Autodesk
FY22 Impact
ReportA better world designed
and made for all

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FY22 IMPACT REPORTContents
Overview

Health & Resilience

Work & Prosperity

Governance

A message from our President and CEO

Improve our operations

Improve our operations

Corporate governance

FY22 highlights

Resilience and well‑being

Company culture

Company strategy

Our company

Employee health and safety

Flexible workplace

Accountability

Our impact strategy

Partner with customers

Learning and organization development

Trust

Philanthropy

Architecture, Engineering & Construction

Employee impact at work

Privacy and data security

Design & Manufacturing

Diversity and belonging

Ethics and complianceMedia & Entertainment

Partner with customers

Human rights

Energy & Materials

Advance industries

Education

Suppliers and business partners

Improve our operations

Catalyze innovation

Industry trends

Public policy

Driving net-zero carbon emissions

Accelerate collaboration

Architecture, Engineering & Construction

Our carbon footprint

Shape policies

Design & Manufacturing

AppendixPartner with customers

Media & Entertainment

Architecture, Engineering & Construction

Advance industries

Design & Manufacturing

Catalyze innovation

Data summary

Media & Entertainment

Accelerate collaboration

Sustainability-enabling solutions

Advance industries

Shape policies

United Nations Global Compact index

Impact strategy assessments

Catalyze innovation

United Nations Sustainable Development Goals index

Accelerate collaboration

Sustainability Accounting Standards Board index

Shape policies

Endnotes

Performance data included in this report is based on the Autodesk fiscal year when noted, and the calendar year otherwise. The Autodesk 2022 fiscal year ran from February 1, 2021, through January 31, 2022.
Performance data covers Autodesk’s global operations, unless otherwise stated. In some cases, segments in tables do not add up to the total due to rounding. Dashes indicate where data was unavailable. All dollar amounts listed are in USD.

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FY22 IMPACT REPORT

Overview

A message from our President and CEO
FY22 highlights
Our company
Our impact strategy
A message from our President and CEO
FY22 highlights
Our company
Our impact strategy
Philanthropy

Philanthropy

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FY22 IMPACT REPORT

A message from our President and CEO
Autodesk’s journey began in 1982, with a group of young
technologists working to democratize CAD tools–theybelieved that a proliferation of design technology would
be good for industries, and for society overall.
We’ve come a long way in the last 40 years, while maintaining
the same core values. Technology, deployed appropriately,
can help to solve some of our most challenging global issues:
to measure, manage, and reduce greenhouse gas emissions,to improve global health and resilience, and to provide skills
and opportunities for those seeking to advance their careers.
This work is more important than ever. As we look to thelong term, climate change and labor market inequities
demand increasingly bold and urgent action. And in the nearterm, global conflict, high inflation, prolonged supply chain
disruptions, and increasingly distributed workforces have
immediate economic and social implications. We acknowledge
the magnitude and importance of this moment. I believe thevolatility around the globe requires that we get back to basics—
leaning into our communities, recognizing the importanceof resilience, and driving toward positive societal outcomes.
Last year we unveiled our impact strategy. While we have madesubstantial progress, much work remains to be done. We havemultiple levers to drive progress across important environmental,social, and governance issues: how we manage our own business
operations, the solutions we provide to our customers, andour collective efforts to accelerate industry transformation.

This report outlines our approach and performance across theseinterconnected areas. Each builds on the former. Measuring andmanaging our own impacts better equips us to help our customers
do the same. And deploying outcomes-based solutions for ourcustomers supports broader industry transition to the sustainable,
resilient, and inclusive future we collectively aim to achieve.
We recognize the importance of improving our operations todemonstrate our commitment to sustainability and help enable
a low-carbon, inclusive future. Our Carbon Fund underpins
Autodesk’s work to deliver on our net-zero and renewable energy
commitments, and we recently doubled our internal price on
carbon to align with market pricing. We also continue to drive
progress toward our three-year diversity and belonging
strategic goals. To support our efforts, we have strengthened
our governance and accountability across the expanding
range of ESG issues.
As we deepen our partnership with customers, we are empowering
them to create solutions, connect their data, and accelerate
the outcomes that matter to them. This helps them address
the unprecedented demand for net-zero buildings, resilient
infrastructure, and waste reduction for consumer packaged
goods—just to name a few. Last year, we further enhanced ourplatform capabilities to help our customers scale their positive
impact. We released microclimate analysis tools, digital twin
solutions, and new features to improve efficiency in building
design and construction; and we introduced new factory
efficiency solutions for manufacturing. We’ve also expanded

our portfolio of water management solutions. These
capabilities help our customers mitigate risk and respondto unprecedented demand for sustainable solutions.
By investing in technologies that enable dramatic changes inour customers’ processes, we can help transform the industries
we serve. Through the convergence of design and make, theintegration of adjacent industry verticals, and the expansionof our partner and developer ecosystem, we enable insightsthat empower customers to reduce carbon emissions, wateruse, and waste. Through our certification programs and policy
efforts we strive to support more inclusive opportunities in
the industries we serve, and we advocate for broader impact
through the global institutions with which we engage.
I’m grateful to our customers, employees, and investors fortheir support of this work, and I welcome continued collaborationon this journey. By staying true to our values, investing in our
broader community, and focusing relentlessly on the outcomes
we seek, I believe we will fulfill our vision of a better world,
designed and made for all.
Sincerely,

Andrew Anagnost
President and Chief Executive Officer

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FY22 IMPACT REPORTFY22 highlights

Neutralized
GHG emissions
across our operations and entire value chain,for the second year in a row$1 billion
sustainability
bond

50

%

women on Autodesk’s Board of Directors
and 45% women on executive team

18.5 million$

in philanthropic funding made by
Autodesk and the Autodesk Foundation

offering, to further align financial
and impact strategies

Internal priceon carbon
increased from $10 to $20 per metric ton

SBTivalidation

19.0

%

Sustainabilityenabling
solutionsintroduced and enhanced to improve efficiency inbuilding design and construction as well as factory
efficiency in manufacturing37

reduction achieved in Scope 1 and Scope 2
GHG emissions (compared to FY20)

41.3 million$

in Autodesk product donations

23,100employee volunteer hours, including 5,400
Pro Bono Consulting volunteer hoursof GHG emissions reduction targets%

increase in the number of women intech roles globally through FY22
(compared to the beginning of FY22)

Expanded portfolioof water management
solutionswith the acquisition of Innovyze®, a global leader
in water infrastructure software$2.9 million
in employee giving

1.4 million+

metric tons CO2e of GHG emissions reducedby the Autodesk Foundation's global portfolio

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FY22 IMPACT REPORTOur company

A better world
designed andmade for all
Every day, innovators the world over use
Autodesk technology to solve challenges, big
and small. Our technology spans many industries,
from architecture, engineering, and construction,
to manufacturing, to media and entertainment.
From greener buildings to cleaner cars, smarter
factories to bigger blockbusters, Autodesk
technology is used by millions of people to design
and make millions of things that impact billionsof lives.
At Autodesk, sustainability is about making
that impact positive.
Digitization increases our customers’ opportunity
to unlock the value of their data and create
solutions that accelerate their digitaltransformation. Solutions that connect theirdata, their teams, and their entire ecosystems.
This enables them to generate new ideas,
explore more options, and accelerate better
outcomes–so together we can transform
how things are designed, made, and operated.

Autodesk is a global leader in 3D design, engineering, andentertainment software and services, offering customers productive
business solutions through powerful technology products and services.

This means creating technology to enable energy
and material productivity. It means offeringsolutions to support the creation of healthier,more resilient places, products, and systems.
It means advancing equitable access to jobs in
our industries–and facilitating the acquisitionof in-demand skills for the future. It means
providing grants, software, and training toearly-stage innovation that helps lead thetransformation of our industries.
All this begins by being a better businessourselves. When we improve the impact of ourown operations, we gain the knowledge andcredibility to help our customers improve theirs.
And by building a culture of belonging where
all employees have equitable opportunities
to succeed and contribute, together we thrive.
This is our opportunity and this is our time.
Together, we can design and make a betterworld for all.

Architecture, Engineering & Construction
Our architecture, engineering, and construction products improve the way building,infrastructure, and industrial projects are designed, built, and operated.

Design & Manufacturing
Our product development and manufacturing software provides manufacturers withcomprehensive digital design, engineering, manufacturing, and production solutions.

Media & Entertainment
Our digital media and entertainment products provide tools for digital sculpting,modeling, animation, effects, rendering, and compositing for design visualization,
visual effects, and games production.

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How we create impact
Improve our operations
Advance sustainable business practices, set the standard in
our culture, governance, and operations, and align and activate
diverse employees to make a positive impact at work

Partner with customers
Empower customers to harness data, automation, andinsights to improve the impact of design and make decisions–advancing a more sustainable, resilient, and equitable world

Advance industries
Accelerate industry transformation through cross-sector
collaboration, policy advocacy, and by catalyzing innovation
between and beyond our industries

Impact opportunity areas

it y

&

M
at

al

er

s

W

i

Accelerate the design and make of places and productsthat are safer, healthier, and more resilient. Encompasses
key aspects related to safety, health, well-being, resilience,
and adaptation.

rg y

Health & Resilienceper

Energy & Materials
Enable better energy and material choices, reducing carbon
emissions and waste. Encompasses key aspects related toenergy, materials, waste, and supply chain.

Learn more about how we drive progress toward the
UN Sustainable Development Goals.

FY22 IMPACT REPORTEn e

Learn about assessments that inform our impact strategy.

APPENDIXos

We focus our efforts to advance positive outcomes acrossthree primary areas. These impact opportunity areas arederived from the UN Sustainable Development Goals andhave been focused through a multipronged process toalign the top needs of our stakeholders, the important
issues of our business, and the areas we are best placedto accelerate positive impact at scale.

GOVERNANCE

Pr

Progress demands that we work within
our business, in partnership with ourcustomers, and across our industries toadvance a more sustainable, resilient,and equitable world.

WORK & PROSPERITY&

Our
impactstrategy

HEALTH & RESILIENCEk

ENERGY & MATERIALSorOVERVIEWWork & Prosperity
Facilitate the acquisition of in-demand skills and lifelong
learning to meet the workforce needs of our industries.
Encompasses key aspects related to diversity, inclusion,
mindset, skills, and learning.

H eal

th & Resilience07

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Impact governance

Company-wide launch

We are operationalizing and integrating our impact strategy acrossour business. This begins with deepening and expanding how
we govern impact. Our Board of Directors provides oversight ofenvironmental, social, and governance (ESG) issues overall at
Autodesk. In 2022, our Board of Directors Corporate Governanceand Nominating Committee and Compensation and Human
Resources Committee began assisting the Board with suchoversight in the areas defined in their charters. See Corporate
governance. Also beginning in 2022, Autodesk’s ESG Steering
Committee—composed of leaders from Finance, Legal, Human
Resources, and Impact—convenes quarterly to review andprioritize issues relevant to the company’s ESG strategy.
See Company strategy and Accountability.

During 2021, we introduced employees across Autodesk to ourimpact strategy, reinforcing our company vision of a better world
designed and made for all, strengthening our culture of impact,
and inspiring employees to play a role in realizing our strategy.
By aligning, inspiring, and activating Autodesk employees to bring
impact into their work, we can accelerate progress.

Sustainability financing
To drive investments in innovative projects to advance sustainableoutcomes in our industries, we are further aligning our impact
strategy with our financial strategy. In October 2021, we issued
our first sustainability bond offering totaling $1 billion. We areapplying proceeds to fund projects in a broad range of areas,such as eco-efficient products, production technologies, andprocesses; sustainable water and wastewater management;
renewable energy and energy efficiency; and socioeconomic
advancement and empowerment. To expand the benefits associatedwith processing the offering, we brought in three diverse banks—
including one veteran-owned, one Black-owned, and one Black
woman–owned/managed—as partners in our bond deal working
alongside top multinational banks. Later in 2022, we will publish
a Sustainability Bond Impact Report, describing use of proceeds
and expected and/or realized impacts, when feasible. Learn more
about our Sustainability Financing Framework.
During 2021, we also refinanced an Autodesk line of credit andtied it to our corporate sustainability targets of reducing carbon
emissions and increasing women in tech. If we meet those targets,
we are charged slightly lower rates. The Autodesk Carbon Fundis another key aspect of our approach. Through an internal priceon carbon, which capitalizes the Fund, we invest in our efficiency
and decarbonization targets as well as renewable energy andcertified carbon offset and removal projects.

Impact measurement and management
For more than 10 years, we have publicly reported metrics that
demonstrate our progress and impact, such as greenhouse gas(GHG) emissions, energy use, employee demographics, andphilanthropic investments. We have set and made progress against
goals related to our carbon footprint and diversity and belonging.
As a software company, however, our biggest opportunity to create
impact at scale is by enabling our customers to harness data andgenerate insights to improve design and make decisions.
Although these activities are complex, multidimensional, andoutside of our direct control, we know that making and managing
progress in these areas, and helping customers do the same,requires measurement. We are working to develop meaningful
metrics to push our business, support our customers, andadvance the industry.
The Autodesk Foundation has gained important insights into thecomplexity of opportunities presented by impact measurement.
As we advance and scale Autodesk’s impact strategy, we continue
to apply these learnings to better enable customers to measureand manage impact—and drive collective progress in our markets
and industries overall.

Moving forward
We have only begun to capitalize on the broad potential of
integrating our impact strategy into our business. In the coming
years, we will continue expanding our governance frameworks,
refining our operating model, improving metrics and management,
and driving accountability throughout the company. This will
enable us to better meet growing stakeholder expectations andmanage rapidly evolving risks while unlocking tremendous
opportunities for Autodesk and our customers.

APPENDIX

FY22 IMPACT REPORT“We act in service of our key
stakeholders to address our largest
opportunities and most importantrisks through strong corporate
governance, an independent board,and a longstanding commitment
to ESG management and reporting.
By addressing the needs of ourcustomers, employees, andcommunities, we also create value
for our shareholders.”
Stacy J. Smith

Non-Executive Chairman of the Board of Directors, Autodesk

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FY22 IMPACT REPORT

Philanthropy
Autodesk engages in philanthropy through multiple avenues,
driving progress toward a more sustainable, more equitable world.
Funding

9.7$

millionin strategic philanthropy deployedby the Autodesk Foundation* during
fiscal year 2022 to a portfolio of
45 nonprofits and startups globally(see right)

8.8$

million†in charitable contributions,
including $5.9 million by Autodesk,$2.7 million Autodesk Foundation
match of employee giving, and$0.3 million Autodesk Foundation
contributions for crisis responseof students and educators used
Autodesk software at no charge
to learn design and make skills(see Education)

The Autodesk Foundation supports innovative solutions to the world’s
most pressing social and environmental challenges. Through our
deployment of catalytic capital, we help de-risk innovations that aretransforming industries to be more sustainable, equitable, and resilient.
The Autodesk Foundation combines financial capital with in-kindresources to catalyze and scale the next generation of innovations,
ranging from direct carbon capture to rapid shelter solutions.
Autodesk’s current goal is to donate 1% of its operating margin to the
Autodesk Foundation.

Capital committed to Autodesk Foundation portfolio, FY22$

9.7

million

39%

Energy & Materials

39%

Health & Resilience

22%

Work & Prosperity

See stories of how our portfolio of nonprofits and startups catalyze
innovation in the areas of Energy & Materials, Health & Resilience,and Work & Prosperity.

Autodesk Foundation portfolio impact

Technology

Millions

The Autodesk Foundation: strategic philanthropy de-risking innovation

41.3

$

millionin Autodesk software donatedto more than 2,600 nonprofitsand startups worldwide

Talent1.3$

millionin employee volunteer hours,
including Pro Bono Consulting
volunteer hours‡

See the Employee impact at work section
for more information.

In fiscal year 2022, the Autodesk Foundation’s global portfolio achieved the following:

1.4

29

metric tons CO2e of GHG
emissions reduced

individuals reached withresilient solutions in housing
and infrastructure, energy access,agricultural productivity, andworkforce development(cumulative since fiscal year 2020)

million+million+

14,900+people placed in new or
improved jobs, including 13,400(90%) with an annual income
increase of $5,000 or more

See detailed performance metrics in the
Data summary.

These impact metrics rely on data aggregated and sourced from financial reports, annual reports, organizational key performanceindicators, and self‑reported data from the Autodesk Foundation portfolio.

* The Autodesk Foundation funds its portfolio through a donor advised fund (DAF).
† This total does not equal the sum of the parts due to rounding.
‡ Value of volunteer hours aligns with annual valuation from Independent Sector ($28.54
per hour was indexed in 2021). Value of employee Pro Bono Consulting volunteer hours(also included in this total) is based on hourly rates for various skills cited by CECP.

Learn more about the Autodesk Foundation’s approach to impact measurement
and management and how our approach has evolved.

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FY22 IMPACT REPORTEnergy &Materials
Demands for more and cleaner resources
grow as the global population andstandards of living continue to increase.
We envision a low-carbon future withminimal pollution and waste, whererenewable energy powers our world andmaterials maintain value while cycling
through a circular economy. Autodesk
remains steadfast in our commitment
to advance sustainable business practices
toward net-zero carbon emissions. We
have an even more crucial role to play inequipping our customers and other
innovators to better understand the impact
of design and make decisions on energy
and materials use in the context of otherobjectives, enabling them to make choicesthat benefit their companies and the world.

Image courtesy of PIX Moving

Improve our operations
Driving net-zero carbon emissions
Our carbon footprint
Partner with customers
Architecture, Engineering & Construction
Design & Manufacturing
Media & Entertainment
Advance industries
Catalyze innovation
Accelerate collaboration
Shape policies
Image courtesy of Botswana Innovation Hub - SHoP Architects

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FY22 IMPACT REPORT

Improve our operations

Targets

Driving net‑zerocarbon emissions

Net‑zero carbon

Autodesk continues to strive for excellence in embedding
sustainability throughout our business. This reduces our own impact
while enabling us to thoughtfully engage with our customers andpartners on their own sustainability journeys. For the second year
in a row, we neutralized our GHG emissions across our operations
and entire value chain, through the deployment of the Autodesk
Carbon Fund.

100

Autodesk first committed to achieving net-zero carbon across Scopes 1, 2, and 3 on anannual basis beginning in fiscal year 2021. Since setting this target, definitions of netzero have converged; most notably illustrated by the release of the Science Based Targets
initiative’s (SBTi) Corporate Net-Zero Standard in October 2021. We welcome this increased
rigor and standardization.

Achieved and ongoing

Our net-zero carbon target is a journey guided by:● Climate targets grounded in the latest science and aligned to a 1.5˚C climate trajectory● Prioritization of internal investments and activities that decarbonize our operations
and those of our suppliers● A commitment to neutralize and compensate for all remaining Scope 1, 2, and 3 emissions
on an annual basis through the purchase of high-impact carbon avoidance and removal
offsets, as well as renewable energy certificates.
The SBTi validated our GHG emissions reduction targets in fiscal year 2022 and determinedthat our fiscal year 2031 Scope 1 and 2 target is aligned with the 1.5˚C trajectory.
Our Environmental Policy underpins the company’s efforts in our own operations and with
our products and services.
* Since setting this target in 2020, definitions of net-zero carbon have increasingly
standardized. We continue to align our activities with best practice.
† To estimate home office energy consumption, we follow the Work from Home methodology“No Survey” approach that was developed by Anthesis.
‡ This target covers all of Autodesk’s Scope 3 emissions, expanding on the categories included
in our SBTi-validated Scope 3 emissions target.
§ This reduction was largely due to a 93% decrease in GHG emissions from business travel
and employee commuting as a result of COVID-19 travel restrictions. We anticipate anincrease in business travel-related and overall Scope 3 GHG emissions in the coming years.

Ongoing commitments
Report climate change informationin mainstream financial reports*

emissions for Scopes 1, 2, and 3 annually, beginning fiscal year 2021

See Autodesk FY2022 Annual Report

Achieved and ongoing%

renewable energy powering ourfacilities, cloud services, andemployee work from home byfiscal year 2021†

50%

reduction in Scope 1 and Scope 2
GHG emissions by fiscal year 2031,
compared to fiscal year 2020

Integrate sustainable design
capabilities into our products
and services
Learn more

SBTi validated

SBTi validated

26.5

%

of suppliers for purchased goods
and services and business travel, by
emissions, will have science-basedtargets by fiscal year 2027

37% reduction achieved

25%

minimum reduction in Scope 3
GHG emissions per dollar ofgross profit by fiscal year 2031,
compared to fiscal year 2020‡

SBTi validated

15% achieved

Conduct responsible corporate
engagement in climate change policy
Learn more

Engage our top suppliers to
set greenhouse gas emissions
reduction targets

67% reduction achieved§

Autodesk achieved an A- rating in its 2021 CDP submission.
See our most recent CDP Climate Change disclosure for moredetail about governance, strategy, risk management, andperformance in this area.

Use an internal price on carbon

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Autodesk
Carbon Fund
The Autodesk Carbon Fund enables us to invest in our efficiency
and decarbonization targets and continue to neutralize allremaining emissions each year with investments in renewableenergy and certified carbon offset and removal projects.
The fund is created by applying our internal price on carbon across our Scope 1, 2, and 3
emissions. Moving into fiscal year 2023, we increased our internal price on carbon to $20
per metric ton, from $10 per metric ton in fiscal year 2022. This increase will enable us
to realize new emission reduction initiatives within our operations and value chain, andreinforces our commitment to carbon neutrality amidst the increasing costs of certified
renewable energy certificates and high-quality carbon offsets.

Investment priorities
Our four Autodesk Carbon Fund investment areas are ranked by priority, but each one iscritical to achieving net‑zero carbon.

Efficiency
Investing in efficiency projects across our business and value chain improves our
performance while reducing costs and managing the overall growth of our GHG footprint.
Prioritizing efficiency enables us to eliminate emissions from our footprint and decreases
the need to invest in renewable energy credits and offsets.
Learn more

Renewable energy projects● Co‑benefits

We are committed to using 100% renewable energy in our operations. Since fiscal year 2016,
we have continued to meet our RE100 commitment and purchased 94,800 MWh ofrenewable energy in fiscal year 2022. In addition to sourcing 100% renewable energy for our
workplaces and cloud in fiscal year 2022 (as in fiscal year 2021), we purchased renewableenergy credits for all employees working from home, which was especially important during
the COVID-19 pandemic. We also installed solar panels on the roof of our Kilsyth, Australia,
facility, expanding the rooftop solar system to 99.7 kW, which will reduce GHG emissions
at that location by an estimated 45 metric tons of CO2e annually.

● Business relevance

Carbon leadership and engagement

Through the Autodesk Carbon Fund, during fiscal year 2022 we continued to invest in
projects that align with Autodesk’s impact opportunity areas. Our investments aspireto balance our commitment to decarbonizing our operations with driving sustainable
solutions across industries. We assess investment opportunities based on:● Carbon reductions● Scalability● Climate equity

FY23

$20
FY22

$10

Autodesk engages with industry peers, advisors, and partners working to scaledecarbonization solutions. We access specialized sustainability expertise and joinindustry groups to exchange knowledge and best practices in decarbonization.

Carbon offsets and removal projects

Internal
carbon priceper metric ton

We support carbon offset and removal projects to address any GHG emissions that remain
after making the investments above, while also delivering positive outcomes in alignment
with our broader impact opportunity areas. During fiscal year 2022, we provided climate
finance to six projects that offset 103,000 metric tons of CO2e emissions. With purchasesof carbon offsets from NicaForest Restoration (Nicaragua) and Isla Bosque (Costa Rica),
we expanded our support for nature-based carbon removal solutions. We also continued
our support for rainforest protection in Sierra Leone, the distribution of efficient cookstoves
and water purification solutions in Kenya, and a water boreholes project improving
access to clean water in multiple countries throughout Sub-Saharan Africa.

Imge courtesy of NicaForest/Isla Bosque

NicaForest Restoration
The NicaForest project team prepares teak saplings. The project intends toestablish nearly 500 hectares of sustainably managed teak forest plantations.
Learn more

Imge courtesy of NicaForest/Isla Bosque

Isla Bosque
The Isla Bosque project will reforest over 800 hectares of previously
degraded agricultural lands throughout Costa Rica with an additional
1,000 hectares planned for 2022.
Learn more

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Improve our operations

Our carbon
footprint

Total in FY22

103,000

Procurement
We strive to embed sustainability into our purchasing practices,from our events and IT equipment to vendors and office supplies
such as paper. Since fiscal year 2021, we have partnered with CDP
to engage our suppliers and enhance collaboration and disclosure.
During fiscal year 2022, we asked 89 of our top suppliers (by GHG
emissions) to report information about climate-related programsand GHG emissions to CDP and had a 58% response rate. Throughfiscal year 2022, 18 of our top suppliers (by GHG emissions) set
science-based GHG emissions reduction targets.

88%

Procurement

4%

Business travel4%

Employee commuting and remote work

2%

Cloud and data centers

2%

Workplaces0%

Major conferences

metric tons CO2e

Learn more about our expanded Partner Code of Conductand our programs with suppliers and business partners.

Business travel

Employee commuting and remote work

Cloud and data centers

Workplaces

We seek to reduce business travel–related GHG emissions bypromoting virtual/hybrid meetings, educating employees andpartners, implementing a green rating system for hotels, andincorporating sustainability expectations into our standard
meeting contracts. To help advance sustainable air travel, during2021 we joined the United Airlines Eco-Skies Alliance, which
supports the increased use of sustainable aviation fuel throughmember contributions. Employees have visibility into estimatedGHG emissions for each flight segment purchased through ouronline booking system, enabling more informed decisions about
air travel. We are also working to decarbonize our fleet using
hybrid and electric leased vehicles, and we are on target to convert
at least 80% of our leased vehicles to hybrid or electric by theend of 2023. Emissions from business travel were 95% lower thanin fiscal year 2020 (the year before the pandemic), largely due
to COVID‑19 travel restrictions.1

To account for the impact of remote workers, in fiscal year 2022
(similar to fiscal year 2021) we included GHG emissions associatedwith home office energy consumption in our footprint (as a partof the employee commuting category based on the GHG Protocol)
and purchased corresponding amounts of additional renewableenergy and carbon offsets.1,2 We plan to continue this practice
moving forward.

Over the past three years, we have shifted more of our data
centers from Autodesk facilities to cloud infrastructure providers,increasing efficiency due to higher infrastructure capacity
utilization. In addition, we strive to minimize data center energy
use through server virtualization and selection of efficientequipment that meets respected industry standards and bystreamlining our code.

Major conferences

We source 100% renewable energy for our cloud services and data
centers, and our cloud services have been carbon neutral since fiscal
year 2016. These efforts help us provide customers with a faster,
more reliable experience with reduced environmental impacts.1

We assess our facilities’ environmental operating practices
related to energy use and other impact areas, and we work tocontinuously review and make sustainability improvements.
We use our operations as test cases to help refine the functionalityof our solutions, improve our environmental performance, andshowcase how customers can use our solutions to meet theirsustainability objectives. Due to the pandemic and workplaceclosures, emissions in this category were 37% lower in fiscal year
2022 than in fiscal year 2020 (the year before the pandemic).
Our offices have been powered by 100% renewable energy since
fiscal year 2016.

Autodesk University and One Team Conference (our annual channel
partner and sales summit) are both carbon neutral, including theevents, attendee travel, and GHG emissions related to virtual
participation.3 We achieve this by enhancing efficiency, providing
virtual attendance options, reducing waste, and purchasing
carbon offsets.1 In fiscal year 2022, all of our conferences were held
virtually due to COVID-19 travel restrictions.

See detailed performance metrics in the Data summary.

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APPENDIX

Partner with customers

Architecture,Engineering &Construction
The buildings sector represents 38% of energyand process-related GHG emissions globally:
28% from operational energy consumption and
10% from the buildings construction industry.4
Reducing operational energy consumption in new and existingbuildings remains a high priority for Autodesk and many of
our customers. Tackling the embodied carbon in infrastructure
and building materials also offers great potential for near-term
improvement, since building materials will account for about
half of the climate impacts of projected new building construction
between 2020 and 2050.5 Reducing the impacts of construction
is essential, since that industry consumes more than half of all
extracted raw materials.6
Global demographic trends compound the urgency of reducing
these impacts. As the world population continues to urbanize overthe next 30 years, the construction industry will need to build
an average of 13,000 buildings every day7 and 700,000 miles ofroad per year.8 Industry demand will continue to rise for solutions
that enable architects, engineers, and contractors to support this
rapid growth more sustainably by improving energy and materials
productivity while managing embodied carbon thoughtfully.

Our customers are increasingly working to
make net-zero energy buildings, reduce
embodied carbon, decrease construction waste,
and develop smart and sustainable cities.
To achieve carbon neutrality by 2050, all new buildings and 20%of the existing building stock would need to be zero-carbon-readyas soon as 2030. This goal requires spending to triple by 2030
relative to the last half-decade averages.9
Our customers are increasingly working to make net-zero energy
buildings, reduce embodied carbon, decrease construction waste,
and develop smart and sustainable cities. Globally, commitment
to increasing green building efforts remains strong: 28% of CEOsin the construction industry planned to do the majority of theirprojects green in 2021, and 42% plan to do so in the future.10
The business case for building green is compelling: The average
reduction in operating costs in the first year for new green
buildings is 10.5%, and average five-year operating cost savings
is 16.9%; green renovations and retrofits have an even stronger
performance at 11.5% and 17% average reductions. Owners reportthat new green buildings and renovation/retrofit projects increasebuilding asset value by more than 9%.11
Providing automation tools to support these objectives affordably
and at scale is central to our sustainability efforts. The Autodesk®
Architecture, Engineering & Construction (AEC) Collection and
Autodesk Construction Cloud® help enable customers to achievethese outcomes.

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We support customers
with tools that tackle thetotal carbon impactsof the building lifecycle.

GOVERNANCE

APPENDIX

Total carbon management

Operations

We support customers with tools that tackle the total carbon
impacts of the building lifecycle. The Embodied Carbon inConstruction Calculator (EC3), built by Building Transparency andincubated at the Carbon Leadership Forum with input and support
from nearly 50 industry partners and Autodesk, helps customers
choose carbon-smart materials that have lower embodied carbon.
The EC3 app easily transfers information between publicly available
datasheets and Autodesk Construction Cloud, so comparisons canbe done in minutes by general practitioners. The EC3 database isexpanding—currently comprising 18,000 registered users from 71
countries—with the goal of including all embodied carbon impact
stages for use in whole life carbon accounting.

Autodesk Tandem™ software, commercially available since July
2021, extends the value of BIM to operations. The BIM data createdthroughout a project’s lifecycle is used to create a digital twinof the physical asset that AEC firms can hand over to building
owners and operators. The easily accessible, contextual, andinsightful data owners receive makes for ready-to-go operations.
This can support improved maintenance and enable teams tooperate at their highest performance. Autodesk Tandem and digital
twins are part of the broader digital transformation, where every
system becomes increasingly connected as data is generated.
Last year, Autodesk became a Founding Member of the Digital
Twin Consortium, an organization collaborating on digital twin
best practices and standards.

To address carbon associated with building operations, Autodesk®
Insight technology aims to empower architects and engineers todesign more energy-efficient buildings with advanced simulationengines and building performance analysis data integrated in
Autodesk® Revit® software. By combining design data in acloud-based environment, design teams can visualize trade-offs
with high accuracy.
HVAC systems are often the single largest contributor to building
energy use, so right‑sizing HVAC systems is essential, and saves
upfront costs, lowers energy consumption, and reduces carbon
emissions. In addition to integrated modeling and systems
analysis, Revit software provides an output report that automaticallyequips engineers with HVAC system sizing and selection datathat can be customized for specific requirements.
In 2021, we began pilot testing an application of machine learning(ML) that harnesses the power of generative design and artificial
intelligence (AI) to make building energy analysis faster and easier.
This research prototype uses large datasets of building models
to predict energy performance and enables users to quickly
identify options that are optimized for energy performance. Our
initial experimentation has shown that always‑on, real‑timeenergy analysis is within reach.

Image courtesy of Lara Swimmer

FY22 IMPACT REPORT

Learn more

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APPENDIX

Integrated environmental analysis

Adaptive reuse

Sustainable infrastructureSpacemaker®, an Autodesk product, uses cloud-based AI andgenerative design to reinvent early-stage site planning anddesign for architects and real estate developers. Spacemakerenhances users' ability to perform feasibility studies and optimizesite plans, and enables them to quickly make smart choicesaround daylight, noise, sun, and wind from the start. This leads
to more sustainable urban development that considers thewell-being and comfort of urban residents, as well as how to
reduce environmental impact and increase climate resilience.

In some cases, the lowest impact building is one that has alreadybeen built. Making the most of existing structures throughadaptive reuse avoids demolition waste and reduces procurementof new material, greatly lowering a project’s embodied carbon
compared to building new structures. Complementing thesesavings, the building envelope and mechanical systems can be
upgraded to benefit from the latest technologies. This approach
will be essential to decreasing overall GHG emissions associatedwith buildings to levels required to meet climate change targets.

More efficient road network systems have the potential to reduceenergy consumption, local pollutant emissions, delays, and traffic
congestion, while improving safety.

In October 2021, Spacemaker introduced microclimate analysis,a new tool that combines wind and sun analyses with local
weather data to help mitigate the urban heat island effect—a phenomenon in which the built environment in cities, such asconcentrated buildings, plazas, and other surfaces, absorb andretain heat throughout the day. Spacemaker also recently
released its solar panel analysis, which estimates the amount ofenergy that rooftop solar arrays can produce per year, and helps
architects and developers generate their sustainability strategies
earlier and more accurately. Urban heat islands contribute torising daytime temperatures, reduced nighttime cooling, and poorer
air quality. Not only do they prompt an increase in air conditioning
usage that drives up energy consumption and thus carbon
emissions, they can also lead to an increase in illness and heat
related deaths. With microclimate analysis, architects and developers
can quickly, easily, and accurately evaluate the thermal comfortof outdoor spaces, detect problematic areas, and simulate more
efficient and sustainable options to consider before major design
decisions are locked in.
Spacemaker is also exploring new analyses in the sustainability
realm, including total carbon management and stormwater,which—along with the existing solar panel, operational energy,
and microclimate analyses—will be critical in the quest tolower the environmental impact of cities and make them moreclimate resilient.
Learn more

Learn more

Lean construction
Lean construction, enabled by Autodesk Construction Cloud,supports higher-quality, more-efficient construction projects
by helping general contractors, subcontractors, and owners to
optimize workflows. When tradespeople are empowered tomake decisions that affect the project schedule, bottlenecks are
avoided, waste is reduced, and projects proceed more smoothly.
Projects that use lean practices are three times more likely tobe ahead of schedule and twice as likely to be under budget.12
Contractors in the United States, UK, and France who use leanplanning practices saw a 52% reduction in rework,13 and adoptionof lean construction practices is quickly expanding worldwide.

Autodesk products help customers understand and reduce
environmental impacts associated with roadways andtransportation infrastructure. Using the integrated multimodal
Mobility Simulation engine for Autodesk® InfraWorks®, designers
can create animated simulations of transit, parking, personal, and/or
taxi-mode modeling. Metrics such as person-hours traveled,person-kilometers traveled, multimodal level of service calculations,and economic and environmental assessments help planners
understand the relative impacts of different scenarios. This supports
the development of more efficient road network systems, whichhave the potential to reduce energy consumption, local pollutant
emissions, delays, and traffic congestion, and improve safety.
Autodesk Grading Optimization in Autodesk® Civil 3D® software
is an interactive tool that facilitates grading design of various
land areas such as sites, road interchanges, and around structures,
helping designers achieve an optimal grading plan that minimizes
material waste and reduces cost by optimizing the movementof dirt.
See a summary of Autodesk Architecture, Engineering & Construction
solutions that enable sustainable design.

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FY22 IMPACT REPORT

Matta Sur

Lake|Flato Architects

Chile's Matta Sur Complex links a 19th-century school building
to a new medical facility, bringing the past into the future
through adaptive reuse.

Every design has an
impact. Total carbon
management helps
make it a positive one.

Learn more

Image courtesy of luis vidal+ architects

Fjord City

Lake|Flato Architects, a leader in sustainable architecture
design in the United States, has received 13 AIA COTE awards forsustainable design excellence—more than any other architect.
The firm is driven by the goal of total carbon management andmaking the best decisions possible for the design itself andimpact on the climate.

Fjord City brings unique design to sustainable developmentin Norway and sets a new standard for urban regeneration.
Learn more

Image courtesy of Oscar
Daniel Rangel/Unsplash

To manage operational carbon, Lake|Flato uses Autodesk Insight
software for high-performance building design. Insight enables
Lake|Flato to quickly, easily, and accurately model the impacts ofdesign decisions on the overall energy consumption of each project.
Tally—the first lifecycle assessment app to calculate theenvironmental impacts of building material selections directly ina Revit model—is another key tool in Lake|Flato’s arsenal formeasuring and managing embodied carbon. The list of materials
and quantities generated in Tally imports directly into the EC3tool, fostering a more efficient workflow that optimizes bothtools’ capabilities.

SK ecoplant
The Paju fuel cell plant in South Korea offers green, efficient
power to a rural area and serves as a model for future projects.
Learn more

Located in the heart of downtown Austin, Lake|Flato’s recent
Hotel Magdalena project is the first mass timber boutique
hotel constructed in North America and demonstrates the total
carbon benefits of this approach compared to more conventional
construction. According to Lake|Flato, “Results indicate that when
including biogenic carbon, switching to a mass timber structural
system can provide a tremendous carbon reduction, ranging

Image courtesy of SK ecoplant

afterFIT Japan
In Japan, solar power innovator afterFIT is realizing
low-carbon goals using drones, 3D design, and simulation.

from 38% to 58% depending on how much mass timber is replacing
concrete or steel. When biogenic is not included, the carbon
reduction ranges from 7% to 17%.”

Learn more

Learn more

Image courtesy of Casey Dunn

Image courtesy of afterFIT

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Partner with customers

Design &Manufacturing
Approximately 19% of global greenhouse gas
emissions are from the manufacturing industry,14
and by 2050 the growth in population andassociated demand for consumer goods will
require at least twice the energy15 and materials16
currently used.
Materials use is a key environmental impact driver in productdesign and manufacturing. Reducing materials use and waste(through lightweighting and additive manufacturing) andusing lower impact and more sustainable materials (such as
recycled and renewable content) are important objectives
for many of our customers. Developing more circular productdesigns—through design for upgradability, repairability, reuse,disassembly, and recycling—as well as transitioning to productas-a-service and other more circular business models allows
companies to gain more value from materials and strengthen
relationships with customers.
To comply with materials regulations worldwide, such as the
Restriction of Hazardous Substances (RoHS) Directive andRegistration, Evaluation, Authorisation and Restriction ofChemicals (REACH) regulation in the European Union andlegislation related to conflict minerals in the United Statesand other locations, companies face increasing pressure toassess and document the materials used in their products,
and in some cases to ensure materials' traceability throughout
the supply chain.

Energy use is another pressing issue, during both manufacturing
and product use. By using approaches such as digital twins and
AI-assisted predictive maintenance, manufacturers can optimize
factory layout and operations. In sectors such as transportation,
automotive, and aerospace, designing lighter-weight products
utilizing generative design and other innovative technology can
reduce energy consumption of products in use.
These impacts and trends are driving manufacturers to commit tosustainable and circular outcomes in their work. In a new study
focused on the European Union, 73% of manufacturing companies
surveyed understand sustainability as a component of formal
strategic vision from a leadership approach.17 Manufacturing
companies that address these opportunities could see potential
revenue of $338 billion from new sustainable products andservices in the short to medium term.18
Based on internal research about the consumer packaged goods
industry, nearly 6 in 10 consumers surveyed are willing to change
their shopping habits to reduce environmental impact. They arealso demanding more transparency, with close to half (49% saying
they do not have the information to verify products’ sustainability
claims. And companies recognize the benefits derived fromsustainability initiatives, with 77% of those surveyed agreeingthat they drive an increase in consumer loyalty.19 Consumer goods
brands are looking for guidance on how to manage the complexityof this transformation, and consumers need to be assured thatcompanies are genuinely using the most innovative productdesignand manufacturing technology to achieve next-levelsustainability innovation.

Image courtesy of PIX Moving

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ENERGY & MATERIALSHEALTH & RESILIENCEThe Autodesk Product
Design & ManufacturingCollection and ourcloud platform support
sustainable design ina broad range of areas.

WORK & PROSPERITY

GOVERNANCE

APPENDIX

FY22 IMPACT REPORTGenerative design

Manufacturing

Simulation

Generative design is a design exploration process through which
designers or engineers input design goals into generative design
software, along with parameters such as performance or spatial
requirements, materials, manufacturing methods, and cost
constraints, and the software then produces a broad range ofpossible designs. Generative design capabilities in Autodesk®
Fusion 360® can inform part consolidation and material use
reductions. And as of October 2021, generative design can optimize
fluid paths—liquid and gas flow within assemblies. For example,
in the past, designs that required an optimized flow path had to
be manually altered in a time-consuming process. We recently
introduced a new feature set that automates this process—following existing generative design workflows for structuralcomponents—and implements a single fluid path geometrythat can be used in downstream design and simulation work.
By modeling fluid paths, innovators can address “pressure drop”
and design products and systems that create less resistance.
For example, reducing the overall pressure drop in a ventilation
system equates to less fan horsepower and a significant
reduction in energy consumption.

Utilizing automation to integrate product design and manufacturing
processes helps designers and engineers achieve productivity
boosts and deliver more sustainable products. New featuresin the Fusion 360 Nesting and Fabrication extension optimize
the process of laying out parts on a flat sheet of material in
preparation for cutting on a CNC machine, saving materials
use. Advanced Arrange controls automatically detect material
thickness and part quantity and generate setups, toolpaths,
and NC code directly within Fusion 360, helping to provide moregranular control. Autodesk can also support companies withproduct lifecycle management (PLM) software, helping them tounderstand, trace, and document materials use in their products.

The Fusion 360 Simulation Extension was introduced in early2022 to unlock key insights of product design performance andquality through mechanical, structural, and injection molding
analysis tools. We have updated the materials database for those
conducting injection molding simulation studies in Fusion 360,
adding new materials tested in our laboratories, updating existingmaterials, and deleting discontinued materials. The database
now includes more than 12,000 materials from over 500 suppliers.
The Injection Molding Simulation feature, new in 2021, provides
feedback on whether a part is feasible for injection molding, which
can increase part quality and reduce scrap. The new machinebuilder and simulation feature in Fusion 360 helps machinists
ensure that minimal restrictions and failures will occur during
manufacturing. Virtual reality (VR) and extended reality (ER)applications can help reduce the need for physical prototyping.
Users can now see Fusion 360 designs in augmented reality with
USDz file format. And in 2022, we introduced the Product Design
Extension for designers working on consumer electronics, witha set of design features that automatically chain the design–
make workflow together specific to the materials used.

Learn more

Additive manufacturing (3D printing)
Additive manufacturing has the potential to reduce materials
use compared to subtractive methods, since 3D printing frequently
uses only the materials needed. Fused Filament Fabrication
simulation in Fusion 360 saves materials by helping users to
predict and avoid common print failures. The Additive Build
Extension unlocks extra additive manufacturing technology tohelp users produce lighter, stronger, better-performing parts while
reducing materials use, waste, and cost. In 2021, we examined
additive infill patterns—which enable faster 3D printing with semihollow structures—and changed the default value for infill in
Fusion 360 to use the least amount of material and energy.
Learn more

Learn more

Factories
Autodesk’s integrated factory modeling solutions combine BIM
and digital factory planning to generate a digital representationof production facilities and equipment. Multidisciplinary projectcontributors can collaborate in this central, always-up-to-datemodel to plan, design, validate, build, and operate factories.
Creating an agile, innovative factory layout can minimize
downtime, increase energy and material efficiencies, and improve
communication and data insights. Manufacturers can reduceenergy use by up to 25% and increase productivity through smart
and connected manufacturing techniques.20 An integration
launched with ProModel in 2021 enables users to simulate factory
resource flows in an AutoCAD factory layout, helping reduce
waste and offering quantifiable results. ProModel’s new AutoCAD
Edition enables customers to simulate directly in Autodesk®
AutoCAD® and Inventor® software, and an Autodesk Forge®–based
3D viewer lets them easily view their factory flow.
Learn more

Learn more
See a summary of Autodesk Design & Manufacturing solutions
that enable sustainable design.

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FY22 IMPACT REPORT

Yuma Labs

EvolveYuma Labs produces sustainable
sunglasses and brings some of thebiggest names in street fashion into
its mission of closed-loop production.

Discovering
generative design
for CNC milling

Learn more

Image courtesy of Yuma Labs

Evolve specializes in engineering high-quality bespoke systems
and products, delivering cutting-edge solutions to the motor
sport, automotive, aerospace, medical, industrial equipment,
and clean technologies industries. Evolve has used Fusion 360
since 2016, but—like many companies—the team assumed
generative design was complicated, expensive, and best suited
for additive manufacturing.

HyImpulse
The German startup HyImpulse isworking on safe, sustainable spacetravel with its unique hybrid rocket
propulsion system.
Learn more

But recently they applied generative design to an electric
hypercar component and quickly realized the time and costsavings of designing with artificial intelligence and the easeof manufacturing parts on a CNC machine. With an electricvehicle, weight reduction is critical to hit performance and range
targets. For the component, Evolve also focused on strength,
performance, and stiffness. Most critically, it had to be optimized
for CNC milling.

Image courtesy of Hyimpulse

PIX Moving
Using AI and innovative methods likegenerative design, 3D printing, androbotics, PIX Moving is creating adecentralized, distributed, and userparticipatory way of manufacturing.

With these parameters in Fusion 360, the team could quickly
see different possibilities and choose their priorities for thecomponent. They ultimately selected their preferred solution
from a full set of design options.The final electric hypercar
component was 40% lighter than the initial design and the
project was completed in record time. That’s just the beginning
as Evolve moves generative design into more projects.

Learn more

Image courtesy of PIX Moving

Ganas Manufacturing

Learn more

Ganas Manufacturing is using
automated nesting to maximize
efficiency and reduce the amount ofscrap in woodworking and millwork.
Learn more

Image courtesy of Evolve

Image courtesy of GANAS MFG

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FY22 IMPACT REPORT

Partner with customers

Media &
Entertainment
With a tremendous increase in content
consumption globally, the media and entertainment
industry is experiencing a content creation boom.
Traditional services, streaming services, and rapidly evolving
areas such as the metaverse have undergone explosive growthand convergence, further increasing demand. While this creates
opportunities for individuals and studios worldwide, it also
challenges companies, including Autodesk, to innovate ways
to meet this demand efficiently and securely while helping
customers consider environmental impact. Autodesk helps
by enabling cloud-based rendering, supporting virtualized
workflows, and advancing relevant third-party standards
and principles.
Media and entertainment companies often have thousands ortens of thousands of servers for simulation, rendering, andother virtualization tasks, and this trend is accelerating. Many
studios large and small are shifting to the cloud, which
supports remote collaboration and reduces the need for on-site
IT infrastructure while also decreasing GHG emissions, sincethose services are typically more energy efficient than companyowned and managed servers. Through partnerships with cloudservice providers, artists can use tools such as Arnold global
illumination renderer and Autodesk® Flame® 3D compositing,
VFX, and finishing software on premises or in the cloud. With
our virtualization policy and cloud rights that come with thesoftware, customers can also bring solutions such as Autodesk®
3ds Max®, Maya®, Arnold, and Flame software to the cloud andpurchase compute time (including through our carbon neutral
cloud services).

Replacing energy-intensive workstations with lighter footprint
local devices and moving to fully virtualized cloud-based
workflows can also reduce energy consumption.
In some cases, media and entertainment companies are also
replacing physical sets with virtual sets displayed on large LED
screens behind live actors, which can reduce materials use andwaste while saving time and money. Autodesk helps make thispossible with Unreal Live Link for Maya. While 3D artists modeland animate in Maya, the data flows into Unreal Engine in realtime, allowing filmmakers to see actors on set in the context of
CG assets and iterate on changes live and in the moment. In otherindustries, use of virtual product prototypes, which are photoreal
3D renders of product models, can offer similar benefits.
Large productions such as films, episodic content, and games often
depend on the collaboration of many studios. This can involve
multiple versions of animated characters, visual effects, and otherdigital assets, which increases the use of IT equipment andenergy. Autodesk is working with the Academy Software Foundation
on open source standards to decrease the need for multiple
versions of digital assets, as well as simplifying customer workflows
in-studio and between studios.
To advance progress toward a more sustainable cloud, we are asignatory to The Corporate Colocation and Cloud Buyers’ Principles,a project of the Future of Internet Power Collaborative Initiative.
Learn more

Moving film production to the cloudMovie Labs is a consortium founded by major Hollywood
studios that aims to effect transformational change in theindustry by creating new dynamic creative processes
enabled by cloud architecture.
Movie Labs has urged industry leadership to invest in production
technology for the future of media creation. This aligns with
our vision to build a more resilient future by transitioning tocloud-based workflows and business models, and we areproud to collaborate with this industry think tank.
To this end, in January 2022 Autodesk acquired Moxion, a New
Zealand–based developer of camera to cloud (C2C) workflows
for live action film sets, expanding our own cloud platform forMedia & Entertainment upstream to include on-set production
workflows. Moving beyond post-production, this technology
will bring new users to Autodesk while helping better integrate
real-time workflows across the entire content production chain.

Shifting to cloud-based
solutions can reduce
GHG emissions, sincethose services are
typically more efficientthan company-owned
and managed servers.

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FY22 IMPACT REPORT

Westworld

How Westworld isleading the way in the
Korean VFX industry
Founded in 2018 by a group of industry veterans at the forefrontof the Korean VFX scene for over 20 years, Westworld is a
specialized visual effects company with an impressive portfolioof globally recognized films and TV series.
Due to the COVID-19 pandemic making it difficult to shoot on
location, interest has increased in virtual production, a filmmaking
method in which real-time virtual rendered scenes surroundphysical actors and props on set using an LED screen during
shooting. By quickly and actively adopting the latest tools
and techniques, Westworld is now leading the way for virtual
production in South Korea.
Westworld used virtual production for Sweet Home, a Netflix
original series released in 2020 that was shot while monitoring
pre-produced digital characters at the studio. The Silent Sea,
another Netflix series, also used virtual production methods, thistime shooting against a background displayed on an LED screen.

“Autodesk Maya is the most fundamental and important
tool we use to perform VFX and CFX work. With Bifrost for
Maya’s excellent performance and compatibility, we will
be able to create more elaborate, delicate, and realistic
visual effects than ever before.”

Learn more

Byeong-geun, Lead Character Technical Director, Westworld

Image courtesy of Westworld

Image courtesy of Westworld

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FY22 IMPACT REPORT

Advance industries

We target opportunities with the potential to mitigate
at least 500 million metric tons of CO₂e by 2050.

Catalyzeinnovation
The Autodesk Foundation invests in nonprofits and startups scaling
early‑stage technologies that have the potential to dramaticallyreduce GHG emissions and waste within our industries.
We target early-stage (seed to Series A) technology-driven ventures, and de-risk
technology and business models with a combination of financial capital and in-kind
support. We prioritize sectors where our design and make expertise is particularly
beneficial, such as renewable energy, electrification of transportation, low-carbon
refrigeration/heating, building and industrial energy efficiency, carbon removal,
and materials innovation.

Impact measurement and management
We evaluate the impact of the Autodesk Foundation Energy & Materials portfolio based on GHG emissions
abated. We engage third-party experts such as CEA Consulting and Rho Impact to calculate and audit
C02e reductions realized by our portfolio and CO2e reduction potential. We also support field building
efforts to bolster the ecosystem of forward-looking climate impact assessments through initiatives
such as Project Frame.
Learn more about Autodesk Foundation impact measurement and management.

From removing CO2 out of ambient air to refining critical, low-carbon minerals, the Autodesk
Foundation portfolio is helping accelerate the transition to a decarbonized economy.

Portfolio impact

Who we fund13

startups and ecosystem partners
scaling innovative technologies that
reduce GHG emissions

39%

of Autodesk Foundation portfolio
funding in fiscal year 2022

Metrics
GHG emissions reduced (metric tons CO2e)*

GHG emissions reduction potential by 2050, cumulative (metric gigatons CO2e)

Geographic reach
We primarily invest in the United States, where emissions per capita
exceed those of most other nations, but we recognize the importanceof also enabling sustainable growth of technologies that combat climatechange in both emerging and developing markets. In fiscal year 2022,
we expanded our Energy & Materials portfolio globally to catalyze
climate innovation in developing markets.

*This data was audited by a third party.
Read the Autodesk Foundation’s Low-carbon Innovation impact brief.

FY22203,000

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FY22 IMPACT REPORTHeirloom

Vartega

is investing in low-cost, scalable direct
air capture to remove 1 billion metrictons of CO₂ by 2035.

Recycling carbon
fiber reducescarbon emissions

Learn more

Vartega, a recycling technology company that has developed alow-cost grade of carbon fiber through its patented recycling
process, was added to the Autodesk Foundation portfolio in fiscal
year 2022. The company’s recycled carbon fiber solutions—whichhave been found to exhibit the same mechanical properties
as virgin carbon fiber—can be incorporated into intermediatematerials (products that require additional processing),
including non-woven fabrics, thermoplastic pellets, and 3D
printing filaments.

BamCore, Build Change,
and BuildX Studio
are influencing the design and build
industries to achieve net-zero carbon.
Learn more

Recycling carbon fiber is 95% less energy-intensive and 50%
less expensive than making virgin carbon fiber. Vartega aims toenable growth of the circular economy by closing production
loops across all material composites. Greenhouse gas reduction
remains central to the company’s metrics. For every metric tonof carbon fiber recycled, Vartega saves 13.4 metric tons of CO₂
compared to manufacturing virgin carbon fiber.

Closed Loop
Ventures Groupis ushering in the circular economy.

Vartega’s patented recycling hardware was designed andengineered with AutoCAD, Inventor, and Fusion 360 technology
and provides strong, flexible, low-cost composite materials to
key industries, including aerospace and automobile.

Learn more

Image courtesy of Closed
Loop Partners/AMP Robotics

Learn more

Sangam Venturesis drawing new investors tocommunity-centered solutions in India.
Learn more

Image courtesy of Vartega

Image courtesy of
Sangam Ventures

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FY22 IMPACT REPORT

Advance industries

Acceleratecollaboration

Shapepolicies

Overcoming global challenges such as climate change requires new ways of working
together and knowledge sharing to develop, promote, and scale breakthrough solutions.
We work with experts, trendsetters, and leaders to shape best practices, share ourexpertise and learn from others, and collaborate to help create systems change. This
year we worked with industry-leading customers, as well as with industry organizations
like ENCORD and the Lean Construction Institute, to shape best practices on efficiency
in the construction process. We also partnered with Climate Action on the Sustainable
Innovation Forum during the United Nations Climate Change Conference (COP26), We
Mean Business, Race to Zero, Architecture2030, the Bay Area Business Council on Climate
Change, Ceres BICEP, and the Digital Climate Alliance to shape public policy on green
building at multiple scales.

Enabling more sustainable construction
and manufacturing
The building industry is increasingly focused on making net-zero buildings, reducing
embodied carbon, minimizing construction waste, improving operations, and building
smarter, more resilient, and more sustainable communities. Manufacturers aredeveloping more sustainable products—like lighter-weight car parts that lead to better
fuel efficiency—and reducing waste in manufacturing through rapid prototyping,
additive manufacturing, and other processes driven by digital tools. But action by private
industry alone isn’t enough. We cannot meaningfully address climate change without
significant government action.

During fiscal year 2022, we called on governments globally to act boldly at COP26.
We also engaged government officials in the United States on ways they could lead on
climate change, including taking executive action regarding embodied carbon, taking
legislative action to reduce GHG emissions across industries, and making strong
commitments internationally.

We are proud to be members of collaborative organizations, including:In addition to engaging on national and global climate policy, we collaborate with
policymakers and other companies to spur more sustainable construction, manufacturing,
and water management.

Advancing digital transformation in the
manufacturing and architecture, engineering,and construction industries

Autodesk supports policies and international efforts to promote measurement andreduction of carbon emissions, energy efficiency, and waste reduction in our industries,
as well as broader national and global commitments, including market-based efforts,
to tackle climate change.
These include:● Fostering use of technology to design, construct, and operate sustainable water andtransportation infrastructure and buildings that promote resiliency, produce lesswaste, limit the use of carbon‑intensive materials, and improve energy efficiency.
● Developing embodied carbon reporting and reduction policies.
● Supporting training and other programs that promote the use of advanced
manufacturing technologies that help design more sustainable products and reduce
waste in the manufacturing process.
● Adopting market‑based carbon reduction programs.

We cannot meaningfully
address climate change without
significant government action.

Learn more

Autodesk believes better use of technology can help transform design, construction,and operations so that products and the built environment are more innovative, efficient,safe, and sustainable, and better managed throughout their lifecycle. We believe
digitalization can help address national and global supply chain challenges. We support
public policies that foster greater adoption of digital design and construction tools
for transportation and water infrastructure and building projects, including those that
support the use of BIM and construction management technologies.
Learn more

See our recent CDP Climate change disclosure for a detailed list of climate-related policy engagements.

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FY22 IMPACT REPORT

Health &Resilience
The social and environmental challenges weface today are evolving and accelerating as
the impacts of climate change, water quality
and scarcity, and other pressing issues
globally continue to increase in severity
and intensity. We prioritize the health,well-being, and safety of our employees,
who advance our efforts in this area.
They create and deliver the practices andtechnologies that our customers and other
innovators can use to design and makeproducts and places that are safer,
healthier, and more resilient. We envisiona future that is free from preventable
illness and injury, where infrastructureand supply chains are designed towithstand natural disasters and otherdisruptions, and products, buildings,
and entire cities are made to foster
healthy and resilient communities.

Improve our operations
Resilience and well‑being
Employee health and safety
Partner with customers
Architecture, Engineering & Construction
Design & Manufacturing
Media & Entertainment
Advance industries
Catalyze innovation
Accelerate collaboration
Shape policies

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FY22 IMPACT REPORT

Improve our operations

Resilienceand well‑being
At Autodesk, resilience refers to the ability toadapt, grow, and bounce back from disruption
or change. We are committed to building
resilience for our organization and supporting
the well-being of our employees. By cultivatinga workplace where all employees can realize
their potential, we offer more than just a place
to work. As a company leading change, we’recreating opportunities for people to thrive. With
the continued stressors of a global pandemic
this past year, a holistic and multifaceted
approach to resilience and well-being has been
especially critical.

Autodesk is committed
to supporting theresilience and well‑beingof our employees.

Autodesk builds and supports
organizational and personal
resilience with a broad rangeof programs and initiatives.
Organizational resilience

Personal resilience

Community

At Autodesk, building resilience is not just a “me” problem. It’sa “we” problem. Purposeful connections, flexibility on how work
gets done, and work-life balance are the pillars of building
organizational resilience. The pandemic taught us that resilience
is not just about self-care; resilience is a collective responsibility.
Our focus on achieving gender pay parity, supporting families andindividuals through our benefits program, and building a senseof belonging with company-wide learning, among other programs,
enables our people to lead and work authentically and feel valued
for who they are and what they do.

Autodesk’s personal resilience initiative focuses on three main
pillars: inner well-being, social connection, and physical health.
The initiative provides employees with learning resources theyneed to adapt, build resilience skills, thrive, and make an impact
in their work, supporting our customers in solving critical global
challenges. These skills better equip employees individually, andcollectively, for future disruptions that may affect both their workand personal lives.

Employee Resource Groups, which are open to anyone
at Autodesk, can help provide a space for peer support(see Diversity and belonging).
Slack channels such as #adsk-mindfulness also connect
employees to communities within Autodesk.

We offer training, tools, and insights to help employees masterthe three resilience pillars. In addition, our Global Resilience
Advocates are a group of passionate employee volunteers who

The Autodesk Pause learning community is dedicated towell-being, mindfulness, and empathy.

Key aspects include:● Focus Fridays: This company-wide initiative reserves Friday
afternoons from noon until the end of the day (local time)
as a no-meeting block. This no-meeting time supports andencourages employees to recharge, boost productivity, andexperience some relief from meeting fatigue.
● Flex Forward: An extension of Our Flexible Workplace Promise,
this program allows us to reimagine how we collaborate,innovate, and shape inclusive team norms. We’ve created a
set of tools to support managers and their teams to do theirbest work and foster a sense of belonging, no matter where
work happens. Through these activities, everyone has theopportunity to provide input into how we communicate andprioritize work with a focus on well-being. Our Culture Codeserves as our foundation as we adapt to ways of working thatare more transparent, flexible, and sustainable for everyone.

champion learning resources to inspire colleagues and enhancea culture of resilience at Autodesk.
Given the extraordinary and challenging circumstances during
the last year due to the COVID-19 pandemic, we provided 10
additional holidays for employees globally. In the United Statesand some other countries, Autodeskers had an extra week off
at the end of the year during what we call our “Week of Rest” fora total of two weeks.

Learning

The Autodesk Resilience site offers resources to support employees’
ability to adapt, grow, and bounce back from life’s challenges.
Culture Code workshops, such as the Power of Empathy
workshop, help employees deepen their practice of empathy
and develop an inclusive mindset (see Company culture).

Benefits
Benefits My Way reimburses employees for eligible expenses
that support their physical, emotional, financial, and sustainable
wellness (see next page).
The Employee Assistance Program provides employees and theirfamilies with support when needed (see next page).
Bravely gives employees access to a global community of on-demand
professionally certified coaches (see Diversity and belonging).
The Sanvello app gives employees and their eligible dependents(13+) access to free well-being and stress management tools.

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FY22 IMPACT REPORT

Benefits My Way

Employee Assistance Program (EAP)

Employees have different needs and lifestyles, so we offer a variety
of benefits. Our Benefits My Way wellness reimbursement
program provides our employees increased flexibility to support
their physical, emotional, and financial wellness. With a broad
range of eligible items and activities, employees can receive
reimbursements that encourage a healthy lifestyle. Employees in
the United States receive up to $1,000 per year in reimbursements(amount varies by country).

Autodesk’s Employee Assistance Program and stress management
program provide our employees and their families withcounseling services, as well as online access to well-being andself-care resources for additional support when needed. These
resources cover a broad range of areas, such as:

The following categories include a long list of eligible items,
such as:● Physical – Gym and sports club membership fees, activity
trackers, camping equipment, activity/sports equipment, andfitness trainers● Emotional – Arts and crafts supplies, hobby classes, massages,
music instruments and lessons, relationship workshops, sleep
assistance equipment and programs, and yoga classes● Financial – Animal adoption fees, childcare services, elder careservices for family members, financial advice, planning, andseminars/classes, legal services, and student loan repayment● Sustainable (new in 2022) – Electric vehicles, solar products,
recycling, composting, and other items to support a greener lifestyle● Life issues – Stress management, relationships, health andwell‑being, and work‑life balance● Financial services – Budgeting, getting out of debt, credit,
collections, saving, and investing● Family issues – Parenting, childcare, pregnancy, infertility,
and adoption● Work matters – Career development, coworker relationships,
and job stress● Legal services – Estate planning, real estate, landlord-tenant
disputes, and IRS concerns
See additional detail about benefits available to employees in the
United States, including health and wellness, financial, time away(including parental leave), everyday living, and more.

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Improve our operations

Employeehealth andsafetyAt Autodesk, we work to maintain a strong healthand safety culture. We help our employees worksafely and productively through participation inprograms that mitigate occupational safety risks
in our workplaces. All company sites have emergency
response plans, and many also have safetycommittees and emergency response teams to help
keep our employees safe.
In 2021, we launched the Autodesk Flexible Workplace Program,to provide flexibility to our employees while meeting the demandsof our business. We support a blend of office-based, home-based,
and hybrid work, and we are dedicated to ensuring employee
health and safety across these settings.
Hybrid and home-based work have been essential for our people
during the COVID-19 pandemic, and Autodesk has worked tominimize its impact and protect the health, safety, and productivityof our employees by offering flexible hours, additional holidays to
avoid burnout, reimbursements to improve home workspaces, andresources and support for inner well-being, social connection,and physical health (see Resilience and well-being). COVID-19
tests are now available for reimbursement through the company.
Another key element of Autodesk’s internal response has been
regular communications from CEO Andrew Anagnost and otherleaders, as well as ongoing updates on our internal website
regarding items such as infection rates, rapidly evolving
government policies and regulations, and vaccine tracking.

At Autodesk, we work tomaintain a strong healthand safety culture.

Already high employee engagement scores have increased overthe course of the pandemic, as measured by the company’s
regular survey of employee sentiment. We are working toward
conducting more in-person events safely during 2022 andrevamping our site emergency response teams as we anticipate
increased employee interaction.
Ergonomic injuries can be a leading source of risk, in the officesetting or at home. To mitigate this, we offer an online ergonomic
self-assessment and safety training program that tracks personalergonomic risks identified by employees and suggests alternative
work habits to potentially resolve those issues. If issues persist
despite the employee’s best efforts, certified ergonomists areavailable to provide further evaluations, conduct training, andrecommend corrective measures, including work habit changes
and, in some cases, workstation modifications. During 2021, in
response to the pandemic, we provided increased ergonomic
guidance for employees in home-based settings. We introduced
buying guides to provide employees with information about
available solutions and help them determine what works bestfor them.
During 2021, the recordable incident rate at Autodesk (including
home-based work) equaled 0.00, compared to the NAICS
information industry sector rate of 0.8 for 2020 (the most recent
year available). Our days away, restrictions, and transfers (DART)
rate also equaled 0.00.
See details in the Data summary.

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Partner with customers

Architecture,Engineering &Construction
The World Economic Forum’s Global Risks Report
2021 states that the top five risks worldwide (interms of likelihood) are extreme weather, climate
action failure, human environmental damage,infectious diseases, and biodiversity loss.1 Eachof these has profound implications for the healthand resilience of communities and individuals.
Resilience planning for the aftermath—and mitigation—of naturaland human-caused hazards is a key priority for our customers in
the architecture, engineering, and construction sectors. Whether
they are improving infrastructure or building new buildings, wehelp customers safely manage the construction process, as well
as model and maintain optimal levels of airflow, natural light,
structural strength, and other factors to deliver healthy, resilient,and productive spaces for inhabitants.

Resilience planning for the aftermath—and mitigation—of natural andhuman-caused hazards is a key priority
for our customers in the architecture,engineering, and construction sectors.

Image courtesy of Royal BAM Group

APPENDIX

FY22 IMPACT REPORT

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APPENDIX

Construction resiliency

Returning to the workplace

Worker and user safety, wellness, and resilience are key priorities
for Autodesk and our construction customers. The Construction
Resiliency Playbook includes examples, insights, and actionable
steps about how to be more resilient in construction, covering
issues such as creating stronger technology and data programs
and making teams, business models, and processes more resilient.
Futureproofing steps the Playbook recommends include:

During the COVID-19 pandemic, health recommendations changed
how people moved as they returned to the workplace. The InfraWorks
Mobility Simulation tool models people’s movement, bringing
data-driven insight to physical distancing needs and more
efficiency of movement through transit centers such as airports
and rail stations. Indoor air quality and proper ventilation
make a significant difference for employee and customer safety.
With Autodesk® CFD software, computational fluid dynamics
simulation can be used for thermal and flow analysis to identify
areas of risk and then explore multiple mitigation strategies
for occupant safety—before making any physical changes to thebuilding and HVAC systems. Dynamo and Generative Design
in Revit bring informed decision making to design exploration,
whether for designing for the safe arrangement of desks, thewidth or spacing of aisles, or other needs. As more people returnto the workplace, these types of design decisions take on new
significance. Our offerings can help create more resilient spacesthat support teams working anywhere.

● Focus on standards, identifying inconsistencies incompany practices and finding opportunities to develop
standardized procedures.
● Create a culture of innovation by actively promoting out-ofthe-box thinking, for example through company-sanctioned
events such as a hackathon focused on reducing waste fromdesign and construction processes.
● Embrace industrialized construction by utilizing innovativebuilding techniques such as design for manufacturing andassembly (DfMA) and prefabrication.
Construction IQ, in Autodesk® Build and Autodesk Construction
Cloud platform products, applies machine learning to transform
data into simple and actionable insights. The daily risk assessment
feature uses text recognition algorithms to sort through hundredsof data points to categorize and prioritize the highest risk projects,
subcontractors, and issues. When used as an assistant to manage
risk in conjunction with current safety processes and real-world
experience, Construction IQ helps project teams identify andprioritize risk factors every day.

Worker and user safety,
wellness, and resilience are
key priorities for Autodesk andour construction customers.

FY22 IMPACT REPORT

Learn more

Transportation infrastructure
Transportation infrastructure is critical to the health ofcommunities. Improving these built environments can improvehealth outcomes and reduce health disparities among residents;for example, planners can ensure that major roadways aren’t
constructed too close to schools and communities more at risk
for asthma. Planning processes that include capabilities to predict
movement of people—such as Mobility Simulation—can help
reduce traffic congestion (and decrease associated GHG emissions
and air pollution) and ensure safe and accessible evacuationroutes in the event of natural disasters.

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ENERGY & MATERIALS

Innovyze has a global
footprint with about
3,000 customers
across five continents,
including many of theworld’s largest cities.

HEALTH & RESILIENCEWORK & PROSPERITY

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FY22 IMPACT REPORT

Water
Water, the world’s most critical resource, is a key focus for
Autodesk’s material resource and health and resilience efforts.
Globally, 2 billion people still lack access to safely managed
drinking water,2 and 25% of the global population lives incountries experiencing high water stress.3 Approximately 74% of
all natural disasters between 2001 and 2018 were water-related.
During the past 20 years, floods and droughts affected more than
three billion people worldwide, causing 166,000 deaths and nearly$700 billion of economic damage,4 making it clear that traditionalrisk-management techniques are insufficient. Building resilienceand adaptability into our water systems is urgent—and $1.9 trillion
in water infrastructure investment is needed globally by 2030.5
In early 2021, Autodesk acquired Innovyze, a global leader inbuilding industry-leading software for water and wastewater
professionals around the world. With over 35 years of purposebuilt innovative technology, the product range supports thousandsof clients completing projects on drainage design, stormwater,
sewer, and flood management, water supply, asset management,
and optimization of wastewater treatment plants. Innovyze
has a global footprint with about 3,000 customers across fivecontinents, including many of the world’s largest cities.

From modeling and analysis supporting digital planning and design
to asset management and analytics to support digital operations,Innovyze expands our capabilities in this critical area andcomplements other solutions we offer. To address extreme weather,
InfoDrainage™ and the Green Stormwater Infrastructure (GSI)
tool for InfraWorks can help in multiple ways. Optimizing
sustainable drainage design and using techniques such as green
roofs, bioretention, permeable pavement, and rain gardensbuilds resilience by helping to reduce stress on urban drainage
and water treatment systems, avoiding flooding and minimizing
surface runoff that can contaminate waterways. Green roofs canalso help to regulate indoor building temperatures, improvingbuilding energy performance. Infiltration reclaims stormwaterrunoff and allows for groundwater recharge. Our solutions
combine intelligent, model-based design processes with analysis,
simulation, and design automation, so:● Civil engineers and can draft, model, and analyze infrastructure
projects in 3D to meet local performance requirements orsustainability standards.
● Planners can assess existing conditions to determine the best
way to implement green infrastructure on a site, neighborhood,or district scale, accelerating stakeholder buy-in and approvals.
● Engineers can deliver more sustainable and resilient project
designs on time and on budget, to meet regulatory requirements.
● Project stakeholders can access the most up-to-date project
information, helping them to make decisions based on thelatest and most accurate data, collaborate more confidently, andmore quickly deliver project design documentation that meetsrequired standards.

Technology has greatly increased in compute capability andAutodesk is harnessing this efficiently to unlock and help
realize time efficiencies. Autodesk® InfoWorks® ICM software
empowers water and wastewater professionals to model complex
hydraulic and hydrologic network elements quickly, accurately,
and collaboratively. Detailed and accessible models help build
stronger community resilience and improve environmental
protection against the pressures of population growth andextreme weather events caused by climate change.
Learn how technology is making global water infrastructure
more resilient.
See a summary of Autodesk Architecture, Engineering & Construction
solutions that enable sustainable design.

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FY22 IMPACT REPORT

Ipiranga Museum

Bristol Water

Bristol Water keeps
drinking water safewith the help of
InfoWorks WS Pro

Preserving Brazil’s Ipiranga Museumwith a full-scale digital 3D model
will have lasting cultural impacts forgenerations to come.
Learn more

Image courtesy of Ipiranga Museum

Seattle Public Utilities

Bristol Water has provided clean, fresh drinking water to its
customers since 1846. Today, Bristol Water serves over 1 million
people within Bristol, England.
As part of Bristol Water’s routine monitoring of the Clevedon Well,a sample collected in January 2018 was reported to contain asingle Cryptosporidium (Crypto) oocyst, which can cause illness
if ingested. Upon hearing this news, Bristol Water notified theoperations team immediately and Clevedon Treatment Works wasshut down.
Following the incident report, half of Clevedon Treated Water Tank
was taken out of service and drained to reduce the treated water
volume stored in the system. To help restore water quality as quickly
as possible, the engineers used Autodesk® InfoWorks® WS Pro
software to calculate how much more rapidly freshwater could
move through the network and model solutions to the incident.
In parallel, Crypto samples were taken. With the network purged
and all samples returning negative results for Crypto, the Boil
Water Notice was lifted after consultation and advice from
Public Health England. Bristol Water received a 70% customer
satisfaction score for its management of the incident.

Innovative asset management
technology helps Seattle Public Utilities
plan ahead.
Learn more

Image courtesy of Seattle
Public Utilities

Dekalb County
Dekalb County efficiently and accurately
models rain-derived inflow and infiltration.
Learn more

Image courtesy of Dekalb County

MultiGreen

Learn more

MultiGreen is on a mission to build
attainable, sustainable, tech-enabled
homes across the United States forpeople historically priced out of thehomeowner’s market.
Learn more

Image courtesy of Multigreen

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Partner with customers

Design &Manufacturing
To address rapid shifts in customer demand
as well as supply chain disruptions due to thepandemic, climate change, and other factors,
product designers and manufacturers are
increasingly designing resilience into theirprocesses. More rapid design processes that
support remote collaboration, as well as
configurable factories and supply chains, arebecoming the new normal and are enabledthrough digitalization.
Shutdowns and slowdowns at factories, ports, and shippingyards combined with massive shifts in demand have caused
disruption to supply chains and abrupt price increases globally,
and companies are finding they must adapt their strategies
to reduce risk and ensure production continuity. Autodesk®
Fusion 360® Manage software is helping companies manage
and collaborate with new and existing suppliers by centralizing
information, automating supplier reviews, and streamlining
a secure procurement process.
Working from home and hybrid work models require new
approaches that replicate the type of in-person collaborationengineering teams are accustomed to. Autodesk collaboration
software helps teams securely access data, conduct design
reviews, and stay productive wherever they are. Cloud-hosted
Fusion 360® Team software is enabling team members to accessand share data by centralizing all design changes, comments, andmarkups made from various teams, so everyone can easily see
how the project is progressing.

Combining the industry’s historyof adaptability with advanced
collaboration technology is
helping product designers andmanufacturers remain resilientin the face of new challenges.

Around the world, companies are reopening for business undera dramatic change of conditions. Physical distancing measures
have created a need for reconfigured production lines that ensure
employee safety. Factories require increased flexibility to quickly
shift to respond to evolving product demands. Digital factory
tools like Autodesk® Factory Design Utilities help teams redesign
layouts, incorporate new safety elements, evaluate the impact
on productivity, and plan an efficient implementation.
Combining the industry’s history of adaptability with advanced
collaboration technology is helping product designers andmanufacturers remain resilient in the face of new challenges.
See a summary of Autodesk Design & Manufacturing solutions that enable
sustainable design.

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APPENDIX

FY22 IMPACT REPORTKUHMUTE

Beamlink

KUHMUTE designs
charging stations built
for electric last-milevehicles of all makes

Beamlink aims to improve global
Internet access and significantly
decrease network downtime following
natural disasters.
Learn more

Image courtesy of Beamlink
Often referred to as last-mile vehicles, electric skateboards,
scooters, and bikes help commuters get from A to B. They are
low effort to use, and commuters often combine them with someform of public transportation. However, many cities have banned
these vehicles because they clutter the already packed streetsand sidewalks. Additionally, electric vehicles can be a pain forfrequent commuters due to the charging process.

Challenergy
Challenergy has developed abladeless, typhoon-proof wind turbine,which furthers the company's mission torealize a hydrogen power–based society.

KUHMUTE, a Michigan-based transportation company, is focusedon tidying up city streets without compromising the convenienceof last-mile vehicles. They are creating organized charging hubs
for these vehicles—regardless of make. The team embraced

Learn more

additive manufacturing as a way to iterate on their productrapidly, and used 3D printed parts for the final product as well.
Fusion 360 software helped them tie their processes together,including electronics, 3D modeling, animations, and imagery.
The rendering space even enables the team to create imagery
and animations explaining the product for investors andmarketing purposes.

Image courtesy of Challenergy

NelumBox

Learn more

Tec4med has developed NelumBox,
a 3D printed temperature control
solution that eliminates the need for
disposable styrofoam boxes.
Learn more

Image courtesy of Kuhmute

Image courtesy of tech4med

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Partner with customers

Media &
Entertainment
By unlocking the capabilities of powerful content creation andproduction management tools, and bringing them to the cloud,
we are paving the path for a more efficient, resilient, and scalable
entertainment production future.
Digital tools in the Autodesk cloud build resilience into the media and entertainment
industry by enabling remote collaboration and simplifying customer workflows. Media andentertainment companies are becoming more flexible than ever, with a growing global
remote workforce, cloud-based business models that embrace agility and cost-efficiency,
and innovative tools that foster creativity and enable secure and safe informationexchange inside and across studios. We support open source standards, which provide
an important foundation for these efforts.

Medical illustration and visualization
3ds Max and Maya software are used in the medical field to create accurate and realistic
visualizations of complex physiological processes and medical procedures through both
high-quality video and VR experiences. This content can be used to train doctors, nurses,
and other healthcare professionals to support high-quality healthcare delivery. It can also
educate patients about the intricacies of the human body and the possible benefits ofmedical interventions.
The medical illustration team at the Centers for Disease Control (CDC) routinely
collaborates with researchers and scientists to develop compelling 3D imagery, animatedvideos, and motion graphics that convey health risks such as parasites, bacteria, viruses,
and more. The team leans on a range of 3D content creation applications, including
Autodesk 3ds Max tools for modeling, animation, and VFX and Arnold technology for
rendering. In designing the iconic COVID-19 coronavirus image, they used 3ds Max
software to make a precise, high-contrast image with strong details and textures tobest help the public visualize and understand the invisible threat.

Image Courtesy of Alissa Eckert, MSMI; Dan Higgins, MAMS

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FY22 IMPACT REPORT

Advance industries

We invest in organizations increasing the health andresiliency of communities impacted by climate change.

Catalyzeinnovation
The Autodesk Foundation invests in nonprofits and startups scaling
technology-based solutions that improve resilience in low resource
communities most vulnerable to climate change.
We focus our investments on the built environment, agriculture, energy access, andwater and sanitation, where technology and design and make can have the greatest
positive impact.
From retrofitting homes in Colombia to better withstand earthquakes to mass
manufacturing design-forward handwashing and drinking stations for children in
Ethiopia, the Autodesk Foundation portfolio fosters health and enhances
community resilience through technological innovation.

Impact measurement and management
We evaluate the impact of the Autodesk Foundation Health & Resilience portfolio based on outcomes
related to environmental protection, community health and well-being, and economic advancement
as a measure of increased resilience.
Learn more about the Autodesk Foundation’s impact measurement and management.

Portfolio impact
Metrics
Individuals directly impacted (cumulative)

Who we fund25

nonprofits and startups fostering
health and community resilience throughtechnological innovation

39%

of Autodesk Foundation portfolio
funding in fiscal year 2022

16,900,000

Product units sold/distributed*

543,000

Building units and infrastructure projects completed

16,000GHG emissions reduced (metric tons CO2e)

1,200,000

People with improved access to health care and food security

1,700,000

People who accessed training

76,200People placed in new or improved jobs

1,400

Geographic reach
We focus on regions most vulnerable to climate change,
including Sub-Saharan Africa, the Indian subcontinent,
Southeast Asia, and South America.

FY22* Product units sold/distributed refers to the number of innovations such as greenhouses, irrigation pumps, sensors, etc., deployed by the portfolio in the field.

Read the Autodesk Foundation’s Resilient Communities impact brief.

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FY22 IMPACT REPORT

Nexleaf Analytics, WeRobotics,
and Simprints

Build Change

are using technology and design thinking to bridge
vaccine access in emerging markets.

Earthquake-prone cityin the clouds needs thecloud to protect homes
and families

Learn more

Image courtesy of Nexleaf Analytics

Kheytiis revolutionizing business for small farmers in India
with Fusion 360.

Densely populated Bogotá, Colombia, is located along the Pacific
Ring of Fire, the most seismically active region in the world. It isalso home to many informal urban neighborhoods, where houses
are often built by those who lack the proper skills or training toensure structural safety.

Learn more

Image courtesy of Kheyti

Build Change is working to protect these vulnerable houses.
The nonprofit organization—which works in emerging nations to
reduce deaths, injuries, and economic losses caused byearthquake-related structural collapses—is using innovativetechnology to identify retrofitting opportunities in this city of
7 million. In collaboration with the Autodesk Foundation, Build
Change has developed a cloud-based field-capture tool that canevaluate homes and zero in on structural weaknesses. With thistool, the organization can scale its work rapidly, with the goal ofmore than 11,000 interventions in 2022.

Build Change
is scaling safe housing with Autodesk technology.
Learn more

Image courtesy of Build Change

Sanergy
Sanergy’s Matthieu Desvignes is recognized as a leader
in the AEC industry with Digital Builder’s 40 Under 40.

Learn more

Learn more

Image courtesy of Sanergy

The Mortenson Center in
Global Engineering
is enhancing access to fresh drinking water in remotecommunities using Fusion 360.

Image courtesy of Build Change

Image courtesy of
The Mortenson Center

Learn more

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FY22 IMPACT REPORT

Advance industries

Acceleratecollaboration

Shapepolicies

Challenges such as refugee crises brought on by war, dislocation following natural
disasters, and poor water quality and availability undermine health and resilience
worldwide. These multifaceted issues require broad collective action to address, andwe collaborate with innovative partners from the private and public sectors to scale
our impact. During 2021, we also worked with industry organizations such as World
Geospatial Industry Council and ACEC to shape practices and standards that willbring more resilience to global infrastructure and the built environment.

Investing for climate change–resilient buildings
and infrastructure

Improving water management, resiliency,
and cleanlinessCurrent infrastructure is aging, and demands are rising for new investments in thebuilt environment to sustainably support a growing global population while reducing
greenhouse gas emissions. Communities are increasingly at risk of extreme weather
events resulting from climate change, as well as sea-level rise, flooding, and water
scarcity. Autodesk supports policies that promote investment in the design andconstruction of sustainable infrastructure and buildings that improve preparedness forand mitigate climate-related impacts and create more livable, resilient communities,
including by using digital technologies to achieve these goals.

Autodesk believes that everyone deserves reliable access to clean water. Yet the watersector faces many challenges to better manage water infrastructure and supply withlimited budgets, including mitigating the increased impacts of climate change, such as
flooding and drought, and addressing water contamination. Twenty-five percent of the
global population lives in countries with extremely high water stress—including theUnited States.6 In addition, 1.6 billion people face the risk of increased flooding by
2050 due to climate change.7

We are proud to be members of collaborative organizations, including:

During fiscal year 2022, we supported theInfrastructure Investment and Jobs Act,legislation that made historic investments inwater and transportation infrastructure witha focus on GHG emissions reduction, climatechange mitigation, resilience, equity, and safety.
Learn more

As existing water infrastructure ages, and water management challenges grow, digital
smart water tools offer an opportunity for governments and policymakers to help unlock
more efficient, safer, and more sustainable water systems. We advocate for robust public
investment in water, paired with policies that promote technology and innovation in water
infrastructure delivery to improve outcomes and solve critical issues. This can enhancedata management and predictive maintenance, advance digital green infrastructure design,
and improve water quality and environmental stewardship. We work with innovative
partners from the private and public sectors to improve access to clean water for all.

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FY22 IMPACT REPORTWork &
Prosperity
The rate of change in our global economy
is accelerating, and the workforce oftomorrow won’t look the same as today.
Autodesk is at the forefront of thistransformation, and we believe that
automation technology, including artificial
intelligence and machine learning, isneeded to help meet the demands of a
growing and urbanizing global population.
We recognize that technological change
drives disruption, and Autodesk iscommitted to helping workers adapt andthrive. We believe employees prosper byadopting a mindset of continuous learning,acquiring the most in-demand skills, andsecuring the most fulfilling roles. We also
believe employers and industries succeed
when they recruit, retain, and promote adiverse and inclusive workforce. We’reputting people at the center of the futureof work transformation by investing in our
employees, customers, and communities.

Improve our operations
Company culture
Flexible workplace
Learning and organization development
Employee impact at work
Diversity and belonging
Partner with customers
Education
Industry trends
Architecture, Engineering & Construction
Design & Manufacturing
Media & Entertainment
Advance industries
Catalyze innovation
Accelerate collaboration
Shape policies

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FY22 IMPACT REPORT

Improve our operations

Company
cultureAt Autodesk, we take great pride in our culture.
Our success comes from unlocking the passion,
talents, and expertise of all Autodeskers, who inturn help our customers achieve the new possible.

Recognition for our culture
Newsweek “Most Loved Workplace” list (2021)
Learn more
Glassdoor “Best Places to Work” list #21 (2022)

We believe our strong company culture, including our diversity
and belonging programs, continues to contribute to a lower
turnover rate as compared to our Worldwide Software Products& Services industry peers. Overall turnover for Autodesk in fiscal
year 2022 was 14.0%, including both voluntary and involuntary
exits, compared to an industry benchmark of 19.5% during an
overlapping time period (June 1, 2020 to June 1, 2021). This
placed us around the 25th percentile. Our voluntary turnover rate
in fiscal year 2022 was 11.1%, compared with the 50th percentileof 13.7%.1

Learn more

Employee engagement*
FY20

79

FY21

83

FY22

82

Our culture code—
putting our values to work
The Autodesk Culture Code expresses our Values and the Ways
We Work that make us a Customer Company. It puts our culture
into meaningful, actionable terms and is embedded into
performance evaluations, recognition programs, and company-wide
learning. By harnessing the power of our culture, we deliver aworld-class employee experience, partnering with and enabling
our people to thrive and realize their potential.
Empowered employees help our customers achieve better
outcomes for their products, their businesses, and the world.
Behind Scenes of Autodesk’s Culture CodeOur values
Our Values define how we at Autodesk work, both as individuals
and as a company, and express the essence of who we are. Theybring clarity to what we believe and what we expect of those whowork with us. Our Values are organized around how we think,
how we feel, and what we do. They guide and inspire our choices,mindsets, and actions.
● Think – Smart, innovative, adaptable● Feel – Inclusive, impactful, humble● Do – Courageous, accountable, pragmatic* Represents the average employee engagement score over three pulses during a given
fiscal year. The engagement score is on a scale of 1–100 measuring the average outcomeof two questions, eSat and Recommend. These data are reported on a calendar year
basis. Fiscal year 2022 corresponds to calendar year 2021, and so forth.

Ways we work
The Ways We Work describe the principles that guide our decision
making and underlay our policies and procedures. They help us
understand how we operate as team members, as departments,
and as a company. The Ways We Work help build a richunderstanding of what we expect of ourselves and our colleagues.
● We act as one Autodesk to get the best results for ourcustomers, our business, and our employees.
● We empower decision makers.
● We actively foster an environment where people can bring
their authentic selves to work.
● We hold ourselves to the highest ethical standards byembodying integrity.

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Living our culture
Our culture is a journey we take together every day. Autodesk employees engage withour culture, question it, and, most importantly, contribute to it through company-wide
activities—specifically, our culture workshops and sprints. Our Culture Sprints are allemployee learning experiences. Through conversations, workshops, and reflective
exercises, teams identify actions they can take to bring our culture to life in sustained andmeaningful ways. Each sprint gives us the opportunity to examine our current actions,
identify roadblocks, and apply practical solutions. By the end of each sprint, participants
form new habits and processes, both individually and organizationally, to make ourculture real at Autodesk.
Through these and other efforts, we will continue to live our Culture Code in an intentionaland collective way, as shown in the report sections that follow.

Data ethics and our Culture CodeTo continue building an ethical data culture at Autodesk, during 2021 we expanded ourdefinition of “integrity” in the Culture Code. We ensure ethical treatment of data throughgovernance and tools; however, having a culture that constantly supports employee
awareness of these issues is the only way data integrity will pervade Autodesk companywide. The changes to Integrity in the Ways We Work were guided by our established Data
Ethics Principles, the standard for integrating trust, responsibility, and accountability into
our data usage. We must not only foster awareness of where bias lands in our design ofdata sets—we must also anticipate unintended consequences of data use and correct themwhen we can.
Ultimately, our goal is to drive authentic customer trust through deeply rooted culturalvalues around data ethics that are supported by governance and platform programs.

Autodesk Construction Solutions culture journey
Within Autodesk Construction Solutions, the Business Development – North America
team embarked on a year-long, teamwide skills development program in 2021 based on
our Culture Code to foster psychological safety, inclusive team dynamics, the power of
empathy, and inclusive and courageous conversations. The journey is led by our Culture,
Diversity & Belonging team and bolstered by a group of “Culture Champions” who leadchange, facilitate conversations, help participants sustain habits over time, and report on
metrics and impact.

WORK & PROSPERITY

GOVERNANCE

APPENDIX

Fostering a cultureof belonging
At Autodesk, we define belonging as being welcomed andcelebrated for who you are and what you do. We strive tocreate an environment where everyone, everywhere, is
excited to come to work, feels a sense of belonging, andcan fully contribute their talents in the workplace. See
Diversity and belonging.
As we entered the second year of the global pandemic, the conditions of hybrid
work made us reflect on what creates connection and belonging. Continued
racial injustice (in particular, anti-Black and anti-Asian violence) brought to theforefront that each of us has a part to play in supporting one another.
To strengthen our skills in empathy, psychological safety, and inclusive norms,
we launched the Belonging Sprint in March 2021. Kicked off by a fireside chatwith Herminia Ibarra, author of Act Like a Leader, Think Like a Leader andprofessor of organizational behavior at London Business School, the Belonging
Sprint included:● Inclusive Leadership coaching circles for our senior leaders and all people
managers, led by an expert facilitator and focused on courageousconversations, leading with empathy, and fostering mutual accountability
in teams● Individual learning pathways on bias disruption, empathy and compassion,
growth mindset, and cultural awareness● Manager-led conversations about identifying and practicing inclusive
team norms
Belonging means different things to different people and cultures. We support
the localization of our Culture Sprint activities and materials. For example,
the Culture Code workshops were translated into Japanese, and our Tokyo site
hosted its own Belonging Sprint events on topics such as Foundations ofBelonging and the Power of Empathy.
The Belonging Sprint equips us with tools to boost well-being and keep us
connected in this era of hybrid work. See Flexible workplace.

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FY22 IMPACT REPORT

Improve our operations

Flexible
workplace
The world has changed, accelerating the era of hybrid work.
To accommodate the changing needs of our workforce andanticipate what the workplace of the future will look like, weembarked on a multi-phase plan that involved re-imagining
our physical spaces and team culture.
In 2021, we introduced the Autodesk Flexible Workplace Program. It reflects our belief
that flexibility in where and how work gets done will better enable our people to thrive
and realize their potential. This in turn will help our customers achieve better outcomes
for their products, their businesses, and the world. We designed our approach to meetthe needs of our dynamic and growing business while providing flexibility where possible
for employees in support of their individual office and remote work preferences.
Our Flexible Workplace Promise, which applies to all Autodesk employees, underpins
our efforts in this area and helps us to reimagine how we collaborate, innovate, andshape inclusive team norms. We invited our employees to flex forward together.

16%of Autodesk employees worked
remotely pre-pandemic

94%

of our surveyed employees
now prefer hybrid work

The Flexible Workplace promise
We will embrace our culture
Our Culture Code will continue to be our beacon that guides how
we will work together as we explore new ways of working.

Flex Forward
We provide tools and other resources to support teams to do their best work and fostera sense of belonging in the era of hybrid work. Everyone has the opportunity to provide
input into how we communicate, collaborate, and prioritize work with a focus on wellbeing. Our Culture Code serves as our foundation as we continually adapt to ways ofworking that are more transparent, flexible, and sustainable for everyone.
During 2021, we released a series of workshops to help managers and their teams talkabout the challenges, new habits, and opportunities of hybrid work:

We will prioritize the safety and well-being of our people● Hybrid Work Reflection: Deepen empathy and mutual understanding of how yourThe safety and well-being of our people will inform our officereopening process and in-office safety guidelines.

● Meet with Focus: Reduce overall meeting time and move work into asynchronous forums

team works● Work Out Loud: Create team norms to increase transparency and normalize progressover perfection

We will offer flexibility in how and where work gets done

● Prioritize for Balance: Get clear on work priorities to reduce burnout and let go of
nonurgent work

We will design for flexibility in how and where work gets done whilebalancing the needs of our dynamic and growing business.

We will continue to provide additional workshops throughout 2022.

We will enable in-person and digital collaboration and connection
We will design offices that inspire creativity and innovation, bridging thedigital and physical world with investment in space and technology to enable
collaboration and solidify connection.

We will foster an inclusive distributed work experience
We will promote the creation of thoughtful team norms between managers
and team members so every Autodesker can do their best and belong,no matter where work happens.

To prevent employee burnout and isolation, we remain focused on key initiatives related
to belonging, collaboration, and well-being.
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Learning andorganization
development
To empower innovators to solve important design
and make, business, environmental, and societal
challenges, we must support our employees tothrive so that they can create the best products
and experiences for our customers. Great
employee experiences translate into greatcustomer experiences.
Like our customers, our employees need to adapt their skills to
the changing work environment. Putting skills at the center
ensures we are focused on equitable employee experiences, as
skills are objective, quantifiable, and transferable. Through ourWork & Prosperity initiative, activated via our Culture framework,
we are reimagining learning and organization development at
Autodesk with a focus on skills that are key to the future of work.
Responding to the unprecedented number of professionals
changing jobs, and our own employee surveys, career development
is a key focus at Autodesk. We initiated a project in 2021 to refreshjob family descriptions and define critical skill profiles. This project
helps Autodesk identify and articulate the skills that drive successin each role at each level, in turn enabling career path development
for employees and a line of sight to the organization’s future skills
demand. This transformation moves us away from high-level,
static job family descriptions to a data-driven, dynamic frameworkthat can be tailored to actionable, skills-based development andcareer paths.

Autodesk continues to prioritize its people managers as a criticallever for organizational success. The Managing@Autodesk
program served as the primary vehicle to keep all global people
managers up to date with the latest information and alignedwith key actions, and provided a venue to share fresh ideas,
resources, and tools. In 2021, we launched a series of workshops
to help managers and their teams talk about the challenges,
new habits, and opportunities of hybrid work (see Flex Forward).
In addition, people managers enrolled more than 3,700 times
in our 16 Managing@Autodesk pathways and completed a totalof over 7,800 articles, videos, and podcasts. Autodesk also
conducted more than 400 manager education events.
To help employees upskill on the job and navigate theirdevelopment, the MyLearning platform connects users to theworld’s largest collection of professional learning content fromboth inside and outside Autodesk—over 250,000 digital courses
and more than three million articles and videos from 1,300 sources.
The pandemic presented an opportunity for us to democratize
learning by moving to a digital learning environment. Our global
portfolio of training curriculum shifted to 100% virtual learningand proved to be so successful that this transformation willcontinue into the future. Almost 12,000 employees completed
approximately 350,000 learning modules during fiscal year 2022,
and nearly every Autodesk employee participated in training
related to our new brand.
The need to develop and roll out learning programs much more
quickly than in past years was supported by Autodesk’s growing
community of learning champions. These employees, from acrossAutodesk outside of the Learning and Development group, arepassionate about curating learning experiences for others. This
community reached 76 members and published nearly 1,000
new learning pathways.

Our community of learning champions
reached 76 members and publishednearly 1,000 new learning pathways.
With equitable development in mind, we sponsored external
leadership programming for our underrepresented populations.
Through our partnership with McKinsey & Company, we sponsoreda year-long professional development program for Black
employees, including skill-building, cohort-based learning, andvirtual networking and webinar events.
During the year, we also enhanced our internal development
program for next-generation leaders. We expanded our Emerging
Leaders Program to 120 Autodesk employees representing nearly
all business units and geographies, including the first-ever cohort
to develop women in tech and sales roles. We supported thepersonal and professional development of more than 280 people
managers and individual contributors through 1:1 professional
development coaching. Participants benefitted from over 2,900
coaching sessions, and nearly 80% rated their experience as “lifechanging” or “amazing.” We also expanded access to professional,
on-demand coaching support to over 12,000 Autodesk employees
worldwide as a zero-cost employee benefit.

As we continue to navigate the shifting landscape of work witha focus on the future, learning and organization development isa key catalyst to build resilience and drive transformation. We
are committed to continuing to prioritize learning and capability
building to drive lasting behavior and mindset shifts. Throughintentional design and delivery of learning experiences that scale
and broaden access, we help our employees thrive and realize
their potential.

250,000

MyLearning connects users to the world’s largest collectionof professional learning content with over 250,000 courses andmore than 3 million articles and videos from 1,300 sources.

12,000Almost 12,000 employees completed approximately

350,000

learning modules during fiscal year 2022.

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FY22 IMPACT REPORT

Improve our operations

Employee
impact at work
Our employees—and our culture of impact—bring Autodesk’s vision of a better world to life.
Whether building sustainability capabilities into our tools, supporting our customers toachieve their sustainability goals, or volunteering time and valuable skills to nonprofit
partners and local communities, our employees play a pivotal role in driving progress
toward our impact strategy.
We encourage all our employees to get involved in impact-led professional development
opportunities. We believe that the more our employees engage in making a positive impact
at Autodesk, the more we—together—can help our customers drive positive outcomes at scale.

FY22 highlights

46%
nearly3,300

of employees logged a donation and/or volunteer timeorganizations globally supported through employee
giving and volunteerism

23,100employee volunteer hours, including 5,400 Pro Bono
Consulting volunteer hours$

1.3 million

worth of employee volunteer hours*$

2.9 million

in employee giving* Value of volunteer hours aligns with annual valuation from Independent Sector ($28.54
per hour was indexed in 2021). Value of employee Pro Bono Consulting volunteer hours(also included in this total) is based on hourly rates for various skills cited by CECP.

Our employees—and our
culture of impact—bring
Autodesk’s vision ofa better world to life.
Image courtesy of Collin Hughes

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FY22 IMPACT REPORTPro Bono Consulting

Employee volunteering
From the first day on the job, Autodesk full‑time employees
are given 48 paid hours a year to volunteer for causes mostimportant to them (part-time employees receive 24 paid hours
a year). During our annual Global Month of Impact in
September, when employees unite for a common cause, morethan 2,000 Autodesk employees gathered in 12 virtual
volunteering events to support Autodesk Foundation’s efforts

in alignment with our impact opportunity areas. By
partnering with two global nonprofit organizations from
Autodesk’s Technology Impact Program for this year’s
campaign, every employee had an opportunity to experience
how we can support customers with technology toaccelerate positive impact.
Learn more

Employees also contributed Pro Bono Consulting volunteer
hours during the year. We invite Autodesk employees tovolunteer and apply their expertise—ranging fromengineering and design to marketing and communications—in support of nonprofits and social enterprise startups
addressing pressing social and environmental challenges
in alignment with our impact opportunity areas.

Engineers Without Borders USA (EWB-USA)

This can involve 1:1 Pro Bono Consulting (online hour-longvolunteer consulting engagements), Pro Bono Team Projects(teams of three to five employees volunteering their skills
for one to three hours a week over 12 weeks), and Pro Bono
Immersion (teams of five to ten employees volunteering
their professional skills onsite for two weeks with an
Autodesk Foundation portfolio customer).

Autodesk legal pro bono program

By researching local nonprofits and making lists of organizations byregion that work in the food insecurity and water and sanitation arena,
Autodesk volunteers provided EWB teams with information to help
them identify critical infrastructure needs in local communities.

Autodesk’s legal department customized a pro bono program to support
nonprofits focused on issues supporting transgender individuals, asylum
seekers, and the houseless community.
Learn more

Learn more

The Nature Conservancy (TNC)

BamCoreAutodesk volunteers identified, sourced, tagged, and catalogued online
resources to support the work of science and conservation leaders
worldwide. More than 1,200 volunteers catalogued over 2,000 data points
and metadata for TNC that will accelerate the organization’s
development of an AI-powered search tool.

Autodesk Pro Bono Consultant volunteers helped streamline BamCore’s
workflow and design process by building a platform that allowed for open
exchange of designs and ideas among all stakeholders, which ultimately
led to increased production capacity, simplified job site installation, andreduced production costs.
Learn more

Learn more

Image courtesy of BamCore

Barcelona office Giving Back Committee

Bridges to Prosperity

For the past two years at Autodesk’s Barcelona office, the Giving Back
Committee has kept up a steady drumbeat of employee volunteering,
including Pro Bono Consulting opportunities, for nearly 600 Autodeskers
in Barcelona.

Autodesk Pro Bono Consultant volunteers helped Bridges to Prosperity
bring its site visit program online during the COVID-19 pandemic, creating
new avenues to engage partners in connecting rural communities withtrail bridges.

Learn more

Learn more

Image courtesy of Bridges to Prosperity

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Employee giving
In a year when many organizations and individuals needed extra
support, Autodesk employees responded by donating record
amounts to nonprofits around the world. Employees receive 1:1
matching funds from the Autodesk Foundation, doubling theimpact of their charitable giving to communities and causes theycare about most. During 2021, the yearly matching cap wasincreased from $3,000 to $5,000, and specific crisis response
causes received a 2:1 match, such as assistance after Tropical
Storm Grace in Haiti and COVID-19 relief in India.

Supporting our technical community todrive positive impact
As a technology company, our technical employees play a pivotal
role in driving impact. We offer incentives to engage their criticaland emerging skills, and we encourage innovative thinking that
motivates and effects positive change in the world:● As part of our annual technical summit, we give a Better World
Builder Award—selected from nominees across the company—
for outsized contribution toward helping our customers design
and make a better world using Autodesk technology.
● The Employee patent program incentivizes creative thinking
and sustainable innovation; employees who have new patents
granted are given bonuses of up to $2,000.
● Autodesk's Impact Team rewards employees across the company
who make exceptional contributions related to climate change.
These individuals are awarded “Autobucks” and “Applause
Points,” spot cash, or other non-monetary awards andrecognition on the company intranet.

WORK & PROSPERITY

GOVERNANCE

Enabling Autodesk sales employees
to advance sustainable outcomes
The Autodesk Making the Future sales incentive program
rewards Autodesk sales teams for partnering with customers toachieve outcomes aligned with the United Nations Sustainable
Development Goals. Winners in fiscal year 2022 spanned accountsizes and industries, and included Cemex, Compesa, Iberdrola,and Setty & Associates.
Our Sustainability G.O.A.L. Program equips our customer-facing
employees with information, resources, and skills to support
customers on their sustainability journeys and create positive
impact with the Autodesk technology platform. During 2021,
the program grew to more than 300 employees and executives
from across the company, representing sales and customer
success as well as marketing, brand, business development, andother groups from all regions globally.
Learn more about our employees’ connection to giving and community.

APPENDIX

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Diversityand belonging
At Autodesk, we’re building a culture of belonging where all
employees have equitable opportunities to succeed and contribute.
We strive to create an environment where everyone, everywhere, is excited to come towork, feels a sense of belonging, and can fully contribute their talents in the workplace.
We’re creating a workplace that embraces a multitude of original minds and talents tocreate the most innovative products and solutions that meet the demands of the global
marketplace. By cultivating a workplace where all employees can realize their potential,
we offer more than just a place to work. As a company leading change, we’re creating
opportunities for people to thrive.

Global diversity and belonging strategy
In 2020, we launched a major initiative to revamp our global diversity and belonging
strategy and implement an ecosystem approach that focuses on individual, interpersonal,
and structural dimensions of change and transformation.
As part of this process, we invited employees from more than 25 countries and over 44
offices—representing all levels and functions and a rich mix of demographics—to join focus
groups to share their feedback, ideas, and experiences. In addition, we engaged our top
executives through a strategy advisory group and analyzed data that reflect many different
aspects of diversity and belonging.
Through this process, we set three-year objectives and aspirational goals for each ofthese strategic change levers:● Attract and retain a diverse workforce● Expand leadership diversity● Foster a culture of belonging
Through a data-driven approach, we are building our programs and measuring success.
Learn more

WORK & PROSPERITY

GOVERNANCE

APPENDIX

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APPENDIX

FY22 IMPACT REPORTDiversity and belonging
objectives and goals
This page summarizes the first year of progress against our three-year diversity and belonging
goals. We made significant progress toward each goal during fiscal year 2022 and are increasing
programmatic focus in fiscal year 2023 in cases where additional effort is needed to meet our goals.

Attract a diverse workforce

Expand leadership diversity

Foster a culture of belonging

Objective

Increase representation of women in tech, women in sales, andunderrepresented people of color employees in the United States

Increase geographic and demographic diversity of leadershipTransform our culture so that all employees feel they belong

Goals (by theend of FY24)

Increase the number of womenin tech roles globally by

Increase the number of leaders(director and above) based in
EMEA, APAC, Japan, Canada, andLATAM by

Reduce gaps between all
demographic groups andcompany‑wide survey scoreson belonging toReduce gaps between all
demographic groups andcompany‑wide survey scoreson engagement toor lessor less

Progress through FY22:
Within 5 points

Progress through FY22:
Within 5 points

Launch diversity and belonging
training company‑wide, andachieve greater than

* Compared to the beginning of fiscal year 2022. Our one-year aim
was to reach 20% of our overall three-year goals.

25

%

*

Progress through FY22:
Up 19.0%

Increase the number of US
employees who are underrepresented people of color‡ by

30

%

*

Progress through FY22:
Up 8.9%

Increase the number of womenin sales roles globally by

25

%

*

Progress through FY22:
Up 7.5%

Increase the number of
US Black employees by

100

%

*

Progress through FY22:
Up 17.7%

10%

Increase the number of leaders(senior director and above) in the
United States who are people ofcolor† by

40

%

*

Progress through FY22:
Up 32.1%

Progress through FY22:
Up 26.7%

Increase the number of Blackand Latinx leaders (seniordirector and above) in the
United States by

300%

Progress through FY22:
Up 40%**

5 points 5 points

75%

employee participation
Progress through FY22:
Training in development† People of color includes the following United States EE0‑1
categories: Asian, Black or African American, Hispanic or Latino,
Native Hawaiian or Pacific Islander, Native American or Alaska
Native, Two or More Races.
‡ Underrepresented people of color includes the following UnitedStates EE0‑1 categories: Black or African American, Hispanic or
Latino, Native Hawaiian or Pacific Islander, Native American or
Alaska Native.

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Attract and retain a diverse workforce
We all win when we attract, retain, and advance talented
individuals. This requires a holistic, multifaceted approach. We
work to integrate inclusive hiring practices into every step ofour recruitment process, including evaluating and revising job
descriptions to be more inclusive, using market intelligenceto identify locations with strong diverse pools of talent, andincorporating early career recruitment into our hiring plan
to develop and cultivate talent.
Our custom-designed five-day virtual Hiring Manager Bootcamp
trains all people managers in Autodesk’s hiring principles andinclusive recruiting practices to help us successfully attract,interview, assess, and onboard diverse talent. During 2021, we
also launched our Recruiter Bootcamp to onboard new recruiters
and refresh current talent acquisition team members.
The program covers topics such as mitigating bias in the interview
process, utilizing diversity partnerships, talent sourcing, writing
inclusive job descriptions, and coaching hiring managers on
inclusive hiring practices. All searches for senior directors andabove must include at least one woman or person of color on
the final interview slate.
Through the Autodesk Tech Program, we are collaborating withfour Historically Black Colleges and Universities (HBCUs) in the
United States, offering student stipends and mentoring in
partnership with our technical business units. The program aims
to create an immersive experience focused on mentorship,professional development, and solving real technical challenges
with engineers at Autodesk. In its inaugural year 2020/2021,
the program engaged 20 students, in addition to faculty advisors
and Autodesk engineers.
Learn more

APPENDIX

FY22 IMPACT REPORT

Employee workforce data, FY22*
The Autodesk Women in Sales (AWiS) initiative is a crossfunctional effort between our human resources and salesorganizations in support our goal to increase the number ofwomen in sales by 25% over three years. The US Bureau ofLabor Statistics reports that women hold just under a third ofoutside sales roles in the majority of industries, most notably
manufacturing and technology. Addressing this problem iscritical to both business success and achieving global gender
parity in pay and opportunity. The AWiS initiative focuseson talent acquisition, development, and retention, as well as
inclusive cultural practices.

Overall workforce, by gender

The Autodesk Women in Digital Enterprise Services (WDES)
initiative supports our goal to increase women in tech by 25%
over three years. It includes programming that works to equalize
and promote women’s presence within DES through career andpersonal development. Achievements during 2021 include:

64.9%

Male

35.0%

Female0.1%

Choose not to state

62.6%

White

24.6%

Asian

7.0%

Hispanic or Latino

2.9%Black or African American

2.3%

Two or More Races

0.3%

Native American or Alaska Native

0.2%

Native Hawaiian or Pacific Islander

0.1%

Not specified● Launching the WDES Guilds Program and completing two
Guilds group cycles● Hosting training sessions and workshops related to careeradvancement, mentorship, and growth
External partnerships are key to reaching a wide array ofcandidates. We collaborate with organizations such as National
Action Council for Minorities in Engineering, Lesbians Who Tech,
AfroTech, Fairygodboss, Techqueria, and Power to Fly to support
our effort. Starting in February 2022, Autodesk committed$150,000 annually for three years to The Hidden Genius Projectto support the next generation of Black tech leaders andentrepreneurs. These efforts are yielding positive results, withmore job candidates who identify as women (globally) andpeople of color (in the United States) than ever before. For
example, 39.9% of external hires during fiscal year 2022 were
women. Partly as a result, women increased from 33.4% of
Autodesk’s overall workforce globally at the end of fiscal year
2020 to 35.0% at the end of fiscal year 2022. In the United States,
7.9% of external hires during fiscal year 2022 were Black. This
contributed to the rise from 1.7% of the US workforce that Black
employees represented at the end of fiscal year 2020 to 2.9%
at the end of fiscal year 2022.

US workforce, by race/ethnicity* Data are as of the end of fiscal year 2022.

See detailed performance metrics in the Data summary.

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Leadership data, FY22*
Overall leadership, by gender

67.0%

Male

33.0%

FemaleGOVERNANCE

APPENDIX

Expand leadership diversity

Foster a culture of belonging

We are expanding leadership diversity from the Board of Directors
to senior leadership and to all areas of Autodesk. As a global
company, it is critical that our leadership reflects the perspectivesof our customers around the world. Therefore, we have prioritizedgrowing our leadership capabilities globally, resulting in a 2.6%
increase in the number of leaders outside of the United States.

We are committed to building a culture of belonging at Autodesk bylistening deeply, providing education, implementing programs, andmost importantly, fostering collective accountability. Belonging iscentral to the Values and Ways We Work, as articulated in our Culture
Code, and in 2021 we launched a company-wide Culture Sprint
on Belonging.

Women make up 50% of our 10-member Board of Directors, whichis composed of 10% Black membership and 90% white membership.

Dialogue spaces

Our commitment to attracting and recruiting diverse talent extends
to our senior leadership team. In February 2021, we announced
the appointment of a new chief financial officer, chief technology
officer, and senior vice president, all of whom expand the diversityof our senior leadership. Forty-five percent of our executive teamis women.
We are committed to the growth and development of all our
employees. Some programs target specific demographics aspart of our diversity and belonging strategic goals. For example,
Autodesk was a proud participant in the McKinsey Black
Leadership Academy in 2021, which creates opportunities forrising Black leaders to network and build relationships withleaders from other organizations.

US leadership, by race/ethnicity

73.8%

White

18.8%

Asian

3.8%

Hispanic or Latino

2.0%

Two or More Races

1.4%

Black or African American

0.2%

Native American or Alaska Native* Data are as of the end of fiscal year 2022.

See detailed performance metrics in the Data summary.

FY22 IMPACT REPORT

In early 2022, we launched NEXT LEVEL, a program designed
to create a pipeline of underrepresented people of color who are
ready to move into leadership roles. To better understand andmitigate individual reasons for attrition, during 2022 we also
started conducting Career Advancement Retention Effort(CARE) interviews.
We offer several professional and leadership development
opportunities for all employees, including our Emerging
Leaders Program and Employee Leadership Program/Autodesk
Leadership Program.
All employees can also participate in the Autodesk Mentorship
Program, as a mentor, mentee, or both. The program breaks down
the barriers of meeting and learning from colleagues aroundthe world and offers resources and guidance to nearly 3,000
active members (as of January 2022).
Learn more about learning and organization development at Autodesk.

Dialogue Spaces are open to all employees to speak courageously
and listen with curiosity, offering a safe environment for people toshare their stories and build a deeper understanding of one another.
Autodesk has partnered with Bravely, a confidential coaching service
that supports individuals and workplace health, to foster discussions
about aspects of identity that impact our employees in the workplace.
Bravely spaces introduce and reinforce critical concepts of allyship andworking together more inclusively and equitably through storytelling,educational content, and active group sharing. The events ignite
self-discovery and connection that can be further explored throughindividualized coaching and conversations between colleagues.

Speaker series
Our Diversity & Belonging Speaker Series brings outside experts
to engage the entire Autodesk community in conversations about
identity and diversity. Dialogue Spaces facilitated by Autodesk
employees followed some events to offer colleagues across thecompany the opportunity to discuss the expert’s books and podcasts
in small groups. Speakers in 2021 included:● Shankar Vedantam has been reporting on human behavior andsocial science research for more than 25 years and is the host andcreator of Hidden Brain. The Hidden Brain podcast receives morethan three million downloads per week, and the Hidden Brainradio show is featured on more than 350 public radio stations
around the United States.
● Herminia Ibarra, professor of organizational behavior at London
Business School and author of Act Like a Leader, Think Like a
Leader. Professor Ibarra shared how leadership is a mindset thatcan be practiced at all levels of an organization.
● Dolly Chugh, professor at NYU’s Stern School of Business and authorof The Person You Mean to Be: How Good People Fight Bias. Drawing
on her decades of research on unconscious bias, Dr. Chugh offeredpractical tools to become a better leader, colleague, and friend.

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Connecting community, culture, and creativity
In response to the challenge of physical distancing during the COVID-19
pandemic, Gail Tanaka, Global Lead of the Autodesk Asian Network, initiateda program with a nonprofit organization, Kimochi, to teach seniors and youth
how to use Autodesk Tinkercad as a way to continue creating JapaneseAmerican cultural items such as cherry blossoms together.
Learn more

WORK & PROSPERITY

GOVERNANCE

APPENDIX

Employee resource groups

Transgender and nonbinary inclusion

We have a vibrant and growing network of global Employee Resource Groups (ERGs),
employee-led groups composed of individuals who join together based on common
backgrounds or dimensions of diversity such as gender, race, or ethnicity. Each ERG
is sponsored by a member of our Executive Leadership Team, and our ERG leaders aresupported as a critical extension of our Culture, Diversity & Belonging team. ERGs play key
roles in driving professional development, building partnerships with local communities,
advancing recruitment efforts, and supporting a culture of mentorship and coaching.

In addition to Autodesk earning a 100% rating and designation as a Best Place to Work
for LGBTQ Equality on the Human Rights Campaign Foundation’s Corporate Equality Index,
the Pride ERG formed an initiative to provide peer mentorship and advance inclusion
for transgender and nonbinary employees. In partnership with the Culture, Diversity& Belonging team, during 2021 the group helped expand options for pronoun visibility
across Autodesk employee directories, worked to evaluate access to all-gender restrooms
in offices globally, and collaborated with the company’s benefits team to remove any
remaining restrictions on gender-affirming health benefits under our primary US
insurance vendors.

Currently, Autodesk has seven ERGs: Asian Network, Black Network, Latinx Network,
Pride Network, Veterans Network, Women’s Network, and Young Professionals Network.
Autodesk’s ERGs are evolving to make an even greater impact on our employee
experience and our business globally.
● In 2021, Autodesk’s held its first ERG Week, a series of global events focused oncelebrating and elevating ERGs. To bring the programming to life in a virtual world,
each group brought in dynamic voices from both inside and outside the company
for inspirational talks, networking events, and more.
● Beginning in 2022, Autodesk will grant a $10,000 appreciation bonus each April to ourglobal ERG leads, on completion of every year of service, for the many ways they help
our employees feel supported and included, both in times of celebration and in theface of social injustice. Autodesk is proud to make this investment in the future leadersof our work culture—and our company.
● To scale and operationalize impact, we've formed expert “MERG” groups to alignprogram strategy and intersectional development across all ERGs. We work together
to build a strong team of cross-ERG support, and we utilize resources, passion, andenergy to impact lasting change for all employees at Autodesk, especially those inhistorically marginalized groups.

Image courtesy of The Hidden Genius ProjectNurturing young tech talent with The Hidden
Genius Project
The Autodesk Black Network leads workshops through The Hidden Genius
Project, a national nonprofit organization that trains and mentors young Blackmen in technology creation, entrepreneurship, and leadership skills. Startingin 2022, Autodesk has committed to donating $150,000 to the organization foreach of the next three years.
Learn more

FY22 IMPACT REPORT

Programs worldwide
During 2021, employees in Autodesk locations around the world advanced diversity andbelonging through a broad range of initiatives. For example, in our Europe, Middle East,
and Africa region, the Autodesk France Country Council, composed of senior leaders,people managers, and individual contributors across business organizations, adopted 10
initiatives during the year to advance equity and access. For example, the council engaged
with local stakeholders Capital Filles and 10000 Codeurs to mentor and coach diverse
young talent and led discussions associated with the International Day of People with
Disabilities to change the way disability is perceived within the company.
The Autodesk Italy Leadership team joined Valore D, a corporate association that
promotes gender balance and an inclusive approach to company- and country-levelgrowth. This organization helps people learn, adapt, and prosper through change via
courses, best practice sharing, mentoring, and other activities.

Programs across the business
Across business units within Autodesk, grassroots groups of employee volunteers help
foster a culture of belonging within their teams. Each group has senior leadership support
and an executive sponsor at the VP level.
In Finance, the Diversity & Belonging Committee hosted Power of Inclusion trainings andquarterly guest speakers, and in 2021 it sponsored 13 employees for the annual WILpower
program, a professional development and networking program for women offered by LWT(Leading Woman in Technology). The group also partnered with DreamWakers flashchats
to connect 458 students from 11 underresourced K–12 schools with Autodesk careerrole models.
The Legal Diversity Inclusion & Belonging (LDIB) group is composed of volunteers
dedicated to promoting Autodesk’s values within the department and wider legal
community. In 2021, the team focused its efforts on lifting up underrepresented groups
in the legal field and also sponsored career development training through the Leading
Women in Technology program, which was offered for the first time to all employees
regardless of geography.

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APPENDIX

FY22 IMPACT REPORTSupplier diversity
In the Platform Services & Emerging Technologies (PSET) organization, the PSET-DIB
initiative works to ensure broader participation in envisioning the innovations of the
future by fostering a culture of equity and belonging within the department. The goalsof the core team are to build and maintain avenues of communication to increase theimpact of diversity and belonging programs within PSET, normalize conversations
and critical thinking on topics of equity to further Autodesk’s culture goal around
psychological safety, and develop leadership and power skills together throughpeer mentorship and learning.
In the Product Development and Manufacturing Solutions (PDMS) organization, the Culture,
D&B advisory team works to prioritize timely amplification of Autodesk diversity andbelonging messaging, programs, and resources; identify unique opportunities for influence
within the organization; and communicate learnings and feedback.

Providing a positive experience on our internal platforms
With our remote and hybrid work environment, reliance on Slack and other social
platforms is essential. As with any social platform, some messages may not align with
our policies or guidelines. To create a safe and positive experience on our internal
community platforms, we created guidelines for our employees and contingent workers
to follow when communicating with peers. We also added a new “flag” feature in Slackto enable employees to report messages that they feel violate Autodesk’s policies,
guidelines, or culture of respect.
Additionally, in February 2022 Autodesk added a statement about our stance on racism
to the company’s Code of Business Conduct, as well as within our internal Global
Discrimination, Harassment, and Bullying Policy.

Advancing racial justice in partnership with
the Autodesk Foundation
As violence against historically marginalized communities continued in 2021, werecommitted to doing our part to condemn racism and support our employees, neighbors,and communities around the world.
In response to a rise in violence against the Asian community, both in the United Statesand globally, the Autodesk Foundation (with guidance from the Autodesk Asian Network)
distributed grants totaling $150,000 across five organizations: Advancing Justice–Asian
Law Caucus, the National Asian Pacific American Women’s Forum, the Center for Asian
American Media (CAAM), Ascend Foundation, and the Asia Pacific Environmental Network.
During 2021, the Autodesk Foundation continued collaboration with the Black Innovation
Alliance and Village Capital on the rESOurce Initiative to help leaders of color build
financial, social, and human capital. Through this initiative, we lend our experience andresources and learn from participating organizations to advance a more inclusive
innovation ecosystem and funding landscape.
The Foundation’s response and rebuilding grants and support have benefited fromcollaboration with the company’s Culture, Diversity & Belonging team and ERGs
representing the people and communities impacted. Beyond this funding, the Foundation
has committed to integrating diversity, equity, and inclusion goals throughout its work,from how it sources new organizations for its portfolio to the impact it seeks to realize
through its grantmaking and impact investing. For example, in fiscal year 2022 theFoundation provided a $250,000 grant to Revolution Workshop, a nonprofit providing
construction job training on the West and South Sides of Chicago, predominantly Blackand LatinX neighborhoods. In February 2022, Autodesk was a launch supporter of theBlack Equity Index (BEI), a new initiative for organizations to advance and measureprogress toward racial equity in the workplace.

Supporting pay equity
Autodesk is committed to pay equity for our employees. We conduct an annual global
pay analysis to compare pay levels of different demographic groups, and makeappropriate adjustments if needed. We’ve continued Fair Pay at Hire, which means that
we do not ask candidates about their prior company compensation in the United States.
Autodesk was also a proud early signer of the California Equal Pay Pledge, which affirms
the commitment to conducting annual pay analysis, reviewing hiring and promotion
processes and procedures to reduce unconscious bias and structural barriers, andpromoting best practices that will close the pay gap. We are transparent about oursalary structures, bonus targets, and equity guidelines to let employees know how they
compare to our definition of market. To attract, retain, and support our highly qualified
employees, we offer competitive compensation and benefits, which include an elementof choice to meet the needs of our diverse population globally. As of fiscal year 2021,
all employees participate in equity offerings in countries where equity grants areallowed. In fiscal year 2022, we completed our multi-year journey toward Market Pricing.
This means that all jobs have been shifted from pay grades to job levels to allow for
more precise benchmarking in the competitive market.
Autodesk monitors equal pay and conducts full analyses on compensation ratios.

At Autodesk, we use our purchasing power to increase diversity and inclusion in our
supplier base, helping to create jobs and wealth in historically marginalized communities.
We value our impactful relationships with small and person of color-, women-, disability-,
veteran-, service-disabled veteran-, and LGBTQ+-owned businesses. Creating a supplierbase that reflects the demographics of Autodesk’s marketplace provides us with access tobetter ideas and ways to innovate.
In 2021, we engaged with certifying agencies to help diverse business owners expand
their capabilities by connecting them with mentoring, training, and business development
opportunities. During the year, we mentored two Black female entrepreneurs as a partof the National Black Business Pitch, a competition designed to connect Black women–
owned businesses to prospective customers. We also sponsored a cohort of eight womenowned businesses for the WBEC-West Platinum Supplier Program, for women-owned
businesses certified by WBENC (Women’s Business Enterprise National Council) thatare working to begin or expand corporate and government contracting. To increase ourawareness and engagement with diverse businesses, Autodesk belongs to the National
LGBT Chamber of Commerce, the Western Regional Minority Supplier Development
Council, and tech:SCALE.
To further drive results, in 2021 we launched the internal Autodesk Supplier Diversity
Executive Stakeholders group, which works to develop goals for each of the company’s
principal organizations. We spent $35 million, equivalent to 4.4% of addressable spend,with approximately 210 US-based diverse businesses in fiscal year 2022, meeting our goalof 4% for the year.2 During fiscal year 2023, we aim to increase this to 8% of addressable
spend in the United States, and 25% by fiscal year 2026. We are exploring expanding ourprogram to additional countries and regions.

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Education
At Autodesk, we believe in lifelong learningthat’s personalized, portable, and pragmatic.
We’re motivated by professionals, students,
and teachers who embrace and deliver
solutions to today’s most complex challenges.
We provide educators with technology platforms, learning
content, access to certifications, and education events toinspire, engage, and develop students for the workforce so they
can produce lasting positive impact. We aren't just helping
educators, students, and lifelong learners peer into the future–
we're helping them create it.

HEALTH & RESILIENCEWORK & PROSPERITY

GOVERNANCE

Our primary areas of focus in education are:Platform
We are working at the forefront of industry providing technology platforms tocreate solutions, connect data, and accelerate outcomes. Educational institutions
benefit by by adopting the same software platforms used by professionals
to teach and develop the knowledge and skills necessary for their students tosucceed in their careers. Together we make it possible.

Futureskilling
We’re empowering students, educators, and lifelong learners to develop the skills
necessary today to help solve tomorrow’s most pressing design and engineering
challenges. In other words, we futureskill by providing the mindset, skillset, andtoolset to accelerate careers and help people thrive in industry. Beyond simple
upskilling and reskilling, futureskilling prepares designers, makers, and doers for
tomorrow’s jobs.

Sustainability
We’re working with educational institutions to integrate sustainability concepts
into instruction, helping students make better choices related to energy andmaterials. By revitalizing engineering, machining, and manufacturing curricula,
we provide students and teachers with the power to design and make more
efficiently, with less environmental impact.

Digital transformation
Digital transformation is evolving industry to help improve and deliver greater
value. As new cloud and collaborative technologies and automated processes are
adopted, work is being redesigned to achieve better outcomes. We enable andaccelerate this transition by providing education resources to retrain, retool, andreshape the workforce for the next generation.

APPENDIX

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APPENDIX

FY22 IMPACT REPORT

Autodesk resources available to professionals, students,
teachers, parents, and school administrators include:

Autodesk Education Community
provides students, faculty, and educational institutions the latest
information on Autodesk product updates and certifications, as well as
information regarding workforce readiness, teaching trends, industry
changes, and upcoming events and competitions. Students and educators
can also access Autodesk’s professional-grade software for free.*In fiscal year 2022, millions of students and educators used Autodesk
software to learn design and make skills.
Learn more

Autodesk learning and certification

Tinkercad

provides industry-validated skillbuilder courses and certifications for
professional users and students around the globe. Our certifications areboth product- and role-aligned, which helps recipients market their job
readiness. This helps educators stay current on industry-adopted tools sothey can teach more effectively. We offer learning pathways in architecture,engineering, and construction as well as product design and manufacturing,and introduced a full line of certifications for machinists and mechanicalengineers in 2021. Millions of architects, mechanical engineers, and design
professionals worldwide benefit from an Autodesk Certification.

is a free web app for 3D design, electronics, and coding. With more than 45
million registered users around the world, Autodesk® Tinkercad® software
builds STEM confidence by bringing project-based learning to the classroom.
Tinkercad is proud to bear the ISTE Seal of Alignment. Our lesson plans
adhere to ISTE, Common Core, and NGSS standards for the classroom.

Learn more

Autodesk University

Autodesk Knowledge Network

is a learning community for design and engineering professionals fromaround the globe and offers conference experiences and free access to online
learning resources year-round. In fiscal year 2022, the Autodesk University
website received more than 2.4 million visits, and users watched morethan 133,000 hours of instructional video, as well as 29,500 hours on other
distribution channels such as YouTube.

is a repository of more than a million contributions from Autodesk, its
community, and its partners, and includes more than 250 videos and articles
related to sustainable design.

Learn more

* Free Autodesk software and/or cloud-based services are subject to acceptance of and compliance with the terms and conditions of the terms of use
and/or other terms that accompany such software or cloud-based services. Software and cloud-based services subject to an Educational licenseor subscription may be used by eligible users solely for Educational Purposes and shall not be used for commercial, professional, or any other for-profit purposes.

Learn more

Learn more

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FY22 IMPACT REPORT

Partner with customers

Industry
trends
The start of the COVID-19 pandemic severely impacted the
manufacturing and construction sectors, but by the end of2021, markets including Europe and the United States had fully
recovered in terms of their economic output.3 Meanwhile, thepace of technological change in these sectors escalated globally
as social distancing and other protective measures increased
the cost of human labor relative to machines. Jobs in factories
and on construction sites that were once seen as safe weresuddenly risky for humans to perform. Even as COVID-19 vaccines
and treatments became readily available, fundamental changes
in on-site labor management accelerated.
Industry responded by utilizing cloud-based workflows wherever possible. Across AEC,
product design and manufacturing, and media and entertainment, leaders quickly pivoted
to remote working environments and cloud-based collaboration. Workers adapted aswell by learning new technologies and ways of working as quickly as possible. Even jobs
that were hard to transition to remote work shifted to help ensure safety on factory
floors and building sites.
But many early adjustments were quick fixes. To help futureproof workers in the longrun, new approaches to skills acquisition and lifelong learning are needed. Businesses
are exploring innovations such as micro credentials (often accompanied by digitalbadges) that help close internal skills gaps through targeted development4—and digital
career coaching platforms, which use AI to support workers and employers wherever

they are. Autodesk offers valuable industry credentials to AEC and product design andmanufacturing professionals to bridge the gap between education and industry, ensuring
employers and employees are ready for what’s next in industry.

work they do. People who find purpose in their jobs are more productive, healthier, more
resilient, and more likely to remain with their employer.5 Companies that succeed in thecompetition for talent will be those who help employees find purpose on the job.

Through the Membership Training Provider Program, Autodesk offers the national
leadership of major North American trade unions a range of program benefits—including
low-cost software license fees—to train, test, and certify registered union and tradeassociation members to help them advance their industry credentials.

The pandemic has upended many prior assumptions, but the need for humans to adopt
a mindset of lifelong learning has only accelerated. Employees in manufacturing andconstruction will prosper by acquiring the most in-demand technical and non-technicalskills and by adapting to ever-changing roles in a competitive global economy.
Employers who invest in their workforce and provide the necessary support for employees
to connect to purpose at work are most likely to succeed in this new future of work.

As technology evolves and industries transform, we can expect ongoing adaptation ofcurrent roles as well as new job creation. According to a report we commissioned titled“Skilled Beyond Degree: How Experience Is Outpacing Education in Construction and
Manufacturing Hiring,” certain roles and skills will be most coveted in the near future:● Demand remains high for sophisticated technical and non-technical skills—including
an ongoing need for data and management skills.
● The pandemic demonstrated the essential role of logistics and supply chain
management, and the importance of these fields is projected to continue.
● Renewable energy-related roles in manufacturing are among those poised for thegreatest growth in the next five years, emphasizing the need for adaptation to
relevant technologies.
In addition, a heightened emphasis on priorities such as employee well-being, resilience,and purpose can be key for organizations looking to recruit and retain skilled employees.
The pandemic has led many people to reevaluate their lives and work; according to a
recent McKinsey study on individual purpose and associated work and life outcomes,
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FY22 IMPACT REPORT

Partner with customers

Architecture,Engineering &Construction
Cloud-based AEC solutions are democratizing access to opportunities
and fostering more inclusivity. Digital transformation, including
collaboration tools in the cloud, enables companies to engage talentworldwide—building a connected global workforce.
At the same time, COVID-19 has made digital project delivery more complex, requiring
many design and construction firms to accelerate the pace of digital transformation.
New capabilities in Autodesk products and an expansion of its partner ecosystem
support remote and virtual work environments for AEC practitioners, enabling easiercollaboration from a single source of truth. With apps available in more than a dozen
languages, all stakeholders can navigate securely through models, capture feedback,and make decisions together in real time.
AEC professionals can improve the user experience and reduce costs by automatingproduct development processes with tools such as Generative Design in Revit that takeadvantage of artificial intelligence and machine learning. Traditional processes to develop
and validate design concepts typically limit exploration to only a handful of possible
alternatives due to time constraints. Generative design is disrupting this process by
simultaneously exploring a variety of possible design outcomes and generating a varietyof potential alternatives—with the data to show how each ranks against a designer’s
original criteria.
Through Autodesk Learning and Certification, AEC professionals can gain the knowledge
and skills to create high-quality, innovative building and infrastructure designs; optimize
projects with integrated analysis, visualization, and simulation tools; and improvepredictability by maximizing constructability and project coordination.
In the construction industry, Autodesk’s bid management technology—Autodesk®
BuildingConnected® Pro and Bid Board Pro—helps owners and builders find reliable
partners for every job using our Builders Network. Project teams can access overa million construction professionals, simplify bid workflows, and manage subcontractor
risk in real time. To increase the diversity of firms bidding for projects, customers canbreak down bid packages to smaller scopes of work, making it easier to engage thecommunity, attract talent, and build new relationships. And prequalifying subcontractors
enables project teams to be more inclusive, specifically focusing on Disadvantaged
Business Enterprises (DBEs).
See a summary of Autodesk Architecture, Engineering & Construction solutions that enable
sustainable design.
Learn how fostering employee diversity can support business growth.

Autodesk and Smithsonian Arts
+ Industries Building

Exhibit showcases the
future of human/machinecollaboration
As part of the immersive museum exhibition FUTURES, which
opened in late 2021, we collaborated with the team at theSmithsonian Arts + Industries Building to create the Co-Lab.
This exhibit features a novel generatively designed andsustainable timber structure, stories showcasing the powerof Human/AI collaboration, and an interactive multiplayer
generative design experience, “Future Communities.” Guests
collaborate with both each other and AI, making decisions
and building a community block based on what they deem
most important. Each participant takes a different role,choosing to be a “developer,” “ecologist,” or “mayor.” Theroles have specific goals and input factors that include social,ecological, and economic considerations, ranging from theavailability of green space and housing to the reach of public
services and employment opportunities.
Learn more

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APPENDIX

FY22 IMPACT REPORTImage courtesy of IESCInterstate Electrical Services Corporation

Interstate Electrical Services energizes the futurewith digital transformation and an inclusive workforce
Interstate Electrical Services is a family-owned construction company
that spans six New England states, with more than 600 employees. Like
the broader construction industry, Interstate has been making everincreasing investments in digital construction tools and processes.
Interstate’s engineers, BIM coordinators, and detailers orchestrate theirefforts at the company's Operations Center in Tewksbury, Massachusetts,
a 100,000-square-foot manufacturing and warehouse facility. At thatlocation, project coordinators and detailers fine-tune models and install
instructions to exacting detail. Fabricators assemble the units to UL
Certification standards under direct supervision of licensed electricians,
and more crews package and ready the units for shipment, often weeks inadvance of install. This approach can save time, reduce risk, and improve
efficiency. As the construction industry faces unprecedented labor
shortages, digital transformation enables Interstate to do more with less.
Interstate’s lead VDC/BIM specialist says, “I basically taught myself Revit
when there were three of us at the company doing BIM. And ever since,
we’ve been learning, growing the team, and transforming how we work.”
Today, two dozen of Interstate’s workers are experts in 3D model

coordination and detailing. And an even larger share turns those drawings
into fully built electrical systems—without ever stepping foot on the jobsite.
COVID-19 further accelerated the transformation. Interstate started moving
all its projects to Autodesk Construction Cloud, and crews communicate
through Microsoft Teams. Office teams worked from home at the height ofthe pandemic and are moving to hybrid schedules now. Field teams
coordinate with the office almost entirely by computer. According to Interstate,“People were wary of change, but we didn’t have a choice. Some could barely
turn on a laptop before, and now they’re doing digital markups.”
Digital transformation also changed how Interstate interacts with job
candidates–and who those candidates are. Interstate built an inclusive andcomprehensive recruiting process and has broadened its scope to nontraditional audiences such as veterans, people with disabilities, women,
and minorities.
Learn more

Image courtesy of Compass Coffee

Compass Coffee
Compass Coffee retrains workers to build a new roastery, creating an ad-hoc
construction crew that thrives on flexibility.
Learn more

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Partner with customers

Design &Manufacturing
Digital transformation is fundamentally changing the nature ofwork in product design and manufacturing. New technologies andworkflows demand new ways of working and learning.
More than ever, leaders are working hard to keep teams and data connected across all
departments and locations and providing workers with the skills they need to thrive ina digital future. Smart manufacturing—the widespread digitization of manufacturing
practices, including product design, data management, supply chain, production,
distribution, and sales—helps companies to be more agile, which is crucial in today’s
rapidly changing environment. As a result, everyone from designer to machinist needs
to adapt on a dime by retooling, retraining, and executing while maintaining quality.
Cloud-based data management is essential to this digital transformation. Autodesk®
Upchain software enables manufacturers to centralize their data from a broad range of
mechanical and electrical CAD and non-CAD tools. Teams can keep working in the CAD
and business tools they’re comfortable with and collaborate more efficiently. Companies
can use Upchain to create repeatable, reliable, and traceable processes to manage
company-specific workflows and deliver products with higher quality.
Automated processes such as parametric modeling and generative design can improve
workflow, and smart technologies such as artificial intelligence and machine learning go
hand-in-hand with smart manufacturing data analysis. Fusion 360 Manage is a productlifecycle management platform that connects people, processes, and data acrossdepartments and geographies. Fusion 360 Manage digitizes paper processes and enables
companies to track processes, improve productivity, and manage quality efficiently.
The Autodesk® Product Design & Manufacturing Collection provides professional-grade
tools to help our customers streamline processes, enhance collaboration, and prepare forthe future. Autodesk® Vault software enables engineering teams to work from a central
source of organized data, improving collaboration and streamlining workflows throughout
product development. Enhanced tools improve design reuse and reduce rework throughduplicate detection. Additionally, new cloud-connected capabilities facilitate access todigital data in the field. And from within Fusion 360, users can now use Design Reservation

to view real-time feedback and design updates from team members. Interoperability
between Fusion 360 and Autodesk Inventor workflows was further enhanced with therelease of Inventor 2023 in March 2022 to help engineers and designers save time on
everything from BIM projects to additive and subtractive manufacturing.
Learn more

New technologies and workflows mean new ways of working for professionals. Several
new options in self-paced learning can help manufacturing professionals improve their
Fusion 360 skills, including videos, step-by-step tutorials, and downloadable 3D models.
For example, the Tool Library video series helps users navigate the Tool Library andimprove their tool management skills. The Additive Build Extension series walks users
through the process of preparing a model for 3D printing.
Through Autodesk learning and certification, students, designers, and engineers cangain the knowledge and skills to streamline the product development process, createhigh-performing product designs and production system layouts, and connect teams
and data from design through manufacture.
See Certifications.
See a summary of Autodesk Design & Manufacturing solutions
that enable sustainable design.

Cloud-based data
management is essential
to digital transformation.

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FY22 IMPACT REPORT

Pasadena City Collegeand Lawrence Equipment

How industry andacademia work
together to improvestudents’ skillsets

Image courtesy of Ivy Tech Community College

Ivy TechIvy Tech provides opportunities for students to move beyond the basics, learn
advanced skills like generative design, and ensure they graduate with a broad
knowledge base.

Pasadena City College (PCC) partnered with local manufacturer
Lawrence Equipment to develop a course that helps students learn
relevant and valuable skills. Lawrence Equipment demonstrated
how Fusion 360 helps them thrive in the market today whilealigning with the future of manufacturing. By implementing thesuggested changes, students at PCC spend less time learning
software and more time on the machines incorporating thoseimportant machining skills. As a result, Lawrence Equipment
hires from a steady pool of highly qualified PCC graduates.

Learn more

Watch video

Image courtesy of Davis Technical College

Davis Technical College
Davis Tech is bridging the gap between what students are learning in theclassroom and the future of manufacturing.
Learn more

Image courtesy of Pasadena City College and Lawrence Equipment

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Partner with customers

Media &
Entertainment
The media and entertainment industry is undergoing a transformationas content creators innovate to meet the demands of a dramaticincrease in high-quality content production globally.

● Flame on the cloud enables Flame artists to collaborate with one another from virtually
anywhere. Studios running Flame on the cloud can benefit from a scalable and secure
work environment with a wide selection of compute and storage services.
● USD workflows in Maya, 3ds Max, Bifrost, and Arnold enable smoother data exchangeboth within studios and in the wider production supply chain.

Pandemic lockdowns and other measures forced studios to expand beyond the traditionalmodel of large teams based in centralized locations and embrace remote workflows.
Utilizing cloud computing, prioritizing communication, and increasing security standards
to optimize collaboration across a global workforce has accelerated the transformationof content creation. This new approach has enabled studios to hire diverse talent in newplaces while reducing production costs.

We are also investing in AI-assisted workflows for media and entertainment. Autodesk
continues to invest in Flame’s machine learning toolset, helping artists automate complex
compositing and retouching tasks. By combining Flame's powerful AI-powered tools withthe massive compute power and scalability of the cloud, artists can work faster and focus
on the artistry of their craft.

Supply chains for sourcing and creating content in the media and entertainment industry
are growing longer and more complex. Studios are desperate for talent, farming out partsof the process at unprecedented rates while diversifying where they find qualified talent.
This has had a democratizing effect, improving access to opportunity beyond typicalconcentrated media hubs. However, it has also added complexity to project management.
Implementing cloud-based tools and hiring the right mix of talent both play a pivotal
role in managing decentralized talent creation.

Autodesk is committed to empower anyone, anywhere, to create amazing entertainment
and media experiences by providing tools that enable artists to deliver new levels ofcreativity, collaboration, productivity, insight, and scale with production in the cloud.
We are accelerating the industry’s transition to the future of production by disrupting
traditional processes with new ways of working. Moving forward, we will continue
working to drive better collaboration through open standards, open project development
ecosystems, and interoperability of tools and platforms.

Our tools help teams collaborate more effectively, increasing productivity and saving timeand money. For example:● Autodesk® ShotGrid (formerly Autodesk® Shotgun®) software streamlines workflows
for creative studios by unifying production management, the creative process, andpipelines—in the cloud. ShotGrid enables producers to track and manage every aspectof their projects, supervisors to streamline the creative process and keep artists
focused on the creative task at hand, and technical directors to build customized
pipelines that suit unique studio needs with plug-and-play integrations and an
open ecosystem.

Six Key Components to Successfully Navigating Your Remote Workflows

Setting up our own remote studio
We’ve seen the pandemic change the way studios work and how artists collaborate
with one another. With remote work becoming the new normal, we decided
to put ourselves in the shoes of our customers by setting up a small remotestudio to create a 3D sequence from concept through final render. The animatedshort, called “Mkali's Mission,” uses each of the tools in the Autodesk Media& Entertainment Collection—including Maya, 3ds Max, Arnold, and Autodesk®
Mudbox® software—to showcase the breadth and power of the toolset.

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ENERGY & MATERIALSHEALTH & RESILIENCEAdvance industries

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We invest in organizations taking a worker-centeredapproach to upskilling and career advancement inservice of an equitable and prosperous future for all.

Catalyzeinnovation
The Autodesk Foundation invests in nonprofits, startups, andecosystem partners who prepare workers to thrive in the eraof automation. We invest in initiatives and solutions that help
workers prosper now—and in the future.
Investments focus on upskilling and reskilling learners, facilitating employment
for workers, and changing employer behavior within the construction and manufacturingindustries. While we recognize the crucial role that a range of organizations play,including government, employers, and educational institutions, we invest primarily
in early-stage technology-enabled startups, nonprofits, accelerators, and funds
that help create a more inclusive economy.

Impact measurement and management
We evaluate the impact of the Autodesk Foundation Work & Prosperity portfolio based on outcomes
related to skills acquisition and inclusive access to quality jobs. Collecting and aggregating aligned
metrics drives accountability across the portfolio and provides us with useful insights to drive towardindustry change.
Learn more about Autodesk Foundation impact measurement and management.

Portfolio impact
Metrics

Who we fund12

nonprofits and ecosystem partners
that help workers prosper in the eraof automation

Individuals directly impacted (low-touch,* cumulative)

22

FY22 IMPACT REPORT%of Autodesk Foundation portfolio
funding in fiscal year 2022

Geographic reach
We invest in organizations in the United States and the UK,
and our research also includes Asia Pacific and Europe.

FY2212,100,000

Individuals trained (high-touch)*

17,500

Certifications and credentials facilitated

13,800People placed in new or improved jobs

13,500Individuals with an annual income increase of $5,000 or more

13,400* Low-touch refers to individuals impacted through educational technology or learning platform solutions. High-touch refers to individuals who received formal training, either on the job or through job placement programs.

Read the Autodesk Foundation’s Future of Work impact brief.

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ISAICPalletis developing virtual training and on-demand machine
repair in the manufacturing industry.

Private shelter thatcan be built in a day

Learn more

Image courtesy of ISAIC

As part of the Autodesk Foundation Work & Prosperity portfolio,
we have made an investment in Pallet, a social purpose company
that manufactures rapid-response shelter villages to provide
private transitional housing in a community setting, while building
a more equitable and inclusive manufacturing workforce. To date,
Pallet has served thousands of unhoused people through over 60
shelter villages across 11 states.

Revolution Workshop
is building resilience by providing construction job
training to Chicago's underserved communities.
Learn more

Image courtesy of
Revolution Workshop

Pallet’s panelized cabins can each be built in 30 minutes andrequire minimal training to install, offering cities, counties, states,
and nonprofits cost-effective and high-quality housing units thatprovide safety, dignity, and community for unhoused people. Eachvillage resident also has access to wrap-around support services,such as meals and case management, provided by local service
providers. Pallet cabins are insulated, resistant to mold, rot, andpests, easy to clean, and can last more than 10 years.

Zinc
is unlocking new opportunities for people hard hit
by automation and globalization.
Learn more

Image courtesy of Zinc VC

Learn more

The Industrial Commonsis transforming the textile industry in the United Stateswith a worker-centric manufacturing model.
Learn more

Image courtesy of Franzi Charen

Coalfield Development
is facilitating employment and economic transitionin Appalachia.

Image courtesy of Pallet

Image courtesy of
Coalfield Development

Learn more

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Autodesk Technology Centersand residents more efficient, knowledge transfer more seamless,and the process to develop forward-thinking solutions morediverse and inclusive.

FY22 IMPACT REPORTHeirloom
Heirloom is a growing climate technology company on a
mission to capture a billion metric tons of CO2 from the earth’s
atmosphere by 2035. Its “passive air contactor,” now in its
third iteration, enhances the natural carbon mineralization
process to help minerals absorb CO2 from the ambient
air in days, rather than years. This represents more than a

Autodesk Technology Centers catalyze new possibilities formaking through the power of connection. They bring together
a global network of innovation leaders (known as the Outsight
Network), data-enabled fabrication workshops, and curated
experiences to empower innovators in achieving the new possible.
With physical sites in San Francisco, Boston, Toronto, andBirmingham, UK, the Technology Centers are a connection engine
where resident teams can combine cross-industry or cross-continentcollaboration with hands-on construction and fabrication. From
exploring ideas on the future of design to testing new methodsof production, industry teams within and outside of Autodesk
can conduct speculative and thought-leading work pertaining todesign and make technology.
To further enhance the exploration of innovative technologies
that can be applied to design and make challenges, the Technology
Centers were realigned to sit within Autodesk Research early lastyear. This shift enabled the Technology Centers and Autodesk
Research to deepen their collaborations with Outsight Network
residents on mutually beneficial and aligned opportunities that
impact communities, industries, and Autodesk customers. By
combining Autodesk Research expertise, collaboration across theOutsight Network, and the fabrication and production capabilities
of Technology Center workshops, residents have been able toenhance and accelerate project outcomes. This multidimensional
approach has made data exchange between Autodesk Research

APPENDIX

1,000-fold scale up of the company’s technology in less than
10 months. With the help of the Autodesk Technology Center,Heirloom is building out its capabilities, combining the best ofengineering and nature to offer the most cost-effective andscalable direct air capture solution.
Learn more

Calwave
San Francisco–based Calwave harnesses the renewable powerof ocean waves and is aiming to help reverse climate change
and preserve global biodiversity. The company's mission is toprovide reliable and cost-effective ocean wave technologies
for sustainable energy access. Calwave’s propietary
oceangoing device generates renewable energy by converting

wave power to electricity, even under extreme sea conditions.
Last September, the team successfully commissioned an open
ocean demonstration in California, and in January 2022, it wasawarded $7.5 million by the US Department of Energy to buildand deploy a large farm wave energy site in Oregon.
Learn more

Image courtesy of Calwave

JDRF
JDRF Electromag’s mission is to conserve energy by making
smart lighting accessible to all commercial buildings. The
company’s Autonomy Sensor uses machine learning, edge
computing, and data fusion to make smart lighting effortless
and affordable, providing the commercial building industry
with a universal solution that can reduce lighting-related

energy use by up to 50%. A novel indoor localization
technology in the sensor uses near infrared (NIR) light tooptimize the lighting arrangement in each room. Equipment
and training available at the Autodesk Technology Center
enabled rapid iterative development on a variety of NIR
transmissive materials and complex geometries.
Learn more

Image courtesy of JDRF

Learn more

Nia Technologies Inc.
Toronto-based Nia Technologies Inc. develops 3D PrintAbility,
a hardware toolchain that enables clinicians to 3D print
prosthetics for children in resource-poor countries. NiaFit,
Nia’s 3D rectification software, helps users intuitively design
custom-fitted assistive devices, and digital scanning and
3D printing speed up the production process. The Autodesk
Technology Center supports these efforts by providing access
Image courtesy of Nia Technologies Inc.

to expertise and knowledge in Fusion 360 so Nia can develop
various mechanical components. A brand-new NiaFit workflow
will enable users to digitally design and 3D print ankle
foot orthoses, serving a large segment of the populationthat requires lower limb mobility assistance—and helping
more children attend school, play with friends, andparticipate fully in their communities.
Learn more

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Advance industries

Acceleratecollaboration

Shapepolicies

Creating an inclusive future requires sustained commitment and partnership acrossindustries and sectors. Ensuring the global workforce remains resilient in the face ofincreased adversity requires intensive collaboration. We are eager to continue working
with customers, companies, governments, and civil society to achieve this vision. We havecollaborated with global and regional organizations such as the World Economic Forum’s
Reskilling Revolution, AfroTech, The Hidden Genius Project, and Humanmade to help
industries adopt more inclusive business strategies—ensuring workers thrive long into the
future. In 2021, Autodesk joined the Human Rights Coalition’s Business Coalition for the
Equality Act, to support consistent and explicit federal anti-discrimination protections for
LGBTQ people.

Scaling up skills development for the future of work

Advancing equal opportunity, diversity, and inclusion

We support policies that help workers take advantage of the new jobs and tasks thattechnology will create and broadly share the gains of technology across all racial andincome groups. We believe that strong government investment in making the workforce
future-ready is critical. This includes investing in training for industries critical toeconomic vitality, including construction and manufacturing, supporting public andprivate investment in quality short-term learning and upskilling, and funding career
and technical education.

As a company leading technological transformation, it is our responsibility to create
opportunities for people from all backgrounds to participate and thrive in the futureof work.

We are proud to be members of collaborative organizations, including:

During fiscal year 2022, we led a letter along with about 120 other organizations, callingon the US Congress to support investment in workforce retraining and skills as part of any
recovery legislation.

We believe that strong government
investment in making the workforce
future‑ready is critical.

We support policies that:● Promote safe, fair, and equitable workplaces free from discrimination.
● Increase opportunity and diversity in science, technology, engineering, arts, andmathematics (STEAM) fields and in digital design, construction, and manufacturing,and to promote the advancement of women and minorities into senior leadership
positions within these industries.
● Enable the United States to attract a diverse pipeline of talent through immigration
to support growth of the US economy.
During fiscal year 2022, we continued Autodesk’s commitment to supporting students
from Historically Black Colleges and Universities. Through our partnership withthe bipartisan Congressional HBCU Caucus, we welcomed a cohort of HBCU students
to Autodesk and endorsed legislation to provide historic levels of federal funding
for these institutions.
Learn more

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Governance
The way we conduct our business is as
important as the products we sell. We
maintain robust and transparent processes
to govern Autodesk as well as our impact
strategy. We build trust with our employees,
customers, investors, communities, andother stakeholders by acting with integrity
and demonstrating strong and consistentvalues. As a technology company, protecting
the privacy and security of our customers’
data through rigorous policies, systems,
and practices is essential. More broadly,
we promote human rights across our value
chain. To drive progress across industries,
we promote public policies that align with our
impact opportunity areas in an open manner.

Corporate governance
Company strategy
Accountability
Trust
Privacy and data security
Ethics and compliance
Human rights
Suppliers and business partners
Public policy

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Corporate
governance
The Autodesk Board of Directors provides independent leadershipin the exercise of its responsibilities. Our management oversees astrong system of internal controls and compliance with corporate
policies and applicable laws and regulations.
Our directors have a mix of critical skills and diverse perspectives,
and their backgrounds include leadership roles in the technology
industry, in academia, and internationally. Our Board consists of 10
members, of which 90% are independent and 50% are women.
We believe the highest standards of corporate governance andbusiness conduct are essential to running our business in asustainable manner, serving our stakeholders, and maintaining our
integrity. We have devoted substantial attention to our corporate
governance and have established policies such as our Corporate
Governance Guidelines, which set forth the principles that guide
our Board in overseeing corporate governance, maintaining its
independence, evaluating its own performance, and setting
corporate strategy. The Board reviews our governance practices,
corporate governance developments, and stockholder feedback
on a regular basis to ensure continued effectiveness.
Our Board is committed to ensuring that stockholder feedback
informs our strong governance practices. Members of ourmanagement team and our Board participate in annual stockholder
outreach to discuss topics such as diversity, sustainability, board
composition, executive compensation, and governance. Thisoutreach enables us to gather feedback from a cross section of
Autodesk’s stockholder base, maintain an open dialog, and ensure

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Company
strategythat we have an in-depth understanding of our stockholders’perspectives. Our directors also engage with our employees invarious ways throughout the year, developing direct relationships
below the executive management level. For example, membersof our Board attend Autodesk’s annual leadership meetings,
participate in fireside chats with employees, and visit our
technology centers and other facilities.
Regular continuing education programs enhance the skills andknowledge our directors use to perform their responsibilities. This
includes internally and externally developed programs related toenvironmental, social, and governance issues.
To support effective corporate governance, our Board delegatescertain responsibilities to its committees, who report on theiractivities to the Board. In 2022, the Corporate Governance andNominating Committee and Compensation and Human Resources
Committee began assisting our Board with oversight of ESG
issues in the areas defined in their charters.
Learn more about corporate governance at Autodesk:
Corporate governance guidelines
Committee charters
Committee composition
Autodesk executive bios
Board of Directors bios

Each year, relevant members of CEO staff drive our Strategic Intent
and Strategic Realization processes to facilitate annual and longterm planning for the company. The Strategic Intent process focuseson understanding our business, customer, market, and industry
dynamics to determine our multiyear intent for our business,
product development, and go-to-market strategies. Through thisprocess, we develop corporate goals and strategic intents inrelevant areas, including Impact. Each goal has accountability fromthe relevant executive vice president, the CEO, and the Board.
Following Strategic Intent, our Strategic Realization processes
focus on strategies and tactics to realize progress toward ourlong-term intent in the following year. Our impact strategy is apart of Autodesk’s annual strategy process and engages all
aspects of our business. Throughout the Strategic Intent andStrategic Realization processes, Autodesk evaluates and considers
general industry and planetary trends and shifts in market
preferences, including issues related to climate change andsustainability, which cut across our three overarching impact
opportunity areas: Energy & Materials, Health & Resilience, andWork & Prosperity.

FY22 IMPACT REPORT

Accountability
We utilize our governance structure to help ensure coordinationof Autodesk’s ESG efforts across all areas of our business. Our
Board has oversight responsibility for ESG, with assistance from
our Corporate Governance and Nominating Committee and ourCompensation and Human Resources Committee in specific areas
defined in their committee charters.
Ultimately, our CEO has the highest level of direct responsibility
for driving progress in our impact opportunity areas of Energy &Materials, Health & Resilience, and Work & Prosperity. CEO staff
reviews progress on Strategic Realization and relevant goals
quarterly, including those related to our impact strategy. The
Autodesk Board of Directors reviews annual Strategic Intent andStrategic Realizations and regularly reviews status. CEO staff
and the Autodesk Board of Directors are informed annually by
Autodesk’s Vice President, ESG and Impact, who oversees
coordination of efforts across these impact opportunity areas.
Beginning in 2022, Autodesk’s ESG Steering Committee convenes
quarterly to review and prioritize issues relevant to the company’s
ESG strategy. The council comprises leaders from Finance, Legal,
Human Resources, and Impact with accountabilities for ESG acrossthe business. This group is responsible for ensuring that Autodesk
assesses and addresses issues that are relevant and specific to
our external ESG objectives, including materiality assessment,
measurement, management, and disclosure.

Our impact strategy is a part ofAutodesk’s annual strategy process andengages all aspects of our business.

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Trust
Autodesk is committed to continually evolving
and improving our practices to earn customer
trust in how we handle their data. In doing so,
we can innovate and create data-driven
opportunities and solutions that are beneficial
to customers and consumers.
Our approach includes:● Privacy­– We are committed to protecting the privacy of thepersonal data our customers entrust to us and to using this data
to deliver insights and value back to them—not as a productto sell to others. Our approach to data privacy is centeredon establishing trust, providing transparency, and enablingcustomer control for their data. See Privacy.
● Data security – We use a combination of process, technology,
and security controls, and collaborate with industry partners
to deliver a robust security program. We implement security
policies based on industry best practices and regularly conduct
internal and external audits, attestations, and third-party
security assessments. See Data security.

● Responsible use of AI/ML – We are committed to using AI
and ML responsibly to support our business and ourcustomers. To that end, we have created a data ethics programand associated enablement function to assess AI projects
and to ensure best practices are used in the development anddeployment of these capabilities.
● International data transfers – We transfer data across borders
to optimize the benefits of our products and services forcustomers and take measures to protect the privacy andsecurity of these data flows.
● Public policy – We believe governments have a key role toplay in ensuring responsible and ethical collection and useof data. We support and are engaged with governments intheir efforts to develop public policies aimed at protecting
data privacy, bolstering data security, ensuring private andsecure international data transfers, fostering responsible
development and use of AI and ML, and other key areas oftrusted data practices.
● Availability and recovery – We believe availability and recovery
are key ingredients to delivering high-quality products andservices that customers want to buy and renew and continue
to trust with their data.

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Privacy anddata security
The privacy and security of our customers’
data is critically important to Autodesk. We arecommitted to incorporating the core principles
and requirements of applicable global laws into
our global privacy and data protection program.
Privacy
We build privacy into our products, services, culture, andprocesses to keep pace with evolving regulations and customer
expectations. We believe our customers should have choices
regarding their data and we are committed to being transparent
about what data we collect, and how it’s used, shared, and stored.
We follow Privacy by Design principles that govern the treatment
of data owned by Autodesk or under our control. These are applied
worldwide and reflected across the company in development plans,business plans, and day‑to‑day operations.
We follow Autodesk’s Privacy Principles (see box) and performprivacy impact assessments where personal data is collected or
used. Our employees and contingent workers are required to comply
with our privacy policies, standards and guidelines. We also provide
our workforce with general and role-specific privacy training.
The Autodesk Transparency Report explains our policy on
responding to requests for customer data by government agencies
for law enforcement purposes, and provides statistics on thetypes of requests we receive and our responses.

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Autodesk Privacy Principles

Data security● Be transparent about our actions and intent.
● Present individuals with clear and actionable choices.
● Practice purposeful collection, use, and retention of data.
● Use data for the purposes for which it was collected.
● Share data with third parties only in limited and approved ways.
● Be accountable for enforcement of these Privacy Principles.

The Autodesk security framework was designed around industry standards to ensure
consistent security practices, enabling us to build secure, run secure, and stay secure.

Autodesk privacy statements● The Autodesk Privacy Statement explains how we handle personal data, how suchdata can be accessed and updated, and how we protect this data when interactingwith third parties.
● The Cookie Statement describes the way we use cookies, tags, and pixels in ourapplications. It contains a link to a tool for users to set their cookie preferences.
● The Children’s Privacy Statement addresses how we collect, process, store, and delete
children’s personal data.
● The Candidate Privacy Statement describes how we collect, process, store, and delete
personal data about job applicants and prospective candidates.

Protecting consumer privacy andfostering emerging technologies
We support technology policies that enhance consumer trust, enable innovation, andpromote global trade in technology products and services. This includes enacting a strong
federal privacy law in the United States that gives consumers better information about,and control over, how their personal data is collected and used, enhances obligations oncompanies handling this data, and raises standards and provides consistent protections
for consumers throughout the country.
We are a member of BSA | The Software Alliance and Information Technology Industry
Council (ITIC) and support their work advocating for public policies that improveprivacy protections.
Learn more

Autodesk implements security policies based on industry best practices. We regularly
conduct internal and external audits, attestations, and third‑party security assessments tomonitor changes in the environment, test our policies and procedures, and identify new
and emerging risks. We meet our obligations under the General Data Protection Regulationand the California Consumer Privacy Act. Read FAQs.
We continuously monitor the environment for threats and take detective, corrective, andprotective measures to ensure a swift response when incidents do occur. Autodesk Security
responds to any security incidents or vulnerabilities detected internally or reported throughexternal parties, and we publish security bulletins and advisories regarding vulnerabilities
that could adversely affect Autodesk products or services. Our systems are designed to bescalable and resilient, to ensure availability to customers.
We have selected industry standard attestations and certifications for our products—
SSAE‑16 AT 101 SOC 2 attestation, ISO 27001, ISO 27017, and ISO 27018 certifications.
See a detailed summary of attestations and certifications associated with Autodesk products and services.

Build secure
Embedding security into our products is a critical part of securing our customers’
investment in Autodesk products and services.
We build security into our products and services from the ground up.

Run secure
Securing our infrastructure is another critical way that we protect the confidentiality,
integrity, and availability of our customers’ information.
We also build security directly into our products and deployment infrastructure.

Stay secure
Gaining visibility into our environment offers us valuable insight into persistentsuspicious activity, active security incidents, and ongoing exploits impacting
Autodesk and our customers.
We take proactive steps to defend against these threats with the appropriate
incident response.

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Ethics andcompliance

HumanrightsAt Autodesk, we recognize that every group and individual
involved in our business, from our investors to our resellers to
our customers and coworkers, holds a stake in the future of ourcompany. Our success comes from our shared commitment toacting as One Team. Delivering on that commitment requiresthat our relationships with each other be founded on trust andrespect, which we must earn every day by always adhering to
the highest standards of ethical business conduct.

Autodesk promotes human rights wherever it does business.
The Autodesk Human Rights Policy describes our commitmentsin this area, as well as how we promote human rights among
our employees, suppliers, business partners, and customers.

Our Code of Business Conduct (COBC), last updated in February2022, articulates standards of conduct meant to ensure wedo what’s right for all our stakeholders and is aligned with our

Autodesk supports and upholds human rights as outlined in theInternational Bill of Human Rights, which includes the Universal
Declaration of Human Rights, the International Covenant on Civil
and Political Rights, and the International Covenant on Economic,
Social, and Cultural Rights. We also support the rights describedin the ILO Declaration on Fundamental Principles and Rights
at Work.

Culture Code.
During the first quarter of each fiscal year, all Autodesk officers
and active employees, including those of our global subsidiaries,
are required to review and reaffirm their commitment to the
COBC and complete COBC training. For fiscal year 2022, 100% ofactive employees completed this requirement.1
Our COBC includes instructions for reporting potential violationsof the law or Autodesk policy. Autodesk’s Business Ethics andCompliance Hotline enables employees and third parties to reportsuspected violations for investigation and resolution.
We are committed to complying with all applicable anticorruption
laws and regulations. This includes the US Foreign Corrupt
Practices Act, the UK Bribery Act, and any similar local regulationsin the areas where we operate. Partners must abide by thesesame standards while conducting business with or on behalfof Autodesk.
We require periodic anticorruption training for all employees andadditional specialized anticorruption training for employees who
work in roles of heightened risk.

View our Conflict Minerals Policy and Autodesk Limited’s Statement on
Countering Slavery and Human Trafficking.

Learn more about our approach and performance in areas related to humanrights such as diversity and belonging, employee health and safety, andprivacy and data security. Autodesk Foundation also supports human rights
through investments that drive progress related to Energy & Materials,
Health & Resilience, and Work & Prosperity.

APPENDIX

Suppliersand business
partners
Our Partner Code of Conduct, expanded in 2022, outlines thestandards and practices we require our business partners,
including suppliers, vendors, channel partners, and others tofollow while conducting business with or on behalf of Autodesk.
It also specifies that business partners must support
internationally recognized human rights and comply with allapplicable laws and regulations regarding health and safety inthe workplace, the eradication of human trafficking and slavery,
and the elimination of child labor. We also require our partners
to support fair labor practices. If business partners don't abideby the Partner Code, they are subject to a range of actions, up totermination of their relationship with Autodesk.
The Partner Code also promotes supplier diversity, andencourages our US-based suppliers and vendors to certify as
diverse suppliers (if applicable), develop their own supplier
diversity programs, and support diverse businesses. To drive
GHG emissions reduction in our supplier base, the Partner Codeencourages our business partners to implement environmental
management systems, report GHG emissions to CDP annually,and set science-based targets by 2026.
To embed responsible sourcing into our procurement process,in 2022 we are introducing environmental, social, and governancequestions into our request for proposal (RFP) process and areproviding training to relevant sourcing teams on these requirements.
This covers information about fair labor, human rights, GHG
emissions, and science-based targets for all RFPs globally, andquestions about supplier diversity for RFPs in the United States.
In addition, we have added questions about sustainable businesspractices to RFPs worldwide related to IT infrastructure, IT
hardware, facilities, marketing, events, and travel.

FY22 IMPACT REPORT

PublicpolicyAutodesk advocates for public policies around the worldthat enable people to design and make a better world for all.
We champion public policies in the following areas:● Enabling more sustainable construction and manufacturing● Advancing digital transformation in the manufacturing andarchitecture, engineering, and construction industries● Protecting consumer privacy and fostering emerging
technologies● Investing in climate change–resilient buildings
and infrastructure● Improving water management, resiliency, and cleanliness● Scaling up skills development for the future of work
● Advancing equal opportunity, diversity, and inclusion
Autodesk does not contribute to individual political candidates.
We have a longstanding global policy prohibiting contributionsat any level. The company does not have a political action
committee. Rarely, Autodesk may engage with 501(c)4s or on
ballot measures, and we publicly disclose those engagements.

Reflecting enhanced public disclosure of our politicalengagement and a new Board of Directors oversightpolicy, Autodesk rose to the First Tier of companies
in the 2021 CPA-Zicklin Index of Corporate Political
Disclosure and Accountability. Our score of 85.7 (outof 100) was 38.3 points above the IT sector average.  
Learn more about our public policy efforts, political contributions
policy, required disclosures such as lobbying reports, and a list of tradeassociations, think tanks, and other organizations we belong to that
advance important company interests and public policy goals.

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GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

Overview
Appendix
AWAITING TEXT

A message from our President and CEO
FY22 highlights
Our company

Impact strategy assessments

Our impact strategy

Data summary

Philanthropy

Sustainability‑enabling solutions
United Nations Global Compact index
United Nations Sustainable Development Goals index
Sustainability Accounting Standards Board index
Endnotes
Image courtesy of Kalyani Group71

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GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

Impact strategy
assessments
Climate scenarios analysis and Enterprise
Risk Management
In 2021, Autodesk worked with BSR to conduct an analysis to stresstest the company's business strategy against a set of three climate
scenarios, to improve our understanding of possible implications for
our long-term business and sustainability objectives.
To begin, the team interviewed internal stakeholders acrossAutodesk to identify key environmental, social, economic, political,
and technological trends that are shaping the company's future
operating context. Research deepened our understanding of theseand related trends.
We then tailored three publicly available 2030 climate scenarios
developed for the We Mean Business coalition to reflect industry
and geographic trends relevant to Autodesk. These scenarios—
ranging from ~1.5°C to ~4°C of temperature increase—illustrateplausible transition and physical risks.
Through a workshop with internal Autodesk stakeholders, we
identified the potential risks and opportunities for each climate
scenario and tested our business strategy against different future
possibilities. Based on those insights, we discussed ideas toenhance Autodesk’s resilience, refine our business strategy, andmanage climate-related risks. This exercise has enabled our team
to further implement the recommendations of the Task Force on
Climate-related Financial Disclosures.
This analysis has also facilitated a fundamental change in
Autodesk’s approach to our Enterprise Risk Management (ERM)
program, which we use as a platform to identify the 15–20
enterprise-level risks that could impact the company’s ability

Important issues identified(in alphabetical order)
to realize our strategic objectives over a 3–5-year horizon. We
perform a biannual assessment with participation from our mostsenior leaders across all business functions, as well as our Boardof Directors and CEO staff. Based on qualitative and quantitative
criteria, we assess each risk to determine potential impact,
likelihood, and Autodesk's preparation to manage that risk. We
then calculate a cumulative score to determine the top four to
six risks for CEO and Board review and approval.

● Board compensation, independence, and diversity

Detailed risk profiles are then prepared and updated for each top
risk to further describe criteria such as risk amplifiers, root causes,
existing control mechanisms, risk consequences, and a target
state definition of success. We then develop action plans to● Digital inclusion and accessarticulate key programmatic initiatives that will better mitigate
the potential impacts of each risk. These plans and strategies
are shared with CEO staff and the Board every six months. In the
future, the ERM assessment process will consider how climate
impacts could affect and potentially amplify the overall significanceof each identified risk and opportunity.

Materiality assessment*
In 2020, before the COVID-19 pandemic, BSR conducted a materiality
assessment for Autodesk in the context of updating our impact
policies. Inputs included internal interviews with experts, internal
assessments, executive workshops, industry assessments, andexternal benchmarks. Through this process, BSR developed an
extensive list of issues. It assessed each based on the importanceto sustainability and the influence on Autodesk’s businesssuccess, and determined the following list of important impact
issues for the company.

● Business resilience and adaptation● Climate change risk, resilience, and adaptation● Collaborative industry partnerships for sustainability● Company energy use and climate change● Customer satisfaction● Data protection and security● Employee health, safety, and wellness● Ethical business practices and compliance● Global diversity and inclusion● Improper use/sale of ICT● Inclusive supply chains● Intellectual property rights● Local sustainability impacts● Product energy efficiency● Public policy and partnerships● R&D and local innovation● R&D partnerships● Responsible marketing● Social application of ICT● Sustainable product design/product stewardship● Systemic risks from technology disruptions● Talent acquisition, retention, development, and growth● Technology in communities/ICT enablement● Transparency and reportingOn an ongoing basis, we also continue to take into accountgeo-political risks, macroeconomic trends, and evolving policy
environments that impact our efforts and progress across thebroad range of ESG issues.
* Our ESG reporting describes those topics which we consider to be the most important to stakeholders
when evaluating environmental, social, and governance issues at Autodesk. Therefore, ESG materiality
in our reporting does not directly correspond to the concept of materiality used in securities law.

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Customer research and insight
We conduct research on our customers’ ESG commitments andgoals to better understand and address their needs. Recent
analysis demonstrates high and increasing commitment acrossa broad range of ESG topics, including climate action, diversity
and belonging, and others.

HEALTH & RESILIENCEWORK & PROSPERITY

GOVERNANCE

APPENDIX

FY22 IMPACT REPORTUN Sustainable Development Goals prioritizedby Autodesk customers*
SDG

UN Sustainable Development Goal

Climate Action

Responsible Consumption and Production

Affordable and Clean Energy

Industry, Innovation, and Infrastructure

Sustainable Cities and Communities

FY20

69%

65%

64%

65%

50%

FY20

FY23

Commitment to sustainability on website

84%

92%

Commitment to UN SDGs

37%

61%

Published sustainability report within past 18 months
with progress against goals

46%

65%

Commitment to sustainability on website

19%

69%

Commitment to UN SDGs

7%

35%

10%

46%

FY23

84%

Named accounts†

71%

64%

65%

Mid-market customers‡

56%

Decent Work and Economic Growth

46%

70%

Published sustainability report within past 18 months
with progress against goals

Gender Equality

35%

60%

* Percentage of customers assessed with a goal in each area. Percentage in FY20 is based on a fiscal year 2020 Autodesk
assessment of more than 1,300 customers’ public sustainability goals, spanning industries, geographies, and sizes.
Percentage in FY23 is based on a fiscal year 2023 Autodesk assessment of more than 2,300 customers’ publicsustainability goals, spanning industries, geographies, and sizes.
† Named accounts are Autodesk’s largest accounts with multiple customer contacts and strategic relationships. These large
companies have global operations and are leaders in their industries. Based on Autodesk assessments of 100% of named
accounts in fiscal year 2020 and in fiscal year 2023, spanning industries and geographies.
‡ Mid-market customer characteristics vary widely, with operations ranging from regionally focused to multi-national.
Based on Autodesk assessments of 517 mid-market customers in fiscal year 2020 and more than 1,835 mid-market
customers in fiscal year 2023, spanning industries and geographies.

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Datasummary

HEALTH & RESILIENCEWORK & PROSPERITY

GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

Carbon footprint

FY2020

FY2021

FY2022

Greenhouse gas (GHG) emissions [metric tons CO2e] (Market‑based)1

229,000

126,000

103,000

Scope 1: Direct emissions from owned/controlled operations [metric tons CO2e]2

983

867

589

Scope 2 Market‑based: Indirect emissions from the use of purchased electricity, steam, heating, and cooling [metric tons CO2e]3

101

102

97

Scope 2 Location‑based: Indirect emissions from the use of purchased electricity, steam, heating, and cooling [metric tons CO2e]11,100

10,2009,000

Scope 3: Upstream [metric tons CO2e]

228,000

125,000

102,000

Purchased goods and services3,478,80065,20069,400Capital goods4

27,10030,50017,200

919

802

135

Transportation and distribution4

6,650

5,900

5,440

Waste generated in operations6

2,060

526

1,480

Business travel4,796,30017,8004,030

17,700

4,470

4,150

67

92

78

Scope 3: Downstream [metric tons CO2e]9

4

2

0

Transportation and distribution9

3

1

0

End‑of‑life treatment of sold products9

1

0

0

Fuel‑ and energy‑related activities (not included in Scope 1 or Scope 2)5Employee commuting3,8Leased assets4

1

Data are calculated using the market‑based accounting method. Autodesk’s fiscal year 2022
greenhouse gas verification statement can be accessed here.

2

In fiscal year 2021, the fleet emissions estimation methodology was refined to reflect vehicle
specific emissions factors. All data reported align with the fiscal year 2021 methodology.

3

All electricity data are calculated using the market-based accounting method, which takes
into account purchased renewable energy credits.

GHG emissions intensity [metric tons CO2e/million US$ revenue]

52

33

23

4

These emissions are calculated using industry-specific emissions factors in conjunction with
Autodesk’s spend. All spend-based data reported use the US EPA’s supply chain greenhousegas emissions factors.

GHG emissions intensity [metric tons CO2e/employee]

17

11

8

5

In fiscal year 2021, the fuel‑ and energy‑related activities (FERA) emissions calculation
methodology was refined to use market-based factors for the electricity-related emissions.
All data reported align with the fiscal year 2021 methodology.

GHG emissions intensity [metric tons CO2e/1,000 active square feet]

75

52

43

6

Operational waste emissions have been updated to use US EPA WARM factors for all years.
Actual waste data at some of Autodesk’s larger sites are extrapolated to represent all
Autodesk sites.

85,600118,000

118,000

7

Business travel emissions have been calculated using actual data and Autodesk's spend.
All air travel data are based on flights flown (rather than transactions). These emissions also
reflect the emission reductions from sustainable aviation fuel (SAF) purchases, calculated
according to SBTi aviation sector guidance.

Direct energy use (Scope 1)

4,380

3,890

1,050

Indirect energy use (Scope 2)32,30029,40025,2008

In fiscal year 2021, remote worker greenhouse gas emissions were included. All commute
data reported include remote worker greenhouse gas emissions. To estimate home officeenergy consumption, we follow the Work from Home methodology “No Survey” approachthat was developed by Anthesis.

Other indirect energy use (Scope 3)10

49,00084,60091,700

Renewable electricity purchases (for all indirect energy use) [MWh]55,70091,60094,800A value of zero indicates that the emissions were less than 0.5 metric tons CO2e and arerounded to zero in this table.

Renewable electricity [as a percent of indirect energy use from electricity (Scope 2)]

100%

100%

100%

Renewable electricity [as a percent of total indirect energy use from electricity]11

74%

100%

100%

69,000126,000

103,000

30%

100%

100%

15

14

12

Buildings with LEED certification [as a percent of total active square footage]14

23%

21%

14%

Waste generation [metric tons]15

6,570

1,550

4,620

Landfill diversion rate

0.53

0.50

0.52

Environmental violations and fines16

0/$0

0/$0

0/$0

9

10 Scope 3 indirect energy reported includes energy from remote work, events, cloud, data
centers, and fuel‑ and energy‑related activities (FERA).
11 Scope 3 indirect electricity represented includes electricity from remote work, events, cloud,data centers, and fuel‑ and energy‑related activities (FERA). In fiscal year 2022, the electricity
transmission and distribution losses associated with FERA were added and previous years
restated. Beginning in fiscal year 2021, the electricity from remote work was added andprevious year restated.
12 Gold Standard certified carbon offsets were applied to Scope 1, 2, and 3 emissions.
13 LEED certifications as of January 31, 2022, include facilities in Beijing, China; Milan, Italy;
Tel Aviv, Israel; Singapore; and the following in the United States: San Francisco, California;
Boston, Massachusetts. The reduction in LEED-certified facilities since fiscal year 2020 was
due to COVID-19–related site closures.
14 Fiscal year 2020 and fiscal year 2021 restated based on refined data.
15 Includes waste from major conferences and facilities. Data are extrapolated to our full
real estate portfolio based on square footage of sites where data are available. All major
conferences were held virtually in fiscal year 2022. Fiscal year 2021 restated to account for
actual data received after the publication of previous Impact Report.
16 In fiscal year 2022, Autodesk did not receive any significant environmental violations—defined as violations that incur significant monetary fines or nonmonetary sanctions.
Autodesk received two minor environmental citations that did not result in any monetaryfines or non-monetary sanctions.

Energy use [MWh]Carbon offset from other projects [metric tons CO2e]12
Carbon offsets [as a percent of total Scope 1, 2, and 3 GHG market-based emissions]
Number of facilities with LEED certifications13

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Employees

FY2020

FY2021

FY2022

Number of employees1

10,20011,50012,300

GOVERNANCE

APPENDIX

FY22 IMPACT REPORTFY2020

FY2021

FY2022US ethnic diversity1,7
US workforce

Regional breakdown of employees [percent of employees]1
Americas

55.0%

54.1%

52.1%

White

66.0%

63.7%

62.6%

Asia Pacific

22.6%

23.9%

25.0%

Asian

23.0%

24.2%

24.6%

Europe, Middle East, Africa

22.4%

22.0%

22.9%

Hispanic or Latino

6.5%

6.6%

7.0%

Total turnover [percent of employees]1

13.1%

7.1%

14.0%

Black or African American

1.7%

2.5%

2.9%

Voluntary turnover [percent of employees]1

9.5%

5.1%

11.1%

Native American or Alaska Native

0.3%

0.3%

0.3%

79

83

82

Native Hawaiian or Pacific Islander

0.2%

0.2%

0.2%

$1,000$1,050$1,097

Two or More Races

2.2%

2.4%

2.3%

Not specified

0.0%

0.1%

0.1%

Recordable incident rate

0.2

0.02

0.00

Days away, restrictions, and transfers (DART) rate

0.05

0.00

0.00

White

77.6%

75.7%

73.8%

0

0

0

Asian

16.4%

17.6%

18.8%

Hispanic or Latino

2.9%

3.6%

3.8%

Black or African American

1.4%

1.3%

1.4%

Native American or Alaska Native

0.3%

0.3%

0.2%

Two or More Races

1.4%

1.5%

2.0%

Not specified

0.0%

0.0%

0.0%

White

51.5%

51.1%

51.2%

Asian

41.0%

41.4%

41.3%

Hispanic or Latino

4.1%

4.0%

4.2%

Black or African American

1.1%

1.5%

1.5%

Native American or Alaska Native

0.1%

0.1%

0.0%

Native Hawaiian or Pacific Islander

0.2%

0.2%

0.1%

Two or More Races

2.0%

1.6%

1.7%

Not specified

0.0%

0.1%

0.1%

White

83.7%

82.1%

79.2%

Asian

4.5%

4.3%

5.7%

Hispanic or Latino

7.1%

7.2%

7.5%

Black or African American

2.4%

3.8%

4.8%

Native American or Alaska Native

0.6%

0.6%

0.6%

Two or More Races

1.7%

1.8%

1.7%

Not specified

0.0%

0.2%

0.5%

Employee engagement [score 1–100]2
Training budgeted per employee globally, approximate [US$]Incident rates3

Fatalities
Gender diversity1
Overall workforce
Male

66.5%

65.4%

64.9%

Female

33.4%

34.5%

35.0%

Choose not to state

0.1%

0.1%

0.1%

Board
Male

50.0%

Female50.0%

Choose not to state

0.0%

Leadership4
Male

68.0%

68.1%

67.0%

Female

32.0%

31.9%

33.0%

Male

79.6%

78.1%

77.0%

Female

20.3%

21.8%

23.0%

Choose not to state

0.1%

0.1%

0.0%

Male

73.1%

71.6%

70.0%

Female

26.5%

28.2%

29.9%

Choose not to state

0.4%

0.2%

0.1%

Male

61.7%

59.6%

59.9%

Female

37.7%

39.4%

39.9%

Choose not to state

0.6%

1.0%

0.2%

Tech workforce5

Sales workforce6

Workforce hired in last 12 months

US leadership4

US tech workforce5

US sales workforce6

US workforce hired in last 12 months
White

61.5%

54.1%

55.8%

Asian

25.7%

29.4%

25.9%

Hispanic or Latino

7.4%

6.3%

7.1%

Black or African American

2.7%

5.9%

7.9%

Native American or Alaska Native

0.1%

0.5%

0.4%

Native Hawaiian or Pacific Islander

0.4%

0.0%

0.3%

Two or More Races

2.1%

3.2%

2.7%

Not specified

0.1%

0.7%

0.0%

1

Data are as of the end of the fiscal year noted. Includes regular
employees only. Fixed-term employees and interns are excluded.

2

Represents the average employee engagement score over threepulses during a given fiscal year. The engagement score is on a scaleof 1–100 measuring the average outcome of two questions, eSat andRecommend. These data are reported on a calendar year basis. Fiscal
year 2022 corresponds to calendar year 2021, and so forth.

3

For consistency, we use US Occupational Safety & HealthAdministration (OSHA) definitions to record incident data worldwide.
Rates are calculated based on the OSHA standard using 200,000
labor hours, which is equivalent to 100 employees working a full
year. Contingent workers are not included in incident rates. Data
reflect injuries and illnesses at all sites worldwide, and are reported
on a calendar year basis. Fiscal year 2022 corresponds to calendar
year 2021, and so forth.

4

Leadership as defined as Director and above roles.

5

Tech workforce as defined according to Radford categorization.
Autodesk’s fiscal year 2022 verification statement for the percentageof women in the tech workforce can be accessed here.

6

Sales workforce as defined according to Radford categorization.

7

Some historical data were restated to reflect an enhanced calculation
methodology. In addition, the subcategories “Native American or
Alaska Native,” “Native Hawaiian or Pacific Islander,” “Two or More
Races,” and “Not specified” were added to improve transparency.

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GOVERNANCE

FY2020

FY2021

FY2022Autodesk, Inc. and Autodesk Foundation monetary contributions [US$]1$9,700,000$16,800,000$18,500,000

Company product donations [US$]2$39,900,000$28,900,000$41,300,000

Employee giving [US$]$1,400,000$2,400,000$2,900,000

Foundation match of employee giving of time and money [US$] (also included in the “Autodesk, Inc.
and Autodesk Foundation monetary contributions” line above)$1,600,000$2,900,000$2,700,000

29,70021,70023,100$760,000$590,000$1,300,000

4,320

6,730

5,400

$550,000$1,000,000$810,000

Philanthropy

Employee volunteer hours3
Value of employee volunteer hours [US$]4
Employee Pro Bono Consulting volunteer hours (provided to nonprofits and impact‑related startups;
also included in the “Employee volunteer hours” line above)
Value of employee Pro Bono Consulting volunteer hours(also included in the “Value of employee volunteer hours” line above) [US$]5

1

Data reflects combined monetary giving from Autodesk, Inc., and the Autodesk Foundation.

2

Autodesk calculates its product donations at commercial value. These data do not include the valueof products granted to students, faculty, and educational institutions at no cost through the Autodesk
Education Community.

3

Autodesk does not track what percentage of employee volunteer activities take place during company time. For
fiscal year 2020 and fiscal year 2021, some employee Pro Bono Consulting volunteer hours are included in thistotal. For fiscal year 2022, all 5,400 employee Pro Bono Consulting volunteer hours are included in this total.

4

Value of volunteer hours aligns with annual valuation from Independent Sector ($28.54 per hour was indexed
in 2021). Value of employee Pro Bono Consulting volunteer hours (also included in this total) is based onhourly rates for various skills cited by CECP. For fiscal year 2020 and fiscal year 2021, some employee Pro
Bono Consulting volunteer hours are included in this total. For fiscal year 2022, all 5,400 employee Pro Bono
Consulting volunteer hours are included in this total.

5

Value of employee Pro Bono Consulting volunteer hours is based on hourly rates for various skills cited by
CECP. For fiscal year 2020 and fiscal year 2021, some of the amount stated is included in the “Value of employee
volunteer hours” row above. For fiscal year 2022, all $810,000 is included in the “Value of employee volunteer
hours” row above.

APPENDIX

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Sustainabilityenabling solutions
Architecture, Engineering & Construction

WORK & PROSPERITY

GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

Autodesk Construction Cloud®, Autodesk® AutoCAD®, CFD, Civil 3D®, Fabrication CAMduct™, FormIt®, FormIt® Pro, Info360™, InfoDrainage™, InfoWater® Pro,
InfoWorks® ICM, InfraWorks®, Innovyze®, Insight, Navisworks®, ReCap®, Revit®, Robot Structural Analysis Professional, and Spacemaker®
● Design high-performance buildings● Optimize total carbon efficiencies

Building design and engineering

Autodesk solutions for architecture, engineering,and construction enable our customers to achieve
more sustainable outcomes by utilizing insights andoptimizing efficiencies from the earliest stages ofdesign and allowing data to flow across the project
lifecycle. These solutions help our customers
address challenges associated with energy andcarbon reduction, climate adaptation, water
management, materials use, and waste reduction.

• Reduce embodied carbon through design and material specification• Conduct energy analysis at key project stages• Optimize HVAC system design● Use clash detection during design to reduce waste in construction● Plan for smart decommissioning and materials recovery● Improve structural material efficiency● Optimize site planning with AI to make informed choices around daylight, noise, sun, and wind
● Help mitigate the urban heat island effect with microclimate analysis● Plan and design infrastructure for resilience and adaptation to climate change● Visualize projects in context of the surrounding built and natural conditions● Perform simulations to assess environmental and social impacts of designs● Conduct traffic flow and mobility impact studies● Evaluate scenarios for grading optimization to minimize material waste and optimize movement of dirt
● Optimize outcomes for inland and coastal flooding projects● Manage bioretention and green stormwater infrastructure

Infrastructure● Reduce roadway embodied carbon and natural resource inputs● Optimize water drainage network and pipes to mitigate flooding● Turn stormwater into a resource by designing sustainable urban drainage reservoirs for water reuse● Forecast storm and sewer surge events to ensure safety during construction● Model water distribution systems to enable clean drinking water reaches homes● Model and simulate sewer collection, wastewater treatment plants, and other water quality–related systems● Use real-time, actionable insights to enhance service reliability● Help prepare for emergencies and maintenance schedules● Reduce embodied carbon through low-carbon material procurement● Minimize waste in MEP fabrication and installation

Construction● Improve flow, reduce waste, and drive continuous improvement with end-to-end lean construction technology● Seamlessly integrate prefabrication into projects● Help improve worker health and safety● Avoid rework and prevent waste by always working from the right plans and docs
● Increase precision to maximize built performance

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Sustainabilityenabling solutions
Design & Manufacturing
Autodesk solutions for design and manufacturing
enable our customers to achieve more sustainableoutcomes by utilizing insights and optimizing
efficiencies from the earliest stages of design andallowing data to flow across the project lifecycle.
These solutions help our customers address
challenges associated with energy consumption,
emissions reduction, materials use, and waste reduction.

WORK & PROSPERITY

GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

Autodesk® AutoCAD®, Factory Design Utilities, Fusion 360®, Inventor®, Vault● Improve materials efficiency, create lighter products, and reduce waste with generative design● Consolidate components for easier assembly/disassembly and reduced inventory with generative design● Explore and select sustainable materials with generative design● Nest pieces to optimize flat sheet cutting and reduce waste● Optimize material yield

Materials efficiency and circularity● Optimize additive manufacturing print settings for materials efficiency and quality, and minimize waste● Minimize waste by repairing parts with hybrid manufacturing● Analyze tolerances to increase quality and reduce scrap● Reduce redundant part creation or ordering through geometric duplicate detection and part standardization● Reduce machining cost and waste while maintaining proper fit with tolerance analysis● Design for durability with enhanced FEA simulations

Energy efficiency and smart manufacturing● Design, simulate, and create energy‑efficient electronics and machines with electronics and electronic
cooling simulation● Reduce energy use in production by optimizing machine runtime and cooling cycles with injection molding● Plan and validate factory layouts to maximize production performance and resource use● Audit suppliers to help ensure product quality and compliance

Responsible supply chain● Increase quality through failure analysis and reports● Comply with regulations with materials and supplier declaration

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United Nations
Global Compactindex
In 2011, Autodesk endorsed the United Nations (UN) Global Compact,
a voluntary initiative that outlines 10 principles in the areas of humanrights, labor, environment, and anticorruption. This Impact Report and thepolicies and codes we’ve posted online serve as our Communication on
Progress for fiscal year 2022 and describe how we are integrating theseprinciples into our business. The table indicates where relevant content
can be found. In 2015, Autodesk also endorsed Caring for Climate—an
initiative led by the UN Global Compact, the UN Environment Programme,
and the secretariat of the UN Framework Convention on Climate Change—
aimed at advancing the role of business in addressing climate change.
Information about Autodesk’s progress against the Caring for Climate
commitments can be found in the Climate change section and in thecompany’s CDP submission.

“We endorse the principles of the United
Nations Global Compact, which align withour company values to operate ethicallyand responsibly. We support collective
action to address global challenges, suchas climate change, corruption, andhuman rights and labor abuses, and weembrace our role as a corporate citizen
to make a positive impact in these areas.”
Andrew Anagnost, President and Chief Executive Officer, Autodesk

WORK & PROSPERITY

GOVERNANCE

APPENDIXUN Global Compact principle

FY22 IMPACT REPORT

Response

Human rights
Principle 1: Businesses should support and respect the protectionof internationally proclaimed human rights; andSuppliers and business partners; Human rights; Autodesk Human Rights Policy; Autodesk Partner
Code of Conduct

Principle 2: make sure that they are not complicit in human rights abuses.

Suppliers and business partners; Human rights; Autodesk Human Rights Policy; Autodesk Partner
Code of Conduct

Labor
Principle 3: Businesses should uphold the freedom of association andthe effective recognition of the right to collective bargaining;

Suppliers and business partners; Autodesk Human Rights Policy; Autodesk Partner Code of Conduct

Principle 4: the elimination of all forms of forced and compulsory labor;

Suppliers and business partners; Autodesk Human Rights Policy; Autodesk Partner Code of Conduct

Principle 5: the effective abolition of child labor; andSuppliers and business partners; Autodesk Human Rights Policy; Autodesk Partner Code of Conduct

Principle 6: the elimination of discrimination in respect of
employment and occupation.

Diversity and belonging; Suppliers and business partners; Human rights; Autodesk Code of BusinessConduct; Autodesk Human Rights Policy; Autodesk Partner Code of Conduct
Autodesk does not tolerate discrimination or harassment based on a person’s race, color, creed, religion,
national origin, citizenship, age, gender, sexual orientation, marital status, mental or physical disability, or any
other classification protected by law. This protection applies to all Autodesk employees and contingent
workers worldwide. We require all employees globally to complete harassment training at hire and at least
every two years thereafter.

Environment
Principle 7: Businesses should support a precautionary approachto environmental challenges;

Driving net‑zero carbon emissions; Our carbon footprint

Principle 8: undertake initiatives to promote greater environmental
responsibility; andDriving net‑zero carbon emissions; Our carbon footprint; Autodesk CDP submission;
Autodesk endorsement of Caring for Climate

Principle 9: encourage the development and diffusion ofenvironmentally friendly technologies.

Driving net‑zero carbon emissions; Our carbon footprint; Autodesk CDP submission;
Autodesk endorsement of Caring for Climate

Anticorruption
Principle 10: Businesses should work against corruption in allits forms, including extortion and bribery.

Ethics and compliance; Autodesk Code of Business Conduct; Autodesk Partner Code of Conduct

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ENERGY & MATERIALS

UnitedNations
Sustainable
Development
Goals index
The United Nations Sustainable Development Goals (SDGs)
provide an important framework to drive social, environmental,
and economic progress globally.
Although Autodesk addresses all 17 goals to varying degrees,
we focus particularly on the following goals to maximize ourpositive impact with our customers and through our products,
operations, and philanthropic activities.

HEALTH & RESILIENCEWORK & PROSPERITY

GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

United Nations Sustainable Development Goals
SDG

Description
Autodesk helps customers worldwide address a broad range of water-related issues and increase the resilience of global water infrastructure.
Through the Autodesk Foundation, we support nonprofits and startups working to improve access to fresh drinking water in remote communities.
Customer story: Bristol Water keeps drinking water safe with the help of InfoWorks WS Pro
Learn more: Health & Resilience: Partner with customers; Health & Resilience: Advance industries
We are committed to using 100% renewable energy in our operations, and to helping customers develop buildings, infrastructure, and products that are energy efficient and accelerate
the use of clean energy. Complementing these efforts, we support nonprofits and startups working to expand access to renewable energy.
Customer story: Every design has an impact. Total carbon management helps make it a positive one.
Learn more: Energy & Materials: Improve our operations; Energy & Materials: Partner with customers; Energy & Materials: Advance industries
We invest in our employees, customers, and communities, to put people at the center of the future of work transformation.
Diversity fuels our innovation and belonging unites us in our shared mission to help people imagine, design, and make a better world.
Customer story: How industry and academia work together to improve students' skillsets
Learn more: Work & Prosperity: Improve our operations; Work & Prosperity: Partner with customers; Work & Prosperity: Advance industries
We collaborate with customers, nonprofits, and startups to create infrastructure designed to better withstand natural disasters and the impacts of climate change, and products, buildings,
and entire cities that foster healthy and resilient communities. We support more inclusive and sustainable industries through our business operations and products.
Customer story: Earthquake-prone city in the clouds needs the cloud to protect homes and families
Learn more: Health & Resilience: Partner with customers; Health & Resilience: Advance industries; Diversity and belonging
Urban centers will play a pivotal role in sustainability in the coming decades, as populations continue to swell. We collaborate with customers to design, build, and maintain more sustainable,safe, and resilient cities, and we support nonprofits and startups to drive innovation in this area.
Customer story: Fjord City brings unique design to sustainable development in Norway and sets a new standard for urban regeneration
Learn more: Energy & Materials: Partner with customers; Energy & Materials: Advance industries; Health & Resilience: Partner with customers; Health & Resilience: Advance industries
We are working to drive progress toward a future with minimal pollution and waste, where materials maintain value while cycling through a circular economy. We equip our customers, nonprofits,
and startups to better understand the impact of design and make decisions on materials use, supporting them to make choices that benefit their companies, communities, and the world.
Customer story: Discovering generative design for CNC milling
Learn more: Energy & Materials: Improve our operations; Energy & Materials: Partner with customers; Energy & Materials: Advance industries
Autodesk is a net‑zero GHG emissions company across our business and value chain, beginning in fiscal year 2021, and we are driving progress toward new science‑based GHG emissions
reduction targets. We collaborate with customers, nonprofits, and startups to develop innovative solutions and help tackle climate change.
Customer story: Recycling carbon fiber reduces carbon emissions
Learn more: Energy & Materials: Improve our operations; Energy & Materials: Partner with customers; Energy & Materials: Advance industries

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GOVERNANCE

APPENDIX

FY22 IMPACT REPORT

Sustainability Accounting Standards Board index
This index includes and references information related to the Software & IT Services Sustainability Accounting Standard.

Topic
Environmental Footprint ofHardware Infrastructure

Data Privacy and Freedomof Expression

Data Security

Recruiting and Managing a Global,
Diverse and Skilled Workforce
IP Protection and Competitive
Behavior; Managing
Systemic Risks

Reference Code

MetricResponse

SASB TC-SI-130a.1(1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable

Data summary: Carbon footprint

SASB TC-SI-130a.3

Discussion of the integration of environmental considerations into strategic planning for data center needs

Driving net‑zero carbon emissions; Our carbon footprint

SASB TC-SI-220a.1

Policies and practices relating to behavioral advertising and user privacy

Autodesk Privacy Statement; Autodesk Cookie Statement

SASB TC-SI-220a.3

Total amount of monetary losses as a result of legal proceedings associated with user privacy

Autodesk FY2022 Annual Report

SASB TC-SI-220a.4(1) Number of law enforcement requests for user information, (2) number of users whose information was requested,(3) percentage resulting in disclosure

Autodesk Trust Center – Data Protection and Privacy

SASB TC-SI-220a.5

List of countries where core products or services are subject to government-required monitoring, blocking, content filtering, or censoring

Autodesk Trust Center – Data Protection and Privacy

SASB TC-SI-230a.1

Security incidents

Autodesk Trust Center – Incident Response

SASB TC-SI-230a.2

Approach to identifying and addressing data security risks, including use of third‑party cybersecurity standards

Autodesk Trust Center

SASB TC-SI-330a.1

Regional breakdown of employees

Data summary: Employees

SASB TC-SI-330a.2

Employee engagement

Data summary: Employees

SASB TC-SI-330a.3

Percentage of gender and racial/ethnic group representation for (1) leadership, (2) tech workforce, and (3) sales workforce

Data summary: Employees

SASB TC-SI-520a.1

Total amount of monetary losses as a result of legal proceedings associated with anticompetitive behavior regulations

Autodesk has not had any losses as a result of legal proceedings related to competitive issues.

SASB TC-SI-550a.1

Status of Autodesk Cloud Services

Autodesk Cloud Services Health Dashboard

SASB TC-SI-550a.2

Autodesk’s Global Business Continuity Program seeks to:Protect the Business and People from threats to our operations such that critical business functions
may incur an unacceptable interruption caused by:Business continuity risks related to disruptions of operations● Impact to our facilities● Threats or outages affecting critical systems, applications, and data
● Impact to or loss of key vendors● Regional events such as natural or man-made disasters, acts of war, or terrorism● Long-term occurrences, such as pandemics
Protect Shareholders from threats to company reputation related to any of the incidents listed above.

Activity Metric

SASB TC-SI-000.A

Total subscriptions

Autodesk FY2022 Annual Report81

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GOVERNANCE

APPENDIX

Endnotes

Energy & Materials

Health & Resilience1

1World Economic Forum, The Global Risks Report 2021, 16th Edition (Geneva: 2021), 12. https://www.weforum.org/reports/the-global-risks-report-2021

2

World Health Organization (WHO) and the United Nations Children’s Fund (UNICEF), Progress on household drinking water, sanitation and hygiene 2000-2020: five years
into the SDGs (Geneva: 2021), 29. https://www.who.int/publications/i/item/9789240030848

2

Greenhouse gas emissions from business travel are included in Scope 3: “Business travel” and Scope 1 (related to fleet business travel). Emissions from facilities areincluded in Scope 1, Scope 2, and Scope 3: “Waste generated in operations” and “Leased assets.” Emissions from data centers are included in Scope 2 (related to purchased
electricity) and Scope 3: “Purchased goods and services.” Emissions from major conferences are included in Scope 3: “Purchased goods and services.”
To estimate home office energy consumption, we follow the Work from Home methodology “No Survey” approach that was developed by Anthesis.

3 Autodesk University has been carbon neutral since fiscal year 2016; One Team Conference since fiscal year 2017.

3 Rutger Willem Hofste, Paul Reig, and Leah Schleifer, 17 Countries, Home to One-Quarter of the World's Population, Face Extremely High Water Stress (World Resources
Institute, 2019), 2. https://www.wri.org/insights/17-countries-home-one-quarter-worlds-population-face-extremely-high-water-stress

4 United Nations Environment Programme, 2020 Global Status Report for Buildings and Construction: Towards a Zero-emission, Efficient and Resilient Buildings andConstruction Sector (Nairobi: 2020), 4. https://globalabc.org/sites/default/files/inline-files/2020%20Buildings%20GSR_FULL%20REPORT.pdf

4 UNESCO, UN-Water, The United Nations World Water Development Report 2020: Water and Climate Change (Paris: 2020), 24.
https://www.unwater.org/publications/world-water-development-report-2020/

5

World Green Building Council, Bringing embodied carbon upfront (London, Toronto: 2019), 17.
https://www.worldgbc.org/sites/default/files/WorldGBC_Bringing_Embodied_Carbon_Upfront.pdf

5

Global Infrastructure Hub, Global Infrastructure Outlook: Infrastructure investment needs 50 countries, 7 sectors to 2040 (2017), 5.
https://cdn.gihub.org/outlook/live/ methodology/Global+Infrastructure+Outlook+-+July+2017.pdf

6

Alessandra Bonoli., Sara Zanni, and Francisco Serrano-Bernardo, “Sustainability in Building and Construction within the Framework of Circular Cities and European New
Green Deal. The Contribution of Concrete Recycling,” Sustainability 13(4), 2139 (2021): 8. https://doi.org/10.3390/su13042139

6

Rutger Willem Hofste, Paul Reig, and Leah Schleifer, 17 Countries, Home to One-Quarter of the World's Population, Face Extremely High Water Stress (World Resources
Institute, 2019), 2. https://www.wri.org/insights/17-countries-home-one-quarter-worlds-population-face-extremely-high-water-stress

7

Vanessa Bertollini, “Here’s What Building the Future Looks Like for a 10-Billion-Person Planet,” Redshift by Autodesk, August 24, 2018.
https://redshift.autodesk.com/building-the-future/

7

Jürg Luterbacher, et al., United in Science 2020: A multi-organization high-level compilation of the latest climate science information (World Meteorological Organization[WMO], 2020), 14. https://public.wmo.int/en/resources/united_in_science

8 Vanessa Bertollini, “This Is What Trillions in Global-Infrastructure Investment Look Like,” Redshift by Autodesk, May 14, 2019.
https://redshift.autodesk.com/global-infrastructure/
9

IEA (2021), Tracking Buildings 2021, IEA, Paris https://www.iea.org/reports/tracking-buildings-2021

Work & Prosperity

10 Dodge Construction Network, World Green Building Trends 2021 SmartMarket Report (Dodge Data & Analytics, 2021), 8.
https://www.construction.com/toolkit/reports/World-Green-Building-trends-2021

1

Based on “Salary Increase and Turnover Study – Second Edition Refresh”, published by Aon. 457 organizations were included in the Worldwide Software Products& Services sub-industry.

11 Dodge Construction Network, World Green Building Trends 2021 SmartMarket Report (Dodge Data & Analytics, 2021), 5.
https://www.construction.com/toolkit/reports/World-Green-Building-trends-2021

2

Includes spend with US-based diverse businesses supporting Autodesk’s business operations, as well as spend allocated to Autodesk that Autodesk’s suppliers spend
with US-based diverse businesses.

12 Bevan Mace, Ph.D., Why Projects Excel? The Business Case for Lean Construction (Lean Construction Institute, 2016), 17.
https://leanconstruction.org/media/docs/research/LeanConstruction_BusinessCase.pdf

3 James Knightley, “US manufacturing and construction boost the case for a strong 2022,” THINK:ING, December 16, 2021.
https://think.ing.com/articles/us-manufacturing-and-construction-boost-the-case-for-a-strong-2022

13 Sustainable Construction Study Report, Dodge Data & Analytics, September 2019. The report defines “contractors” as general contractors, construction management,
designers/builders, and specialty/trade construction companies.

4 Alan Lockey and Fabian Wallace-Stephens, A blueprint for good work: Eight ideas for a new social contract (London: RSA [Royal Society for the encouragement of Arts,
Manufactures and Commerce], 2020), 81. www.thersa.org/globalassets/reports/2020/a-new-blueprint-for-good-work.pdf

14 IEA, Greenhouse Gas Emissions from Energy Data Explorer (Paris: 2021), 5. https://www.iea.org/articles/greenhouse-gas-emissions-from-energy-data-explorer

5

15 U.S. Energy Information Administration (EIA), International Energy Outlook 2021 (Washington, DC: 2021), 6. https://www.eia.gov/outlooks/ieo/
16 Julian M. Allwood, et al., “Material Efficiency: A White Paper,” Resources, Conservation and Recycling 55 (2011), 363.
https://web.mit.edu/ebm/www/Publications/MEWP_Res_Cons_Recycl_2011.pdf
17 Frederick Royan, Digital Sustainability: The Path to Net Zero for Design & Manufacturing and Architecture, Engineering, & Construction (AEC) Industries (Frost & Sullivan, 2021),
21. https://damassets.autodesk.net/content/dam/autodesk/www/campaigns/emea/docs/FS_WP_Autodesk_DigitalSustainability.pdf
18 CDP Worldwide, CDP Climate Change Report 2019. Major risk or rosy opportunity: Are companies ready for climate change? (London: 2019), 23.
https://www.cdp.net/en/research/global-reports/global-climate-change-report-2018/climate-report-risks-and-opportunities
19 Capgemini Research Institute, Sustainability in Consumer Products and Retail Survey April–May 2020, Consumer Products and Retail – How sustainability is fundamentallychanging consumer preferences (2020), 14–18.
20 McKinsey Global Institute, The Internet of Things: Mapping the Value Beyond the Hype (McKinsey & Company, 2015), 8. www.mckinsey.com/mgi

Naina Dhingra, et al., “Help your employees find purpose or watch them leave,” McKinsey, April 25, 2021,
https://www.mckinsey.com/business-functions/people-and-organizational-performanceour-insights/help-your-employees-find-purpose-or-watch-them-leave

Governance1

This refers to Autodesk employees who were active as of February 1, 2021, and throughout the first quarter.

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Forward-looking statements
This report includes estimates, projections, and other forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These forward-looking statements generally
are identified by the words “may,” “believe,” “could,” “expect,” “anticipate,” “estimate,” “intend,” “strategy,” “future,” “opportunity,” “plan,” “should,” “will,” “would,” and similar expressions. Forward-looking statements are based on current expectations
and assumptions that are subject to risks and uncertainties that may cause actual results to differ materially. We continually review GHG emissions quantification methodologies and are committed to implementing best practice quantification
methodologies. We describe risks and uncertainties that could cause actual results and events to differ materially in our reports filed with Securities and Exchange Commission. We undertake no obligation to update or revise publicly any forwardlooking statements, whether because of new information, future events, or otherwise.
Autodesk, the Autodesk logo, AutoCAD, 3ds Max, Autodesk Construction Cloud, Autodesk Forge, Autodesk Tandem, BuildingConnected, CAMduct, Civil 3D, Flame, Forge, FormIt, Fusion 360, Info360, InfoDrainage, InfoWater, InfoWorks, InfraWorks,
Innovyze, Inventor, Maya, Mudbox, Navisworks, ReCap, Revit, Shotgun, Spacemaker, and Tinkercad are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brandnames, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical orgraphical errors that may appear in this document.
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