Based on this
assessment, three risks and one opportunity were selected for further quantitative
scenario analysis.

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

Disclose how the b) Describe the organization’s In our current public-facing documents, we acknowledge risks to our business related Environmental Sustainability
organization identifies, processes for managing to climate change in our FY23 Form 10-K disclosure. Workday maintains a formal CDP Climate Change 2022, C2.1, C2.2g
assesses, and manages climate-related risks. Disaster Recovery Plan for the production environment. If the production application
climate-related risks. becomes unavailable and is expected to remain unavailable, a disaster is declared,
c) Describe how processes for and the Disaster Recovery Plan is executed. Workday also maintains a formal Business Governance > ESG oversight
identifying, assessing, and Continuity program, which provides the framework for enabling preparedness and CDP Climate Change 2022, C2.1, C2.2g
managing climate-related recoverability from disruptive events, including severe weather events, in order to
risks are integrated into continue delivery of critical business services at acceptable predefined levels.
the organization’s overall With respect to transitional risk, our Environmental Sustainability team has been leading
risk management. Workday efforts to actively track, reduce, and mitigate Workday GHG emissions for
several years. These efforts serve to reduce policy, investor, and customer-related risks
that could potentially be substantive for us if we were not proactively managing our
emissions footprint or disclosing our commitments and performance.
To address the disclosure recommendations of the TCFD framework, we have conducted
a climate scenario analysis and risk assessment to identify the risks and opportunities
posed by climate change. The climate risk and opportunity register has been shared
with the ERM team and is being folded into ERM’s enterprise risk analysis framework
and annual Enterprise Risk Assessment. This includes assessment of the risk drivers, in
this case climate events, for impact to ability to achieve Workday’s strategic objectives.
The assessment process includes impact, likelihood, preparedness, and velocity (time
horizon) scales to assess inherent and residual risk consistently across the enterprise.
Once assessed as a top enterprise risk through the outlined framework, ERM reports
the risk drivers and related information to executive leadership. A discussion is held with
leadership to confirm that mitigation strategies have been planned to address the top
risks and reduce the residual risk to an acceptable level.

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DISCLOSURE FOCUS AREA RECOMMENDED DISCLOSURE RESPONSE REFERENCE

METRICS AND TARGETS

a) Disclose the metrics used We track our sustainability and climate-related metrics across our organization and Environmental Sustainability > Our priorities
by the organization to value chain. Our main focus areas are reducing our carbon emissions and investing and commitments
assess climate-related risks in renewable energy programs. We match 100% of the electricity we use at our offices Environmental Sustainability> Achieving our
and opportunities in line and data centers globally with clean, renewable sources. In FY21, we achieved net-zero science-based targets
with its strategy and risk carbon emissions across our offices, data centers, and business travel. In early 2022, our
Environmental Sustainability > Carbon reduction and
management process. ambitious science-based targets were approved by the SBTi. With this commitment, we
removal
are taking our next steps toward minimizing our impact on the planet and helping our
Environmental Sustainability > Investing in carbon
c) Describe the targets used world transition to a net-zero future by 2050. We are committed to:
removal strategies
by the organization to • annually sourcing 100% renewable electricity through FY30
manage climate-related Environmental Sustainability > Our carbon credit program
Disclose the metrics and • reducing absolute scope 3 business travel GHG emissions by 25% by FY26 from a FY20
risks and opportunities and Environmental Sustainability > Mitigating our
targets used to assess base year
performance against targets. historical emissions
and manage relevant • encouraging 70% of our suppliers by spend covering purchased goods and services and
CDP Climate Change 2022, C4.1, C4.1a, C4.2, C4.2b
climate-related risks capital goods commit to SBTs by FY26
and opportunities.
We share our metrics and progress against our targets in our 2023 Global Impact Report
and CDP Climate Change responses.

b) Disclose Scope 1, Scope 2, We share our metrics and progress against our targets in our 2023 Global Impact Report Environmental Sustainability > Carbon reduction and
and, if appropriate, Scope 3 performance tables and CDP Climate Change responses. removal
GHG emissions, and the
FY23 Scope 1 — 2,660 metric tons CO2e Environmental Sustainability > Investing in carbon removal
related risks.
FY23 Scope 2 — 60,927 metric tons CO2e strategies
FY23 Scope 3 — 245,000 metric tons CO2e Environmental Sustainability > Our carbon credit program
CDP Climate Change 2022, C6.1, C6.3, C6.4, C6.5, C6.5a, C6.10

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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 FY23 data.

2-8—EMPLOYMENT CONTRACT BY REGION

FY2324 FY22 FY21

CONTINGENT EMPLOYEE TOTAL CONTINGENT EMPLOYEE TOTAL CONTINGENT EMPLOYEE TOTAL

Americas 220 12,741 12,961 250 11,226 11,476 174 9,577 9,751

EMEA 57 3,920 3,977 56 3,217 3,273 28 2,441 2,469

APJ 24 1,102 1,126 17 782 799 16 513 529

TOTAL 301 17,763 18,064 323 15,225 15,548 218 12,531 12,749

2-8—EMPLOYMENT TYPE

FY23 FY22 FY21

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

Regular 17,698 44 17,742 15,156 45 15,201 12,493 32 12,525

Intern and Co-op 21 0 21 22 2 24 6 0 6

TOTAL 17,719 44 17,763 15,178 47 15,225 12,499 32 12,531

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401-1—ANNUAL NEW HIRES BY REGION

FY2324 % FY22 % FY21 %

Americas 2,682 65% 2,690 67% 847 69%

EMEA 1,055 25% 1,032 26% 288 24%

APJ 409 10% 321 8% 86 7%

TOTAL 4,146 100% 4,043 100% 1,221 100%

405-1—GENDER DIVERSITY25

FY23 FY22 FY21

TOTAL TOTAL TOTAL

GLOBAL GLOBAL GLOBAL
POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27

Women 41.8% 36.7% 41.0% 41.2% 36.6% 39.6% 40.1% 34.1% 41.0%

Men 58.2% 63.3% 59.0% 58.8% 63.4% 60.4% 59.9% 65.9% 59.0%

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405-1—ETHNIC DIVERSITY—UNITED STATES26

FY2324 FY22 FY21

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

POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27

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

Asian 32.5% 18.3% 34.6% 32.0% 17.8% 34.3% 32.2% 16.7% 34.2%

Black 4.3% 2.6% 3.8% 4.0% 2.5% 3.6% 2.8% 1.6% 2.6%

Declined to Answer 3.7% 4.5% 4.4% 3.8% 4.5% 4.8% 4.2% 3.8% 5.4%

Hispanic or Latino 5.9% 4.9% 5.0% 5.8% 4.4% 5.8% 5.1% 4.4% 5.6%

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

Two or More Races 3.2% 2.0% 3.3% 3.2% 2.3% 3.3% 3.2% 1.9% 2.3%

White 49.7% 67.0% 48.1% 50.4% 67.7% 47.5% 51.7% 70.6% 49.3%

TOTAL 46.6% 28.5% 47.4% 45.7% 27.8% 47.7% 44.2% 25.7% 45.4%

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405-1—UNDERREPRESENTED MINORITY29

FY2324 FY22 FY21

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

POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27

U.S.
Underrepresented 14.1% 10.3% 12.8% 13.7% 10.0% 13.4% 12.0% 9.0% 11.2%
Minority (URM)

405-1—ETHNIC DIVERSITY—CANADA25

FY23 FY22 FY21

TOTAL CANADA TOTAL CANADA TOTAL CANADA

POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27

I am a Visible 38.7% 18.2% 34.7% 31.8% 11.8% 30.4% 22.1% 6.9% 43.8%
Minority

I am not a Visible 45.3% 52.3% 52.8% 46.9% 50.0% 58.9% 45.7% 51.7% 50.0%
Minority

Decline to Answer 16.0% 29.5% 12.5% 21.3% 38.2% 10.7% 32.2% 41.4% 6.3%

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405-1—AGE GROUP DIVERSITY28

FY2324 FY22 FY21

TOTAL TOTAL TOTAL

GLOBAL GLOBAL GLOBAL
POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27 POPULATION LEADERSHIP27 MANAGEMENT27

Under 30 Years Old 16.5% 0.0% 4.2% 17.7% 0.1% 4.3% 18.8% 0.0% 4.7%

30–50 Years Old 65.8% 65.8% 77.2% 61.9% 60.7% 75.4% 63.4% 68.3% 78.3%

Over 50 Years Old 17.8% 34.2% 18.6% 20.4% 39.3% 20.3% 17.9% 31.7% 17.0%

405-1—GLOBAL GENDER DIVERSITY—TECH25

FY23 FY22 FY21

TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION

Women 38.3% 38.1% 37.5%

Men 61.7% 61.9% 62.5%

405-1—GLOBAL GENDER DIVERSITY—NON-TECH25

FY23 FY22 FY21

TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION TOTAL GLOBAL POPULATION

Women 48.4% 48.0% 46.1%

Men 51.6% 52.0% 53.9%

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405-1—ETHNIC DIVERSITY—TECH26

FY2324 FY22 FY21

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

American Indian or Alaska Native 0.2% 0.1% 0.1%

Asian 40.3% 39.2% 39.6%

Black 3.8% 3.6% 2.8%

Declined to Answer 3.9% 4.1% 4.4%

Hispanic or Latino 5.3% 5.2% 4.8%

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

Two or More Races 3.0% 2.9% 3.0%

White 43.1% 44.5% 44.8%

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405-1—ETHNIC DIVERSITY—NON-TECH26

FY2324 FY22 FY21

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

American Indian or Alaska Native 0.3% 0.4% 0.4%

Asian 16.3% 14.8% 14.9%

Black 5.1% 4.8% 2.8%

Declined to Answer 3.1% 3.1% 3.4%

Hispanic or Latino 7.1% 7.5% 5.9%

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

Two or More Races 3.7% 3.9% 3.8%

White 63.7% 64.7% 67.9%

24
Data reported as of fiscal year ending 1/31.
25
Data represents global regular employees; employees not disclosing their gender have been excluded.
26
Data represents U.S. regular employees.
27
Leadership is defined as director and above; management is defined as associate manager through senior manager.
28
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 Alaska Native, American Indian, Black, Latinx, Native
29

Hawaiian, Other Pacific Islander, and multiracial employees.

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Performance Tables
Benefits
401-2—BENEFITS

U.S. IRELAND

Life Insurance X X

Health Care (health insurance) X X

Disability Coverage X X

AD&D Insurance X X

Voluntary Life Insurance X 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

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401-2—BENEFITS

U.S. IRELAND

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

Pet Insurance X X

Flexible Spending Account X

Leave Compensation X X

Back-Up Child Care X X

Adoption Reimbursement X X

College Savings (529) Plan X

Student Loan Repayment Through Payroll X

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401-3—PARENTAL LEAVE

REPORTING YEARS: FY23 (U.S. AND IRELAND ONLY)

TOTAL MEN WOMEN

A. TOTAL NUMBER OF EMPLOYEES WHO WERE ENTITLED TO PARENTAL LEAVE

United States 11,859 6,552 5,307

Ireland 1,827 1,294 533

B. TOTAL NUMBER OF EMPLOYEES WHO TOOK PARENTAL LEAVE30,31

United States 683 428 255

Ireland 177 53 124

C. TOTAL NUMBER OF EMPLOYEES WHO RETURNED TO WORK IN THE REPORTING PERIOD AFTER PARENTAL LEAVE ENDED32,33

United States 536 342 194

Ireland 139 108 31

D. RETURN TO WORK AND RETENTION RATES OF EMPLOYEES WHO TOOK PARENTAL LEAVE34

United States N/A 93% 94%

Ireland N/A 94.7% 100%

30
Those with multiple leave types/dates only had their most recent return counted.
31
Currently active employees only.
32
For the U.S., those who returned to work during the reporting FY was determined by their not having a U.S. New Parent Time Off Entry for 2/1 of the following FY.
For Ireland, those who returned to work during the reporting FY was determined by their actual last day of leave date sorted to the most recent date and that date not being in the following FY. Those with
33

only estimated last dates in the following FY and/or blank actual last days of leave were not included in those who have returned.
Determined by taking the count of active workers (as of 1/31) who returned from leave during the FY (i.e., FY23) and divided it by the total (active and inactive) worker counts for those who would have
34

returned to work in the FY.

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Performance Tables
Energy and Emissions
FY23 FY22 FY21 FY20

SCIENCE-BASED TARGETS

Achieve 100% renewable electricity through FY30 100% compared to N/A N/A N/A
100% target

Reduce business travel emissions by 25% by FY26 (FY20 base year) 65% compared to 25% N/A N/A N/A
reduction target

70% of our suppliers by spend will have SBTs by FY26 33% compared to 70% N/A N/A N/A
target

302—ENERGY

FY23 FY22 FY21 FY20

ELECTRICITY CONSUMPTION (MWh)

Data Centers 176,261 133,698 104,460 85,721

Offices 23,050 18,502 15,520 22,525

TOTAL 199,311 152,200 119,980 108,246

North America 159,957 121,348 97,846 89,902

Europe 37,885 29,926 21,605 17,397

Africa 5 10 8 12

APJ 1,464 916 521 935

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302—ENERGY

FY23 FY22 FY21 FY20

RENEWABLE ENERGY (MWh)

On-site renewable electricity generation 1,385 1,437 1,416 901

Virtual power purchase agreements 22,390 23,457 1,729 —

Energy Attribute Certificates—EACs (i.e. RECs, GOs, I-RECs) 103,689 91,481 94,812 91,544

Supplier-sourced renewable electricity 59,146 34,622 21,810 15,700

Utility renewable energy tariffs 12,701 1,203 486 116

TOTAL 199,311 152,200 120,253 108,261

On-site renewable electricity generation—% of total electricity consumption 0.7% 0.9% 1.2% 0.8%

EACs—% of total electricity consumption 52% 60% 79% 85%

VPPAs—% of total electricity consumption 11% 15% 1.4% —

Supplier-sourced RE—% of total electricity consumption 30% 23% 18% 15%

Utility renewable energy tariffs—% of total electricity consumption 6.4% 0.8% 0.4% 0.1%

RE from grid—% of total electricity consumption 43% 45% 43% 45%

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%

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305—EMISSIONS

FY23 FY22 FY21 FY20

GREENHOUSE GAS (GHG) EMISSIONS BY SOURCE (METRIC TONS CO2e)

Data Centers (Scope 2 + Scope 3)35, 40 & Public Cloud (Scope 3)44 69,263 58,023 50,360 39,428

Offices (Scope 1, Scope 2 & Scope 3)35 8,913 6,672 5,599 7,970

Business Travel (Scope 3)36 24,040 3,233 5,497 68,992

Employee Commute and Remote Work (Scope 3)38 16,544 8,905 9,238 13,848

Other Upstream Emissions (Scope 3)45 189,827 139,837 207,265 206,184

TOTAL 308,587 216,670 277,959 336,422

GREENHOUSE GAS (GHG) EMISSIONS BY SCOPE (METRIC TONS CO2e)

Scope 1 Natural Gas 2,350 1,544 1,200 1,467

Scope 1 Company-Operated Vehicles 29 31 35 15

Scope 1 Diesel 6 3 3 —

Scope 1 Fugitive (Refrigerant) 275 256 233 250

TOTAL SCOPE 1 EMISSIONS 2,660 1,834 1,471 1,732

Scope 2 Purchased Electricity35 60,927 45,821 40,584 36,611

TOTAL SCOPE 1 + SCOPE 2 EMISSIONS 63,587 47,655 42,055 38,343

Scope 3 Purchased Goods and Services46 163,389 121,591 153,662 155,214

Scope 3 Capital Goods 23,869 18,160 49,957 47,431

Scope 3 Fuel- and Energy-Related Activities 3,292 2,864 3,363 3,253

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305—EMISSIONS

FY23 FY22 FY21 FY20

GREENHOUSE GAS (GHG) EMISSIONS BY SCOPE (METRIC TONS CO2e), continued

Scope 3 Waste 415 355 283 286

Scope 3 Business Travel36 24,040 3,233 5,497 68,992

Scope 3 Employee Commute and Remote Work38 16,544 8,905 9,238 13,848

Scope 3 Upstream Leased Assets—Data Centers Non-IT Electricity40 13,405 13,874 13,867 8,960

Scope 3 Upstream Leased Assets—Serviced Offices41 46 33 37 95

TOTAL SCOPE 3 EMISSIONS 245,000 169,015 235,904 298,079

LOCATION- AND MARKET-BASED EMISSIONS (METRIC TONS CO2e)

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 6,207 4,805 4,091 6,143

Scope 2 Location-Based: Purchased Electricity—Data Centers 54,720 41,016 36,493 30,468

SCOPE 2 LOCATION-BASED TOTAL 60,927 45,821 40,584 36,611

Scope 3 Market-Based: Non-IT Electricity—Data Centers and Public Cloud44 14,543 17,007 13,867 8,960

Scope 3 Location-Based: Non-IT Electricity—Data Centers and Public Cloud44 20,445 17,942 14,042 10,350

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305—EMISSIONS

FY23 FY22 FY21 FY20

GREENHOUSE GAS (GHG) EMISSIONS INTENSITY (METRIC TONS CO2e)37

Scope 1+2 per Employee 3.58 3.13 3.36 3.14

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

Scope 1+2+3 Offices per sq ft Office Space 0.00370 0.00289 0.00257 0.00356

Scope 2+3 Data Center and Public Cloud Emissions per Thousand $ Subscription Revenue44

Scope 2+3 Data Center Market-Based and Scope 3 Public Cloud 0.0026 0.0037 0.0037 0.0029
Scope 2 Data Center Location-Based, Scope 3 Data Center Market-Based and Scope 3 0.0124 0.0128 0.0133 0.0127
Public Cloud

Scope 3 Commute and Remote Work Emissions per Employee38 0.931 0.585 0.737 1.132

CARBON CREDITS (METRIC TONS CO2e)

Verified Emissions Reductions (VERs) or Carbon Credits 45,000 23,100 21,000 80,035

GHG Emissions in Net-Zero Emissions Goal Boundary42 41,289 22,107 20,872 79,779

Net GHG Emissions After Offsets Within Net-Zero Emissions Goal Boundary 0 0 0 0

% of Total GHG Emissions Within Boundary Balanced by Carbon Credits 109% 104% 101% 100%

GHG Emissions Across Global Offices and Data Centers (incl. Public Cloud)43 17,249 18,874 15,375 10,787

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 Balanced by Carbon Credits 100% 100% 100% 100%

GHG Emissions Across Scope 1 and Scope 2 Market-Based 2,660 1,834 1,471 1,732

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305—EMISSIONS

FY23 FY22 FY21 FY20

Net GHG Emissions After Offsets Across Scope 1 and Scope 2 Market-Based 0 0 0 0

% of Total GHG Emissions Across Scope 1 and Scope 2 Market-Based Balanced by Carbon Credits 100% 100% 100% 100%

303—WATER AND EFFLUENTS

FY23 FY22 FY21 FY20

WATER (GALLONS)47

Withdrawal 86,295,781 — — —

Discharges 49,505,961 — — —

Consumption 36,789,820 — — —

Greywater recycling 266,502 — — —

35
Scope 2 emissions are calculated using location-based methodology.
36
Business travel includes emissions from air travel, rental cars, hotels, and other transportation (e.g., rail, ferry, taxi, and rideshare).
37
Emissions intensity metrics are calculated using location-based methodology for Scope 2 emissions.
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.
38

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 toward our Scope 3 science-based targets coverage).
39
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.
Emissions for colocated data centers comprised 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 colocated data centers and allocates
40

these emissions to Scope 2. Workday additionally calculates GHG emissions from non-IT electricity load (e.g., electricity used in cooling systems) at colocated data centers and allocates them to Scope 3 upstream leased assets as these emissions sources are not under
Workday’s operational control.
Emissions from serviced offices are categorized as Scope 3 upstream leased assets since they are not under Workday’s operational control.
41

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, Scope 3 public cloud emissions (reported to Workday via provider-specific carbon footprint tools—i.e., AWS Carbon
42

Footprint tool, Google Cloud Carbon Footprint tool), and Scope 3 serviced offices.
43
Emissions across global offices and data centers include Scope 1, Scope 2 market-based, Scope 3 market-based data center non-IT, Scope 3 serviced offices, and Scope 3 public cloud emissions (reported to Workday via provider-specific carbon footprint tools).
Public cloud emissions include the Scope 1 and 2 market-based emissions reported by our public cloud providers and allocated to Workday’s Scope 3 Purchased Goods and Services. FY22 is the first year we included public cloud emissions in the calculation as data for prior
44

years were unavailable.

Other Upstream Emissions takes into account our Scope 3 emissions not already represented in Data Centers and Public Cloud, Offices, Business Travel, and Employee Commute and Remote Work.
45

Beginning in FY22, public cloud emissions were calculated via a hybrid approach that combined EEIO analysis with supplier emissions reported to Workday via provider-specific carbon footprint tools. We are in the process of requesting the complete set of emissions data
46

allocated to Workday’s operations from our public cloud providers and evaluating the applicability to our net-zero commitment.
Actual metering data was used where available, and, where not available, water withdrawals were estimated using Commercial Buildings Energy Consumption Survey data. For data centers, water use efficiency (WUE) from the provider was used, and, where not available, an
47

estimated WUE was used.

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Climate Policy Engagement Table

DATE MARKET DESCRIPTION

Jan. 2021 U.S. Joined a letter with other large power buyers to encourage grid modernization to help accelerate decarbonization.

Apr. 2021 U.S. Joined an open letter in support of the Biden Administration’s commitment to climate action and setting a federal climate target to reduce emissions.

May 2021 U.S. Signed a letter to the Oregon State Legislature in support of a goal to eliminate GHG emissions from the state’s electricity supply by 2040.

Oct. 2021 Global Developed an official Workday Position on Climate Policy.

Oct. 2021 Global Signed on to an open letter by the We Mean Business Coalition to G20 leaders ahead of COP26 urging them to take action to limit average global temperature rise to 1.5°C.

Nov. 2021 Global Signed on to an open letter from World Economic Forum calling on world leaders to step up climate action ahead of COP26.

Nov. 2021 Global Convened a session at COP26 to advocate for equitable transition.

Dec. 2021 U.S. Signed a letter to the Virginia State Assembly in support of expanding access to renewable energy to accelerate Virginia’s decarbonization efforts.

Feb. 2021 U.S. Submitted an amicus brief with other tech leaders in the Supreme Court case of West Virginia v. Environmental Protection Agency.

Apr. 2022 U.S. Joined a letter to members of U.S. Congress urging congressional action on climate and renewable energy.

Apr. 2022 Europe Joined Corporate Leaders Group (CLG) Europe as an affiliate member. CLG Europe is a leading cross-sectoral business association in the EU advocating for policing enabling
a climate neutral economy.

May 2022 U.S. Joined Ceres’ LEAD on Climate to advocate for climate legislation.

May 2022 EU Joined over 150 business leaders and organizations in signing a joint letter to the European Commission President von der Leyen to show business’s support for increased investment
in renewables, ambitious energy efficiency measures, and an inclusive and fair transition.

June 2022 U.S. Submitted comments to the SEC in support of the direction of the proposed rule on climate-related disclosures to include Scope 3 emissions with a stronger safe harbor.

June 2022 U.S. Joined a letter with other leading technology companies in response to the proposed rule on climate-related disclosures.

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DATE MARKET DESCRIPTION

Aug. 2022 EU Filed comments in response to the European Financial Reporting Advisory Group’s public consultation on the European Sustainability Reporting Standards.

Sept. 2022 EU/U.S. Hosted a private roundtable with European Commission Executive Vice President for the European Green Deal Frans Timmermans convened by CLG Europe during New York Climate Week.

Nov. 2022 Global Convened a session at COP27 to advocate for harmonization of global ESG reporting standards.

Nov. 2022 Global Signed a We Mean Business COP27 letter reaffirming commitment to limit global temperature rise to 1.5°C and call on governments to strengthen their commitments and plans, and
implement them without delay.

Dec. 2022 Global Launched the Emissions First partnership with other practitioners to advocate for updated GHG emissions accounting systems to accelerate grid decarbonization and climate action.

Jan. 2023 U.S. Signed the Virginia Businesses Support Climate and Clean Energy Policies letter in support for policies that deploy clean technologies and achieve economy-wide emissions reductions.

Apr. 2023 EU Joined CLG Europe as a full member. CLG Europe is a leading cross-sectoral business association in the EU advocating for policies enabling a climate neutral economy.

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Carbon credit map.

Americas 1 Guatemala 2 Colombia
Water Filtration and Improved Cookstoves Chocó-Darién Bioregion
Since over half of rural Guatemala does not have access to The humid forests of the Chocó-Darién bioregion on Colombia’s Pacific coast are
clean water, harvesting wood for boiling is a major cause some of the most biodiverse in the world, known for their variety of ecosystems,
3 of deforestation. The Ecofiltro ceramic filter is made locally including mangroves. Fully owned by six Afro-Colombian and indigenous
of clay and sawdust to filter up to 2 liters of water per hour, communities, this project was established to avoid illegal logging, deforestation,
1 reducing emissions from boiling water and deforestation and land conversion for agriculture. Thanks to capacity-building initiatives,
for fuel. Learn more. community members can carry out project activities without outside assistance,
2
4 including managing and protecting the forests and creating enterprises to
Standard: Gold Standard
expand, intensify, and diversify local crop cultivation. Learn more.

Standard: VCS

3 USA
Ducks Unlimited and North Bridge Prairie Conservation
The Prairie Pothole Region (PPR) has been the breeding
grounds for 50–80% of all North American migratory
waterfowl; however, these grasslands have disappeared at a
rate and extent that exceeds that of the Amazon rainforest.
This project—part of a strategic partnership between North
Bridge Carbon and Ducks Unlimited—works with landowners,
many of whom are ranching families, to proactively protect
the landscapes of the PPR through partnerships, innovative
finance, and managed grazing. Learn more.

Standard: American Carbon Registry

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Americas
4 Brazil
ACRE Amazon REDD+ Avoided Unplanned Deforestation in Manoa
Deforestation in Brazil has accounted for nearly one-third of the Manoa Farm has been under threat of this agricultural conversion and timber theft.
global decline in forest cover in recent years. This portfolio of CCB In 2013, Manoa was established as a REDD+ carbon project with a 30-year crediting
Gold-rated projects protects 100,000+ hectares of pristine Amazon period in order to preserve the forest. With a focus on environmental education,
rainforest. Carbon finance supports the local families in gaining Manoa works hard to support the communities that inhabit and maintain the
formal land rights for preventing deforestation, and farmers are landscape. They direct funding from carbon credit sales toward continued support
trained in conversation-based agriculture. Learn more. of project activities, proposed improvements, and socioeconomic development
initiatives. Learn more.
Standard: VCS, CCB
Standard: VCS

Pacajá Pará
The “Fazenda Pacajá” is located on private property
in the Northeast Amazon. Started in 2017, this project
protects the native vegetation from deforestation and
degradation through sustainable forest management,
reduced impact logging, and regulated minimum cutting
cycles. In doing so, it serves as an ecological corridor,
helps fund community services, and provides alternative
income opportunities through the sustainable use of
natural resources and forest by-products. The project
currently serves five local communities, but plans to
gradually expand to include thirteen. Learn more.

Standard: VCS

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Asia 5 China
Three Rivers Grassland Reforestation Karst Mountain Afforestation Black River Afforestation
The plateau region of the Yangtze, Yellow, and Lancang rivers has Since 2000, China has lost over 10 million hectares This project restores over 23,000 hectares
suffered grassland degradation over the past few decades due of tree cover according to Global Forest Watch. of degraded land in the Gansu province
to overgrazing and warming. This project removes carbon from This project restores degraded lands and connects along the valleys of the Heihe (Black River).
5 the atmosphere by restoring the plateau’s degraded grasslands. existing forests, providing corridors for wildlife and The planting of native trees will help create
Located in the central Chinese province of Qinghai, this project enhancing the local biodiversity in southwestern connections between existing forests and
7
8 China. Over 70,000 hectares across two project provide corridors of wildlife habitat for a
is restoring over 160,000 hectares of degraded grasslands by
6 seeding three species of native grass. Learn more. areas are being planted. Learn more. positive impact on biodiversity in addition
to removing carbon emissions. Learn more.
Standard: VCS, CCB Standard: Gold Standard, CCB
Standard: VCS, CCB

Danjiang River Solar Cookers Planting Native Species in Guizhou Rural Clean Cooking Sichuan Household Biodigesters
The Danjiang River Solar Cookers are designed The Huadu Afforestation project plants This project brings a clean cooking solution to Hundreds of thousands of biodigester
to improve the indoor air quality and living native species on barren lands to help with rural homes in the Guizhou Province in Southern tanks that convert animal waste into clean
conditions of 100,000 rural households in GHG removal. Prior to the project, no natural China through the construction of biodigesters. In biogas for cooking have been installed
the southwest of Henan Province, one of the renewal or reforestation was taking place. The total, over 18,500 backyard biodigesters have been across Sichuan. By switching to biogas,
poorer regions in China. The cookers consist of project’s activity has provided 25,615 jobs for built and in the process, new skills were shared each household saves around two tCO2e of
a 1.7m2 parabolic dish that concentrates solar local villagers—60% of whom are women— with the communities on building and maintaining methane and carbon dioxide emissions each
energy onto a central cooking pot and provides and its implementation is expected to remove them. Learn more. year. In addition to eliminating indoor smoke,
sufficient heat for cooking the local staple 21,072,163 tCO2e of GHG emissions over each tank also produces organic fertilizer for
Standard: Gold Standard
food of rice. Its design is ideal for the local diet 30 years, with an average annual removal of the farmer’s crops. Learn more.
and climatic conditions, with ample sunshine 702,405 tCO2e. Standard: CDM, Gold Standard
throughout the year. The cooker displaces Standard: VCS
traditional and inefficient coal-fired cooking
stoves, significantly reducing fuel consumption
and indoor air pollution. Learn more.

Standard: Gold Standard

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Asia
6 Indonesia
Katingan Peatland Conservation REDD+ Borneo Peatlands
Tropical peatlands support the storage of massive amounts of carbon, with stocks The Borneo Peatlands project is one of the largest intact peat
below the ground making up to 20 times the amount stored in trees and vegetation. swamp forests in Indonesia. This rare piece of land is at significant
Located in Kalimantan, this project protects nearly 150,000 hectares of peatland risk of conversion to industrial timber plantations, as well as illegal
ecosystems. It is surrounded by villages for which it supports traditional livelihoods deforestation for pulpwood. The project seeks to collaborate with local
including farming, fishing, and non-timber forest harvesting projects. Learn more. communities to protect and restore this critical ecosystem through
education, alternative livelihood financing, and robust monitoring
Standard: VCS, CCB, SD VISta
regimes. All benefits are long-lasting and are passed on to local
communities, the region, and the wider state of Indonesia. The team has
partnered with 34 villages in the surrounding area, supporting traditional
livelihoods including farming, fishing, and non-timber forest products
harvesting. Learn more.

Standard: CCB, VCS

Central Kalimantan Peatlands
The Provincial government planned to convert the Central Kalimantan Peatlands, which
can store 20 times more carbon than typical forests, into palm oil estates. This project
protects these natural carbon sinks that would have otherwise been drained and logged
and creates a physical buffer along the world-renowned Tanjung Puting National Park’s
eastern border, offering sanctuary to countless plant and animal species. The Central
Kalimantan Peatlands Project funnels substantial and sustainable financial resources
for project area protection, local community development, and provincial government
infrastructure. The villages along the project’s borders have been participating in and will
continue to be integral to the planning and development of project activities. Learn more.

Standard: VCS

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Asia
7 India
Solar Water Heating Tamil Nadu Reforestation
As heating water is a major energy use for households, Integrating reforestation to sequester carbon with
this project brings clean and reliable energy to homes and community development activities, this community project
companies in India, enabling solar energy to scale and based in Tamil Nadu combines hundreds of individual tree
thus avoiding further investment in fossil fuels. Carbon planting activities and enables communities to improve
finance lowers the cost of adoption for both households and access to food while creating opportunities for additional
businesses to buy solar water heaters. Learn more. income. Learn more.
Standard: Gold Standard, CDM Standard: VCS, CCB

Domestic Energy India

This project aims to establish an ecosystem for the
8 Bangladesh
dissemination and maintenance of integrated lighting
and clean cooking technologies. By providing efficient Gas Distribution Leak Reduction
forced‑draft biomass cookstoves to replace traditional In the Bangladesh capital of Dhaka, more than 21 million people
biomass cookstoves, this project provides access to rely on natural gas to power their homes, businesses, and
clean and affordable cooking and energy services factories. The local gas distribution company has a network
across India. Learn more. that is old and in disrepair, resulting in a significant release of
methane—a greenhouse gas that is more than 20 times more
Standard: Gold Standard
potent than carbon dioxide as a heat-trapping gas. To reduce and
prevent natural gas leaks, this project is financing the purchase
and import of specialized equipment to ensure the long-lasting
sealing of leaks identified by the program. To date, 70 specially
trained staff members have checked more than 500,000 gas risers,
identifying and repairing more than 37,000 leaks. Learn more.

Standard: CDM

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Africa 9 Malawi 10 Ghana 11 Sierra Leone

Kulera Landscape REDD+ and Cookstoves Gyapa Efficient Cookstoves Miro Sierra Leone Reforestation
Through the combination of forest protection and the In Ghana, more than 80% of the population uses Prior to this project, the area possessed sparse tree
distribution of clean cookstoves, this project uses carbon solid fuels for cooking. This project introduces cover, mostly comprising grassland, a few forest patches,
finance to deliver significant emissions reductions, protect families to an efficient cookstove called the and limited farmland. By expanding the plantation area,
an important area of biodiversity value, and address the Gyapa, which cooks food more quickly, requires this project plants carefully selected trees—such as
11
10 health risks of indoor air pollution. The project targets the nearly 50% less fuel, and creates less smoke. eucalyptus and acacia—as well as grasses, low-level
12
13 conservation of approximately 170,000 hectares of forest Reducing the amount of wood used for cooking bushes, and palms. This significantly removes greenhouse
and works with 45,000 households to reduce fuelwood saves families as much as $100 annually while also gas emissions from the atmosphere for a low-emissions
use, develop sustainable livelihoods, increase community protecting Ghana’s tree cover, which has reduced future, while promoting sustainable farming for increased
9
resilience to climate change, and promote biodiversity. by 19% since 2000, according to Global Forest food production, as well as sustainable tree cultivation for
Learn more. Watch. Learn more. construction-destined timber. Learn more.

Standard: VCS, CCB Standard: Gold Standard Standard: VCS

12 Kenya 13 Uganda
SunCulture Solar Water Pumps KOKO Kenya Tropical Forest Protection Bukaleba Reforestation
Africa’s smallholder farmers have a leading role to play in climate KOKO is driving a national-scale energy transition from The Bukaleba Forest Project contributes to the fight against
resilience as guardians of natural assets and pioneers of climate-smart deforestation-causing charcoal to sustainable bioethanol climate change and deforestation in Uganda through the
agricultural practices. Currently, they must resort to cheap fuel pumps to cooking fuel, delivered through dense networks of self-service reforestation of more than 5,000 ha of previously degraded
adapt to the unpredictable climate. As Africa’s first solar irrigation carbon KOKO Fuel ATMs that provide convenient access to ultra- forest reserve around the Mayuge District, along the shores
project, SunCulture uses the power of the sun to drive climate resilience, clean fuel at a price that significantly undercuts charcoal. Over of Lake Victoria. The project’s activities support 17 villages,
mitigation, and adaptation. The purchase of carbon credits helps enable 2.5 million Kenyans now benefit from cooking with KOKO Fuel, covering more than 5,000 households and providing direct and
this by lowering the cost of solar irrigation to a price below existing diesel including ~30% of all homes in Nairobi. Learn more. indirect employment to more than 600 people.
and petrol water pumps. Without the SunCulture systems, farmers would Standard: Gold Standard Standard: VCS
continue using harmful CO2-emitting fuel pumps. Learn more.

Standard: VCS

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Topic Glossary
TOPIC DEFINITION SDG ALIGNMENT

Oversight and management of Workday’s potential environmental risks related to the impacts of climate change on its business and its ability to mitigate #13
Climate Change Risk
climate change risk.

Programs to engage and give back to the local communities where Workday operates. Includes seeking and integrating community feedback, philanthropy, #4, #8, #11
Community Engagement
volunteerism, disaster response, and supporting employee charitable investments of time and money.

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

Programs and policies related to hiring, developing, and retaining a diverse global workforce; providing fair treatment and access to equal opportunities #5, #10
Diversity, Equity, and and advancement; and encouraging a culture of belonging. The diverse global workforce includes, but is not limited to, people of different genders, races,
Belonging ethnicities, abilities and disabilities, religions, cultures, ages, and sexual orientations, and people with diverse backgrounds, experiences, skills, and
expertise. Also includes Workday’s ability to serve a diverse customer set so they too can build a more diverse workforce through use of Workday’s products.

Employee Health and Programs, policies, and efforts to safeguard employee health and wellness (physical, emotional, and mental), in their day-to-day experiences, as well as #3, #8
Well-being during emergencies and disasters.

Efforts to measure, manage, and minimize energy use and the resulting GHG emissions across the value chain. Includes direct and indirect energy #7, #13
Energy and Carbon
consumption, utilizing renewable energy sources where possible, energy-efficient building practices, reducing the impacts of Workday’s IT operations,
Emissions
efforts to minimize the environmental impacts of transporting employees, and initiatives to reduce value chain (Scope 3) emissions.

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

IP Protection and Oversight and management of intellectual property protection and legal proceedings associated with anticompetitive behavior. This may also include #16
Competitive Behavior societal reactions and considerations related to IP practices (e.g. impeding innovation or limiting the effects of market competition).

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

Workday 2023 Global Impact Report | 132

Our ESG
Co-CEO About Solutions and Environmental People and Belonging Social
Governance Appendix
Letter Workday Customer Success Sustainability Purpose and Diversity Impact

TOPIC DEFINITION SDG ALIGNMENT

Workday is evaluated on its efforts to continually innovate, creating and improving its suite of products to attract, retain, and serve its customers’ business #16, #9
Product Innovation and
needs now and in the future. There is an emphasis on creating products that are easy to use, accessible for a diverse audience group, and inclusive. This
Customer Satisfaction
topic also includes programs related to customer satisfaction, including customer service, product stewardship, and general customer relationship.

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

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

Supply Chain Efforts to manage the carbon intensity and environmental impact of products, including the carbon footprint of product supply chains and the #12
Management product use phase.

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

Waste Management Efforts and initiatives to minimize solid waste and e-waste, and increase e-waste and solid waste recycling and diversion from landfills. #12

Efforts and initiatives to minimize water use. Includes methods used to evaluate the water intensity of operations, the water stress in areas of operation, #12
Water Management
and efforts to manage water-related risks and opportunities.

Managing the evolution and development of our workforce, inclusive of training, capabilities, resources, performance management, and career endings due #5, #8, #10
Workforce Development to retirement or termination. Also includes initiatives to enhance the workforce by providing candidates from diverse and/or nontraditional backgrounds
with training, internships, and job opportunities.

Workday 2023 Global Impact Report | 133

FORWARD-LOOKING STATEMENTS
This report contains forward-looking statements, which are subject to safe harbor protection under the Private Securities Litigation Reform Act of 1995. All statements
contained in this report other than statements of historical fact, including statements regarding our future financial condition and operating results, business strategy and
plans, and objectives for future operations, are forward-looking statements. The words “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “aim,” “seek,”
“strive,” “plan,” “targets,” “commitments,” “goals,” and similar expressions are intended to identify forward-looking statements. Such statements may include, among other
things, statements regarding our expectations and priorities for ESG initiatives, strategies and systems for implementing our goals, commitments to programs and policies,
future financial and climate performance, and achievement of stated ESG goals. We have based these forward-looking statements largely on our current expectations, beliefs,
estimates, and projections about future events, conditions, and trends that we believe may affect our financial condition, operating results, business strategy, short-term and
long-term business operations and objectives, and financial needs. We continually review emissions quantification methodologies and are committed to implementing best
practice quantification methodologies. These forward-looking statements are subject to a number of risks, uncertainties, assumptions, and changes in circumstances that are
difficult to predict and many of which are outside of our control, including those described in the “Risk Factors” section and elsewhere in our Annual Report on Form 10-K, filed
with the Securities and Exchange Commission on February 27, 2023, which we encourage you to read carefully.

In light of these risks, uncertainties, assumptions, and potential changes in circumstances, the future events, conditions, and trends discussed in this report may not
occur and actual results could differ materially and adversely from those anticipated or implied by the forward-looking statements. Accordingly, you should not rely upon
any forward-looking statements. Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results,
levels of activities, performance, or achievements. We are under no duty to update any of these forward-looking statements after the date of this report or to conform these
statements to actual results or revised expectations, except as required by applicable law. If we do update any forward-looking statements, no inference should be drawn
that we will make additional updates with respect to those or other forward-looking statements. The contents of the various websites referenced throughout this report are
not incorporated by reference and do not constitute a part of any filing we have made or will make with the SEC. Further, we undertake no obligation to revise or update the
information included in the links to websites referenced throughout this report.

+1-925-951-9000 +1-877-WORKDAY (+1-877-967-5329) Fax: +1-925-951-9001 workday.com

©2023 Workday, Inc. All rights reserved. WORKDAY, Workday logo, VIBE, VIBE VALUE INCLUSION BELONGING AND EQUITY,
VIBE INDEX, VIBE SCORE, WORKFORCE WEEK® and OPPORTUNITY ONRAMPS® are trademarks of Workday, Inc., some
registered in the United States and elsewhere. All other brand and product names are trademarks or registered trademarks
of their respective holders. 20230629-workday-2023-global-impact-report-enus

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