Environmental, Social& Governance Report2022

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESA Letter from our President
and Chief Executive Officer
Dear Fellow Stakeholders,
AMN Healthcare strives for positive change by fostering
quality healthcare and helping others. Whether weare solving our clients’ complex workforce challenges,
expanding access to care, helping to achieve professional
and personal goals, or lifting up communities throughour philanthropic efforts, we seek to advance health andwellness for all.
As the leader in total talent solutions for the U.S. healthcare
system, we have an opportunity to help tackle an increasinglyinterconnected set of pressing challenges – from fostering
the diversity and resilience of the healthcare workforce, tonavigating the post pandemic world and addressing persistent
health inequities. The critical nature of environmental, social,and governance (ESG) principles and standards drive us tofurther embed them into the core of our business, including
our strategy, decision making, risk management, andoperations.
Systemic challenges take collective effort. We are committed
to doing our part, and we are passionate about partneringwith our people, suppliers, clients, and other stakeholders
to accelerate our vision of a healthy, just, equitable, andsustainable world where all can thrive.
ESG performance has the potential to drive measurable
value across multiple dimensions, benefiting our business,
our people, our communities, and our world. ESG excellence
leads to greater engagement, productivity, and retention;
it increases innovation and efficiencies; and it improves ourresilience, enables better foresight and planning, and lowers
our risk profile.

“

We are committed to doing our part, and we are passionate
about partnering with our people, suppliers, clients, andother stakeholders to accelerate our vision of a healthy, just,equitable, and sustainable world where all can thrive.”

In 2022, we shared our ESG Framework andCommitments in our pillars of Health, DEI, Sustainability,
and Governance. We also completed our first ESG
materiality assessment to increase our understandingof what matters, to whom, and how AMN Healthcare
is performing on ESG issues that drive long-term
performance and impact. We are further refining metrics
and KPIs to measure our progress and performance.
Our Board of Directors, who oversee our ESG efforts,
continue to be actively engaged in driving our ESG
strategy and participated in ESG educational events lastyear, as well as our materiality assessment.

through the resumption of our medical and humanitarian
service trips to Guatemala and our new US-based
partnerships that increase access to healthcare. We
are also boosting our collaborations with diverse andsmall businesses and continue to significantly grow ourspend, providing economic opportunities to those in ourcommunity who have been historically disadvantaged.
To manage and reduce our environmental impacts, wehave and will continue to measure our full Scope 1, 2,
and 3 greenhouse gas emissions (GHG emissions), andhave successfully decreased our direct operational GHG
emissions by 34% since 2019.

We’ve already taken many steps toward our goals. In
2022, we implemented a compensation infrastructure
platform designed to achieve pay equity and career
pathing consistency, launched two funds to help
team members and healthcare professionals whoare experiencing hardships, and welcomed two new
Employee Resource Groups (ERGs) as well as expanded
participation in our other eight ERGs. We are also
working to increase the diversity of our team members
at all levels, develop and diversify the healthcare
professional pipeline, and drive diversity in our healthcare
leadership placements. We are promoting health equity

Moving forward, we are excited to continue tocollaborate across our value chain, further embed ESG
into our business and culture, and empower our team,the people who propel us forward and drive our impact.
Advancing health is our business, and ESG drives us to
improve the health of people and our planet. As wecontinue our ESG journey, we aim to drive value for ourclients, our company, and the world.

With Gratitude,

Cary Grace
President and Chief Executive Officer

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESESG Highlights
Social (Health & DEI)

$1.1M
250,000+
healthcare
professional
placements
in 2022

contributed to nonprofits
focused on advancing healthand health equity, DEI,
and healthcare workforce
resilience and pipeline$1.8M

committed to drive
healthcare workforce
diversity and sustainability$5M

invested in hardshipfunds for teammembers andhealthcare professionals

14M+

patient encounters where our

3,000+

interpreters bridged
language barriers overFinancial Wellness

200M+

Winner

1st

support to team members in
the form of health insurance
premium waivers, enhanced
employer contributions to
401(k), and stipends

minutes of interpretation,
enabling access, improving
health outcomes, andsaving lives

$961M

39%

69%

40%

56% Women

33% BIPOC

representation on our Board

representation on our Boardin spend with diverse
and/or small businesses(154% annual growth)of our team members are women,
63% of Leaders, 40% of C-suite

participation in our 10
Employee Resource Groupsof our team members are BIPOC,
29% of Leaders, 20% of C-suite

Governance

TCFD & ESG
reporting enhanced

Board

engaged in ESG

National Associationof Corporate Directors
Diversity, Equity &Inclusion Award

ESG
Materiality
Assessment
conducted

Environmental

34% reductionin Scope 1 and 2 greenhousegas emissions (GHG emissions)since 2019 (partially due to officeclosures during the pandemic)

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Scopes 1, 2, and 3
GHG emissions
measured for 2020-2022

Water & Waste

footprints
measured

Sustainability
Championsdriving culture of sustainability

for 2020-2022

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Table of Contents
A Letter from our President
and Chief Executive Officer

02

ESG Highlights

04

About this Report

07

About this Report
Governance62

Corporate Governance

64

Board Engagement
Board Composition and Diversity
Stakeholder Engagement
Executive Compensation

Business Ethics and Compliance

About AMN Healthcare

68

Oversight

08

Ethics and Compliance Culture

ESG Strategy, Progress & Oversight

14

Our Strategy
ESG Materiality Matrix
ESG Oversight

16
24
26

Social28

Social Impact Approach:
Health and DEI Are in Our DNA
Development, Engagement, andWell-Being of our Workforce

30
32

Code of Conduct and Speak Up Policy
Ethics and Compliance Training

Enterprise Risk Management
Data Privacy and Information Security
Political Activity
Spotlight: Health Equity Pledge

Environment

76

Sustainability Approach78

Approach

Professional Development

Our Sustainability Culture

Training and Policies

Climate Risk Management

Engagement40

DEI Overview
Workforce DEI
Workplace DEI
Marketplace DEI

Promoting Health Equity

52

Telehealth and Virtual Care Solutions
Language Services

Contributing to Our Communities
and Industry

This report details our progress to further embed ESG into our business strategy anddecision making to drive impact and value for our stakeholders, the communities weserve, and our planet.
The information presented in this report covers our fiscal year ending December
31, 2022, unless otherwise noted. Our reporting aligns with leading standards:
Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB),
Task Force on Climate-related Financial Disclosures (TCFD), and the United Nations
Sustainable Development Goals (UN SDGs).
This report is informed by an ESG materiality assessment conducted by a third-party
expert, which included robust stakeholder engagement and assessment of our varied
impacts on economy, people, and the environment. Additionally, our Scope 1, 2,
and 3 greenhouse gas (GHG) emissions measurement was led by Agendi, a leading
external firm with extensive climate expertise.

Our TCFD Report

Benefits and Well-Being

Diversity, Equity, and Inclusion

70
72
74

We are proud to present the second annual AMN Healthcare
Environmental, Social, and Governance (ESG) Report. Our journey
started with our first Corporate Social Responsibility reportin 2014 and evolved into our inaugural ESG report last year,
thereby enhancing the transparency of our social, economic, andenvironmental impact.

Our Sustainability Roadmap
Sustainable Workplace
Environmental Data

82
84
86

Disclosures

88

GRI Content Index
SASB Content Index
TCFD Report

90
112
116

54

Philanthropy and Volunteerism
Medical and Humanitarian Service
Trips to Guatemala
Contributing Thought Leadership

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

About AMN Healthcare
2022 Business at a glance
AMN Healthcare is the leader and innovatorin the full spectrum of talent solutions forhealthcare organizations across the country.

30+ years$12+ billion 4,200+

250,000+

Thousands

as a leader in healthcare
total talent and staffing
solutions

Our aspiration to be recognized as the mosttrusted, innovative, and influential force in helping
healthcare organizations provide a quality patientcare experience that is more human, more effective,
and more achievable started when we hired our
first nurse 38 years ago. Since then, we have been
helping thousands of healthcare facilities provide lifechanging care to their patients with our innovative
staffing and tech-enabled total talent solutions.
We are a strategic partner to major healthcareorganizations in the U.S. and serve a growing numberof health systems and diverse care settings, suchas acute-care hospitals, community health centersand clinics, physician practice groups, urgent carefacilities, home health facilities, schools, and other

Shareholders

Team
Members

spend under management
through VMS and MSP
solutionshealthcare professional
placements in 2022

team membersof clients served

Clients

healthcare settings.
AMN Healthcare’s comprehensive total talentsolutions help solve our clients’ healthcare workforce
challenges and provide our healthcare professionals
a wide range of opportunities and flexibility to meetthem wherever they are in their careers.

Communities

We pair modern technology solutions – such as
telehealth, interpretation, scheduling analytics, andvendor management systems – with custom talentdesign strategies to power the future of care. We arefocused on helping our clients reduce complexities,
streamline and standardize processes, and increase
efficiencies to address their workforce needssustainably and cost effectively to deliver a positive
patient experience and quality outcomes.

Supplier
Partners
Healthcare
Professionals$5.24B$444.1M

Revenue

Net Income +31.7% increase +35.6% increase

2021

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2022

2021

2022

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Nursing
We pride ourselves on offering the right solutions at theright time to help our partners provide compassionate care.
Our commitment to fostering and maintaining a diverse andinclusive network of individuals with varying experiences,backgrounds, and perspectives enables our innovation andleadership in the healthcare services industry and helps us
better serve the needs of communities.
As a service provider to the healthcare industry, we
understand health and wellness are influenced by a myriadof economic, social, and environmental factors, including
racial, ethnic, and gender inequality; access to quality
and culturally competent care; climate change; and othersocial and environmental determinants of health. We areembedding environmental, social, and governance (ESG) bestpractices throughout our business, setting ambitious goals,
and collaborating across our value chain to advance a healthy,
equitable, and sustainable world where all can thrive.

Technology

TravelLocal
International
Labor Disruption
CrisisHome Health

Workforce Technology

AlliedVendor Management Systems
Scheduling & Staff Planning
Analytics

Imaging
Respiratory
Medical Laboratory
Therapy
Home HealthInternational
Local

Virtual Care
Language Services
Post-Acute & Home Health
School Teletherapy
Primary & Specialty Care

Physician & Advanced
Practice Staffing

For more information about AMN Healthcare,visit www.amnhealthcare.com.

“

Our organization leverages thepartnership of our AMN relationshipevery day. Throughout the pandemic,
our dedicated AMN team provided
Kaiser Permanente with a valuable
clinical workforce with exceptionalcustomer service, supported by theirdynamic management of their strong
sub-supplier partnerships. It wasn’t justnurses, it was multiple labor types froma variety of talent pools, culminating
in a Total Talent Management programfor our clinical hiring needs. Theirknowledge of the market and ability
to strategically meet us at our point ofneed was invaluable!”
Kristen Mussman
Executive Director
National Human Resources,
Contingent Talent Management Program
Kaiser Permanente

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Locum Tenens
Permanent Physician Placement

TalentPlanning &Acquisition
Talent Management
Managed Services Programs
Recruitment Solutions
Float Pool Management
Open Talent Marketplace

Consulting Services
Talent Advisory Services
Revenue Cycle Consulting

Staffing & Search
Workforce Staffing
Nursing
AlliedPhysician & Advanced Practice
Certified Medical Interpreters
International
Schools
Revenue Cycle

Language Services
Video & Audio/Over-the-Phone
In-Person
Document Translation

Schools

Leadership Search

Therapy
Mental & Behavioral Health
Language Interpretation
Nursing
Teletherapy
Local

Interim Leadership
Executive Search
Academic Leadership

Revenue Cycle Solutions
Clinical Document Integrity
Case Management & Utilization Review
Health Information Management
Cancer Registry & Trauma Registry

Leadership SearchInterim Leadership
Executive Search
Academic Leadership

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ESG STRATEGY

Our
Aspiration

Our
Mission

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESWe strive to be recognized as the most trusted, innovative, and influential
force in helping healthcare organizations provide a quality patient careexperience that is more human, more effective, and more achievable.

Deliver the best talentand insights to help
healthcare organizations
optimize their workforce

Our
PurposeOur Values

Give healthcare
professionals opportunities
to do their best work
toward quality patient care

AMN Healthcare Select Awards and Recognition

Create a values-based
culture of innovation
where our team members
can achieve their goals

2

Helping to achieve personal and professional goals every day

Our six core values drive our culture and strengthen our company. We value:

Barron’s 100 Most Sustainable
Companies (2022)

Newsweek America’s Most
Responsible Companies(2020–2023)

Customer Focus
We put people first, whether the customer is internal or external. We strive to go above and beyond in what webring to every professional relationship, not just meeting, but exceeding, expectations at every turn.

Respect
We value everyone’s unique contribution, and as such, we treat everyone with the highest level of personal andprofessional courtesy, consideration, and care.

Trust
Our relationships are honest, authentic, and open. We pride ourselves on the fact that we keep our commitments.
Our word is our promise.

Bloomberg Gender Equality Index(2018–2023)

Forbes America’s Best Large
Employers (2022); America’s Best
Employers for Women (2022)

Women’s Forum of New York,
Corporate Champion Honoree
for Over 40% Female Board
Representation(2017-2023, biennial)

Human Rights Campaign
Corporate Equality Index(2018–2022)

Western Regional Minority
Supplier Development Council’s
Prime Supplier of the Year (2022)

National Association of Corporate
Directors (NACD) Diversity, Equity& Inclusion Award – PublicCompany – Mid-Cap (2022)

Innovation
Innovation is a mindset. We work to stay future-focused and committed to bringing new ideas to life that generate
differentiated value for everyone.

Continuous Improvement
We know that even our best efforts and our most robust solutions can always be better. We never settle for ‘good
enough’ and constantly seek opportunities and proactively embrace chances to improve.

PassionWe love what we do – and it shows. Passion makes the difference between just doing something – and doing it
well. It’s the fire that drives our purpose and our daily lives.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESESG Strategy,
Progress &Oversight
In This Section

14

16

Our Strategy

24

ESG Materiality Matrix

26

ESG OversightAMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESOur Strategy

Me
m
be
r

als

HealthCorporateernance
G ov

Aspiration

Approach

VisionWe strive to be an
ESG beacon in thehealthcare andtalent solutionsindustries, driving
outsized sharedvalue• Focus and set ambitious goals• Reduce our footprint and increase
our positive impacts• Collaborate with client and industry
partners to accelerate change• Embed ESG in the core of ourbusiness• Drive ESG accountability throughstrong governance

A healthy, just,equitable, andsustainable
world where all
can thrive

HealthPILLAR 2

DEI

PILLAR 3

Advancing healthand wellness for ourteam members,
healthcare
professionals, andour communities

Driving diversity,
equity, equality, andinclusion at AMN
Healthcare andthroughout our value
chain and industry

Catalyzing asustainable andregenerative future

lier

s

PILLAR 1

Sust

ainabilit

y

pp

Team

care Profession

Su

al
S

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

s

H

th
eal

Health &Wellness For All

ts

16

n an c e
r
e
v
Go

en
Cli

The three key pillars of our ESG strategy – Health,
DEI, and Sustainability – are supported by a strong
foundation of Responsible Governance to drive healthand wellness for all.

FOCUS

D EI

We are proud of our ESG efforts to date, including
investing in our team members in alignment withour commitments to DEI and health and wellness;
supporting our healthcare professionals; uplifting ourcommunities through volunteerism, philanthropy,
and civic engagement; maintaining and enhancing
our holistic approach to corporate governance; andreducing our environmental footprints through moresustainable operations.

o

l
a
i
c

s
er
old
reh
Sha

Our ESG strategy is designed to amplify and drive
positive impacts in our business and throughout theindustry and communities we serve. The contributionsof our team members and healthcare professionals– who advance health and wellness, our focus ondiversity, equity, and inclusion (DEI), and service to
our communities – are the heart of our strategy. We
are extending this impact by partnering with andencouraging others in and beyond our value chain.
For example, we are joining with others to advance
progress on health equity and DEI, and we are
exploring opportunities to leverage our national reachand deep relationships with thousands of suppliers andhealthcare organizations to catalyze change.

ESG Framework

Environment

We strive to be a positive force for good, promoting
a healthy, just, equitable, and sustainable world
where all can thrive. AMN Healthcare has a proud
legacy of working to advance health and wellness
for our team members, healthcare professionals,
and communities. The work we do day in and day
out helps our clients and healthcare professionals
provide access to high-quality clinical care, driving
health and health equity. Impact is at the forefrontof our work and the heart of our mission.

Sustainability

Communities
FOUNDATIONAL

Responsible Governance
Exceeding expectations for responsible
governance and meeting or exceeding
expectations on all facets of ESG

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

17

SOCIAL

GOVERNANCEENVIRONMENTCOMMITMENTS

2022 PROGRESS

1. Drive health & wellness for our team members
and healthcare professionals

Our Business Drives Health & Health Equity

2. Increase availability & quality of healthcare
for communities
3. Meaningfully help our clients optimize talentmanagement and improve patient experience& outcomes
4. Positively impact social & environmental
determinants of health
5. Reduce inequities in health outcomesDISCLOSURES• 250K healthcare professional placements in 2022 (136K uniquehealthcare professionals placed, a 39% year-over-year increase)• Increased supply of healthcare professionals through Connetics
acquisition, which along with our O’Grady Peyton business,enabled us to place 1,700 nurses from 32 countries• 3K+ interpreters drove health equity via 14 million+ patientinteractions, with 200 million+ minutes of interpretation, enabling
access, improving health outcomes, and saving lives
Corporate Workforce Health & Wellness

DEI• Returned to office with enhanced cleaning, mandatory workplacesafety training, Injury and Illness Prevention Program, COVID
Prevention Program, and COVID-19 Protocols aligned withevolving CDC guidance (including vaccination, testing, andcontact tracing)

COMMITMENTS

2022 PROGRESS

1. DEI excellence in all recruiting & hiring forteam members & healthcare professionals

Workforce DEI

2. Representative diversity at ALL levels• Representation among team members is approaching parity with
US Bureau of Labor statistics on race and ethnicity

3. Equity in compensation and promotion
4. Deeply inclusive culture of belonging
5. Significant diverse supplier spend & economic
impact in communities
6. Create & share DEI blueprint by 2024
7. Embed DEI in core business & all decisions• 69% of our team members and 63% of all leaders are women• 32% increase in percentage of team members from historicallyunderrepresented groups, which for AMN Healthcare includes
BIPOC, LGBTQ+, People with Disabilities, and Veterans (from 34%
in 2019 to 45% in 2022)• 52% increase in representation of leaders from historicallyunderrepresented groups (from 23% in 2019 to 35% in 2022)

Sustainability• 61% increase in representation of director-level and above teammembers from historically underrepresented backgrounds (from
18% in 2019 to 29% in 2022)

COMMITMENTS

2022 PROGRESS

1. Reduce our operational footprint to zero inmarket-based CO2 emissions (Scopes 1 and 2) by2024*

Environmental Footprint

2. Set Scope 3 (value chain) GHG emissions
Science-Based Target by 2024

• Measured full Scope 1, 2, and 3 GHG emissions for 2020, 2021,
and 2022 with improved data quality (less estimated and moreactual data)

3. Water & Waste footprints measured by 2023.
Targets set by 2024
4. Create & share sustainability blueprint by 2024
5. Embed sustainability mindset in our corebusiness and all decisions• Reduced Scope 1 and 2 GHG emissions by 34% from 2019baseline year

• Measured water and waste footprints for 2020, 2021, and 2022
• Sustainability Champions network to help drive cultureof sustainability• Supported our eligible full-time and part-time team members’
financial wellness through a mix of stipends, health insurance
premium waivers, and enhanced matches to team members’
contributions to their retirement accounts

Partnering to Drive Health Equity• Invested an additional $2M into the AMN Team Member Hardship
Fund and provided $363,232 to 87 Team Members experiencing
hardships• In partnership with the International Esperanza Project,
our clinicians treated 1,300 patients and provided 127 lifechanging surgeries, and our team members installed 280
smoke free stoves and 280 water filters, advancing health forfamilies in rural Guatemala• Contributed $1.1M to nonprofits focused on health equity,wellness, DEI, and healthcare workforce (including $200K
noted above)

Healthcare Workforce Resilience & DEI• Invested $3M in and launched AMN Caring for the Caregivers
Fund, and provided $221,221 to 97 Healthcare Professionals
experiencing hardships• Partnered with University of North Texas Health Science Center
and Remote Area Medical to provide free care clinic in Dallas• Committed an additional $1.8M to advance healthcare workforce
pipeline, diversity, resilience, and wellness (disbursed $200K in
2022)• Inaugural signatory to HLC’s Health Equity Pledge,
commitment to shared principles aimed at eliminating healthdisparities• Signed the Hispanic Promise, a commitment to further expand
Hispanic and Latinx representation at all levels and strengthen
engagement with the Hispanic and Latinx community

Marketplace DEI

Workplace DEI• Spent $961,271,590 with diverse and/or small suppliersin 2022, a 154% increase from 2021 and 472% increase
from 2020• Initiated collection of EEO-1 data (race, ethnicity, and gender)
for the healthcare professionals we employ and place• Implemented enterprise-wide infrastructure to align job functions
and compensation and drive pay equity• Salary transparency for all job postings nationwide• Added two new Employee Resource Groups (ERGs) and increased
participation in all ERGs to 39% of all team members across theenterprise in 2022

Governance

HealthESG STRATEGYCOMMITMENTS

2022 PROGRESS

1. Industry-leading ethics, human rights, data
privacy, & cybersecurity

Responsible Governance2. Comprehensive reporting of financial
performance and social & environmental
impact, with external assurance
3. Board diversity reflects diversity of valuechain
4. Board of Directors trained in ESG leadership
5. Political advocacy aligns with our values
and ESG goals• Third party assessment of our information security and ethics
programs conducted• Published first ESG Report in 2022, aligned with GRI, SASB, and
TCFD frameworks• Conducted ESG Materiality Assessment to identify and prioritize
ESG issues likely to have meaningful long-term impact on our
Company and the communities in which we work
• Enhanced TCFD disclosures and conducted scenario analysis• Maintained award-winning board diversity of 56% women, alongwith 33% Black or Hispanic/Latinx• Provided ESG training for our full Board of Directors to promote
understanding and alignment on the issues that matter most to ourcompany and the communities in which we conduct business* Our ambition level remains the same. Our previously stated intent to achieve Net Zero by 2024 for our direct operations has been re-worded toreflect recent guidance from the Science Based Targets initiative (SBTi). We plan to submit targets in connection with our commitment to set
science-based climate goals by the end of 2024.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Looking ahead
2023 and 2024

HealthWe are committed to making progress
toward our goals and fulfilling ourcommitments. We plan to continue
the programs and efforts outlined inthis report, and further enhance ourmeasurement and tracking of key
performance indicators and interim
goals to help us drive impact andcontinuous improvement. Among ourpriorities for the coming year:•

Enhance tracking of EEO-1 andpay equity data for the healthcare
professionals we employ and place• Further invest in healthcare
workforce sustainability anddiversity•

Partner with other healthcareorganizations to identify
opportunities to collectively drive
DEI and health equity• Further invest in driving healthequityAlignment with
United Nations
Sustainable
Development
Goals

20

DEI

DEI

Sustainability•

Continue to increase diversity
across the enterprise to reachoverall racial and ethnic parity with
U.S. Labor Statistics by 2024•

Achieve carbon neutrality for our
direct operations, Scopes 1 and 2
by 2024••

Enhance DEI educational
opportunities to increaseknowledge and skills for leaders
and team members

Set and submit science-basedtargets for greenhouse gas
emissions (GHG emissions) for
Scopes 1, 2, and 3 by the endof 2024

Health is at our core

Gender equality
leaderWorkforce isour business

DEI is in
our DNA

Industry
influencer

As the nation’s leader in total healthcare
talent solutions, we are Empowering the
Future of Care. We help our clients ensure
they have the healthcare talent they needwhen and where they need it most. Our
healthcare professionals deliver high quality
care to millions of people in communities
across the country through our widearray of talent solutions, from medical
interpreters and telehealth platforms to ourrole in increasing the supply of healthcare
talent to drive access to care. The ongoingand increasing shortage of healthcare
professionals, exacerbated by the COVID-19
pandemic, means that our role in getting
talent to communities to deliver care has
never been more important. We also believe
caring for our healthcare professionals’
and team members’ mental, physical, andeconomic well-being is equally important. We
invest in healthcare professional and teammember well-being through our employee
benefits and assistance programs, including
our AMN Caring for Caregivers Fund and
AMN Team Member Hardship Fund.

We are a gender equality
leader with a high levelof female representationin leadership positions at
AMN Healthcare: Board of
Directors (56%), C-suite(40%), and Leadership(63%). We are committed
to advancing genderequality and equity for ourworkforce, our healthcare
professionals, and in ourcommunities. We havepioneered research on
gender pay equity forphysicians and invested
in programs to address
domestic violence.

We deploy tens of
thousands of healthcare
professionals every year,with 250,000 placements
in 2022 alone. We prioritize
and invest in the health andwellness of our corporateand healthcare workforces,
and spend with small anddiverse businesses to drive
economic growth in ourcommunities. In 2022, wespent $961 million withsmall and diverse suppliers.

We strive to build a diverse,
equitable, and inclusive culture
at AMN Healthcare, and we arecommitted to driving DEI acrossthe healthcare and staffing
industries. The diversity of AMN
Healthcare team members isapproaching parity with U.S.
Bureau of Labor statistics on raceand ethnicity. We have begun
collecting data on the diversityof the healthcare professionals
we place in order to further
advance the impact we make on
healthcare delivery, and partnerwith our clients to achieve their
DEI goals.

We aspire to accelerate
the sustainability of thehealthcare sector. We
are actively measuringand managing our own
footprints, including ourfull climate impact (Scopes
1, 2, and 3) and setting
science-based targets.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Materiality Assessment
AMN Healthcare engaged a third-party expert in 2022 to conduct our first ESG materiality assessment. This process considered theimpacts of key topics on our company, as well as our impacts on society and the environment, and investigated the importance ofissues both internally and externally. Through this assessment, we were able to further determine what ESG issues matter most towhich stakeholders and how they perceive our efforts.

The analysis provides important context as we continue to evolve our ESG measures, helping guide future strategy, action,
investment, and disclosure. The assessment strengthens our culture of accountability and transparency, and it drives continuous
improvement and further integration of our ESG priorities into our business operations and decision making.

Process

Benchmark
Performed ananalysis to identify
topics that areconsidered material
by SASB, GRI, ESG
raters, and ourpeers.

Material
Issues List
We developed a long
list of material issues
based on the benchmark
results. Afterwards, weleveraged internal talentand external support tonarrow it down to a shortlist of topics likely to be
most material (19 issues).

Engaging Stakeholders
Surveyed stakeholders to rank the 19
issues based on (1) their importanceand (2) AMN Healthcare’s current
performance. In total, we engaged nearly
1,800 internal and external stakeholders,
including team members, our Board of
Directors, clients, investors, healthcare
professionals, suppliers, andnon-governmental organizations.

Business Impact
and Impact on
the World
Issues were scored using aweighted system that considers
each stakeholder group and theirassociated topic’s ranking. We
then ranked topics in functionof stakeholder importance vs.
issues’ impact on the world aswell as long-term impact on ourbusiness.

Material Topics
WHAT IT MEANS TO AMN HEALTHCARE

Analysis of the results highlighted issues where there may
be opportunities for improving our performance and/or
disclosure in the eyes of certain stakeholders. To get tospecific conclusions, we leveraged internal KPIs (basedon GRI Standard disclosures and peer benchmarking) anddid a deep dive into the survey responses per stakeholder
group. This process allowed us to discern facts fromperception issues, identify potential outliers and conclude
which topics were most important per stakeholder groupas well as their impact on overall scores. We then identified
follow-up actions we can take to better understand andstrengthen our relationships with our varied stakeholders.

PAGES
WITH MORE
INFORMATION

Social22

Result Analysis

ResultValidation

ResultCommunication

We validated results
through internal
discussions andworking sessions
between AMN
Healthcare leadersand our external
consultants.

Finally, we
communicated theassessment resultsinternally, with our
Board, and within thisreport.

Next Steps
Ideally, an ESG materiality
assessment is not an output, butrather an input to strategy anddisclosure. To maximize the value of
our ESG materiality assessment, weare continuing to mine the learnings
to strengthen our ESG strategy,
deepen the integration of ESG inand across our business, strengthen
our relationships with stakeholders,and improve our ESG performance,
disclosures, and communication.

WHAT IT MEANS TO AMN HEALTHCAREPAGES
WITH MORE
INFORMATION

Social & Environmental

Healthcare Professional
Pipeline, Recruitment,
Retention, Engagement
Workplace Health &SafetyAttract, develop, engage, and retain top-tier healthcare professionals.

32-38

Invest in and protect the health and wellness of our team members and healthcare
professionals.

38-39

Corporate Workforce
Recruitment, Retention,
Engagement
Impact on Access &Affordability

Attract, develop, engage, and retain top-tier talent.

32-38

Impact of our talent management solutions on quality, operational, and financial sustainabilityof healthcare organizations.

30-31

Diversity, Equity& Inclusion (DEI) –Internal
Diversity, Equity& Inclusion (DEI) –External
Health Equity

Prioritize a diverse workforce and an equitable and inclusive workplace.

40-47

Drive DEI and health equity through supplier diversity, diversity of healthcare professionals
placed, training for healthcare professionals, and engaging clients on their DEI performance.

48-51

Drive health equity and address social determinants of health through our business, such as
language interpretation and telehealth.

52-53

Advocacy Alignment
with ESG Priorities

Economic Development& Impact

Foster equity and economic development through employment, spend with small businesses,
and improved health outcomes.

50-51

Economic

Philanthropy &Volunteering

Give money and time to nonprofits addressing issues important to us and our stakeholders.

54-57

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Responsible &Sustainable Supply Chain

Ensure suppliers adhere to our standards and codes of conduct designed to promote ethical businesspractices; uphold human rights; and advance social, environmental, health, and safety performance.

68-69, 85

Reduce our environmental impact (climate, energy, water and waste), including carbon emissions
from operations and full value chain.

78-87

Operate ethically in all aspects of our business.
Ensure the privacy and data protection of our customers, team members, and healthcare
professionals. Employ security measures to safeguard data from unauthorized individuals.
Provide stakeholders timely, accurate, and adequate updates on relevant issues – including ourfinancials, relationships, and ESG commitments and results.
Have and implement resiliency and contingency plans for unplanned disruptions that address
employee protection, service continuity, business recovery, etc.
Have and act on a comprehensive structure and system of rules, policies, and processes to balance theinterests of different stakeholders and attain the company’s strategic objectives. Have an establishedframework for equity, compliance, execution, for effective governance, compliance and accountability.
Align public policy and legislative advocacy with our values and ESG commitments.

68-69
72-73

Economic Performance

Focus on our economic health and performance.

Innovation

Discover and develop a portfolio of innovative products and services for both core and growth areas.

4-5, 30-31,
50-51
8-11

Environmental
Environmental Impact

Governance
EthicsInformation Security& Privacy
Transparency &Disclosure
Risk Preparedness &Management
Corporate Governance

18-21, 44,
88-12370-71
27, 64-67

74

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

23

Results:
The average importance ratings for each issue (across all
stakeholder groups) are pictured in the graphic. It is imperative
to note that this matrix represents the quadrant of highest
importance for AMN Healthcare.
All the issues included are the most important material topics forour organization.

Key takeaways from themateriality analysis:• As is visible from the diagram, the 19 issues are ranked
from high to critical importance, with all receiving average
importance ratings over six (out of 10) and 17 averaging
over seven.

GOVERNANCEENVIRONMENT

ESG
Materiality
MatrixEconomic
Environmental
SocialGovernance

DISCLOSURES

Information Security & Privacy
Workplace Health & Safety
Transparency & Disclosure
Risk Preparedness & Management
Corporate GovernanceHigh• In addition, all 19 issues were highly important to at least
one stakeholder group, with further analysis showing thatevery issue was rated over eight by at least one group.
• There was a significant amount of overlap between the
topics rankings across stakeholders, with six out of the
10 most important topics identified by two or more
stakeholder groups.

Ethics• As an example of how ESG issues are also often top
business issues, healthcare professional recruitment,
retention, and engagement was a top-five issue, andso was corporate workforce recruitment, retention, andengagement – along with ethics, information security andprivacy, and workplace health and safety, all of which arealso essential business topics.

Responsible & Sustainable Supply Chain

External Importance

SOCIAL

CriticalESG STRATEGY

To maximize the value of our ESG materiality assessment, weare continuing to mine the information to strengthen our
strategy, deepen the integration of ESG in and across ourbusiness, strengthen our relationships with stakeholders, andimprove our ESG performance, disclosures, and communication.
The assessment revealed potential areas for improvement
as we move forward in our ESG journey. We will work toensure effective communication, with both internal andexternal stakeholders, regarding our efforts and the progress
being made. We will also look to strengthen our efforts
where stakeholders have identified opportunities to further
improve our performance. We will continue to engage with
our stakeholders to gain a deeper understanding of theirperspectives and explore ways to continuously improve our
performance and disclosure on key ESG topics to meet andexceed rising expectations.

24

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Innovation

Health Equity
Economic Development & Impact

Economic Performance
Advocacy Alignment
with ESG Priorities

Philanthropy & Volunteering

Environmental Impact

MediumNext Steps:

Impact on Access & Affordability
Diversity, Equity & Inclusion – Internal

Diversity, Equity & Inclusion – External• Overall, Governance and Social topics were the highest
ranked – with most falling within critical importance –while Environmental and Economic issues were mostly
ranked as high importance.

Healthcare Professional
Pipeline, Recruitment,
Retention, Engagement
Corporate Workforce
Recruitment, Retention,
Engagement

Internal Importance

MediumHigh

CriticalAMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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ESG STRATEGYSOCIALESG Oversight
The AMN Healthcare Board of Directors oversees our ESG
strategy and related risks and opportunities and is deeply
engaged in further integrating our ESG efforts into ourbusiness operations and decision-making (see Board
Engagement). The Board meets at least quarterly and threeof its committees are tasked with assisting the Board in its
ESG oversight responsibilities. In addition, management of
ESG-related risks and opportunities is a shared responsibility
at AMN Healthcare, with executive management and leadersfrom across the organization contributing expertise to drive
advancement, industry impact, and address challenges. Our
Director of Sustainability & Social Impact – a position createdin 2021 – is helping to further develop our ESG strategy andensure alignment of activities across the organization.

GOVERNANCEENVIRONMENTDISCLOSURESOur Governance Structure

Board
Oversight

The AMN Healthcare Board of Directors
Oversees ESG and Enterprise Risk Management strategies

The Corporate Governance &Compliance Committee
Focuses on identifying critical risks and assessing
mitigation strategies, including those pertaining to climatechange, and regularly reviews updates on ESG disclosure
frameworks and reporting, initiatives, and policies frommanagement. This Committee also:• Periodically evaluates the Code of Conduct and theGovernance Guidelines• Oversees the Company’s ethics and complianceprograms, including the Company’s healthcare,
employment and privacy regulatory compliance and risk
oversight with respect to the credentialing of candidates

The
Compensation
Committee
Provides oversight ofour human capitalmanagement,
including talentstrategies anddiversity, equality,
equity, andinclusion initiatives,and executive
compensation.

• Reviews and discusses with our executive team relevant
quality metrics, compliance with certification standards,
and related laws and regulations

Management
Oversight

Champions
Programs

The Audit
Committee
Focuses on ourEnterprise Risk
Management
program to help
identify risks
related to business
continuity, risk
management,
information
security andtechnology
systems, and any
financially material
ESG related risks.

Management Oversight
Executive and senior management contributes expertise and engages with the board to
manage risk, create value and protect against emerging challenges to our business, andincludes our CEO Committee and Director of Sustainability & Social Impact.

Champions Programs
Appointed by executive leadership, these team members are ambassadors for Diversity, Community,
Wellness, Ethics, Records Compliance, Sustainability, and Learning across the organization.

26

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

SocialIn This Section

28

30

Social Impact Approach: Health and DEI Are in Our DNA

32

Development, Engagement, and Well-Being of our Workforce

40

Diversity, Equity, and Inclusion

52

Promoting Health Equity

54

Contributing to Our Communities and Industry

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Social Impact Approach:
Health and DEI Are in Our DNA
People have always been at the heart of our business,and every day our team helps healthcare organizations
provide a quality patient care experience that is morehuman, effective, and achievable. AMN Healthcare
strives to create positive impacts for the healthcareorganizations and professionals we support, and thepatients and families they serve. Our care for the wellbeing of healthcare professionals, clients, and patientsis evident in the strength of our relationships, which we
pride ourselves on building and sustaining. We also know
prioritizing our team members’ health and wellness andcreating a healthy, engaged, and empowered workforce
is key to our business longevity and growth.
2022 began amid the worst healthcare labor shortage
on record. As we entered the third year of the COVID-19
pandemic, vacant jobs in healthcare outpaced the number ofpeople who were hired per month by nearly 3x. Organizations
across the care continuum experienced difficulties withworker hiring and retention on a scale they had never seen.
We made 250,000 placements of critically needed healthcare
professionals, despite sustained periods of severe difficulty
in recruiting. The pandemic’s impact on the healthcare labor
force is expected to endure for years to come, given underlying
fundamentals that were exacerbated during the pandemic.
As we worked through 2022, we flexed from an
unprecedented demand environment to helping clients
optimize their workforce to manage the cost of delivering

30

high-quality outcomes. In the coming years, even more will be
demanded of AMN Healthcare as a leader in providing total
talent solutions, as needs continue to outstrip available labor,
wage inflation persists, and care delivery becomes increasingly
complex.
Throughout the COVID-19 pandemic, we worked hard to
support the physical and mental health of our front-line
healthcare professionals and team members, as the impactof the past three years continued to mount and place anunprecedented strain on the healthcare system.
We strive to make a positive difference in our communities.
The impact of our core business this past year includes
employment for our more than 4,200 team members; themeaningful opportunities we afforded more than 130,000
healthcare professionals; the direct and ripple economic
impact of our $961 million in spend with small and diverse
businesses; the use of our technology and innovative talentsolutions to reduce inequalities in healthcare; the 14 million
patient interactions where access to care was enhanced by
our Language Services interpreters; and the health outcomes
for the millions of patients who had access to, and received
high-quality care from, a healthcare professional who wehelped place.
AMN Healthcare also advances the overall health andwell-being of our communities through our philanthropic
investments and the time, talent, and passion of our teammembers who volunteer in service.
By focusing on supporting people, AMN Healthcare
empowers a better future of care.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Development, Engagement, andWell-Being of our Workforce
Our team members and healthcare professionals
advance the health and wellness of people acrossthe country, and it is our responsibility to ensure theirhealth, development, and well-being. We are dedicatedto ensuring they have the necessary tools and support
as they propel our success in helping others andempowering the future of care.

Professional Development
Continuing education is key to professional and personal
growth and development, job satisfaction, and careeradvancement. We invest in numerous resources for our teammembers and healthcare professionals – including RN.com,
an AMN Healthcare website that advances the qualityof healthcare and healthcare training – so nurses can be
successful in their jobs, pursue their passions, and achieve
their goals.

Healthcare Professionals

Corporate Workforce

The professional development of our healthcare
professionals is a differentiator for AMN Healthcare,
as we are the leading provider of American Nurses
Credentialing Center (ANCC) accredited nursing continuing
education. RN.com delivers online clinical education tonursing professionals and provides free resources suchas webinars, reports, and a nursing radio show. The sitefeatures more than 150 courses, and we have more than
600,000 members. Hundreds of healthcare facilities
across the U.S. have turned to RN.com to improve job
performance, delivery of care, and patient outcomes. Our
healthcare professionals also have free access to libraries
of information through additional learning platforms, that
focus on a range of clinical topics, as well as diversity,
equity, and inclusion, and health equity. In addition, weoffer a continuing education tuition discount at 13 different
universities for our healthcare professionals.

Professional development for our team members ismanaged through our Learning and Talent Development(LTD) program. Last year, we launched four Leadership
Development Roadmaps based on leadership levels– Leading Self, Leading Others, Leading Leaders, andLeading the Organization – which guide learning andprovide customized content. Each roadmap includes
a course in inclusive communication and access tothousands of LinkedIn Learning courses. In 2022, teammembers logged 9,723 hours of learning on LinkedIn
Learning. The higher leadership level roadmaps include
LEAD, our flagship leadership development program.
Additional offerings, depending on leadership level,
include the Emerging Leaders Program, the AMN-Cornell
Leadership Academy, 360° assessments, and externalcoaching. Last year, 467 team members completed 6,140
hours of professional development and leadership training.

Our team members also benefit from a tuition reimbursement
program that allows them to be reimbursed for approved
expenses related to pursuing higher education or certifications
from nationally recognized or accredited institutions to help
build their careers with AMN Healthcare.
In 2022, we launched our Learning Champions program,comprised of team member volunteers from each department
who have a passion to promote ongoing personal andprofessional development within their sphere of influence.
The Learning Champions participate in our AMN Learning
Lounge chat channel, attend bi-monthly informational
and training sessions, and act as the liaison between theirdepartments and the Learning & Talent Development team.

AMN-Cornell Leadership
AcademyIn 2022, AMN Healthcare initiated a newpartnership with Cornell University to create
the AMN-Cornell Leadership Academy. The
invitation-based development program isfor high-potential, high-performing leadersof leaders. It is a six-month virtual programthat further develops leadership skills in DEI,
strategic and project leadership, decision
making, critical thinking, and accountability.
Last year, over 30 leaders participated andlogged nearly 2,000 hours of learning.

32

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Training and Policies

Engagement

We have numerous policies and trainings in placethat explain expectations and responsibilities, andserve as a guide for our daily decisions and actions.
We provide different trainings for team members andhealthcare professionals, in addition to distinctive
trainings for individual contributors, managers,
leaders, and clinical and non-clinical tracks. Althoughdifferent people take different courses, one thingremains the same – our policies and trainings reflect
our core values and promote a culture of respect,equity, and inclusion.

Solving challenges is our business. Just as we are committed
to solving our clients’ healthcare workforce challenges, we are
equally committed to identifying and solving the challengesof our AMN Healthcare team. We conduct regular surveys toseek input and diverse perspectives, and better understandthe work experience of our team members and healthcare
professionals. We are committed to ensuring that every voice
is heard and that our team’s feedback is incorporated into ourbusiness decisions and strategy.

Healthcare Professionals

Healthcare Professionals

Corporate Workforce

Our Clinical Education Solutions team supports ourhealthcare professionals from the time they apply all
the way through their journey, and this team oversees alearning management system (LMS) to ensure training
compliance. Our healthcare professionals complete
assigned courses through The Workplace Safety Module(TWSM), which provides training for both clinical and nonclinical roles, and includes workplace safety, professional
practice, and accountability training. Topics range fromprotecting patient information, to patient rights and ethicalcare, to inclusive care and caring for diverse populations,to understanding reporting obligations, to anti-harassment
training. Assigned courses can vary depending on job
description; local, state, and federal regulations; andclient requirements.

Team members are assigned required compliance courses
through the AMN Learning Hub. Some courses are
assigned to all team members, while others are only
assigned to managers and leaders. All AMN Healthcare
team members must complete new team member
orientation, a course on inclusive communication which
includes elements on unconscious bias, and an OSHAcompliant interactive health and safety training program.
Annually, all team members must complete a courseon cyber security, accept our Code of Conduct, andcomplete biennial sexual harassment training. Newly hired
and promoted leaders must also complete a training course
on inclusive leadership. This required training curriculum
is supported by supplemental on-demand trainings from athird-party vendor.

Healthcare professionals cannot be placed on anassignment unless they have completed their required
assigned courses. We are proud of our efforts over the last
couple of years to meet the increased demands needed
during the height of the COVID-19 pandemic, and thenlead the journey to our new normal.

Team members are held accountable for the principles
contained in these trainings through a zero-tolerance
policy for discrimination and harassment. Team members
are also required to follow all appropriate workplace healthand safety protocols. We monitor and measure the overall
effectiveness of our training through comprehension
quizzes, tabletop exercises, and safety drills.

Consistent engagement with our healthcare professionals
is critical to understanding the challenges and barriers
they face while on assignment, so we can resolve issues
quickly and effectively. We aim to drive retention throughsolutions, so we can improve healthcare professionals’
well-being, address systemic inequities, and continue tohelp ease healthcare workforce shortages. The feedback
we receive helps us prioritize how we can advocate forour healthcare professionals and partner with our clients
to co-create solutions, so they can work at the top of theirskill level.
We regularly conduct executive onsite visits and pulse
surveys, as well as a larger biennial survey of registerednurses, which was recently conducted in January 2023;
results will be published in May 2023. The 2021 survey
focused on the effects of the COVID-19 pandemic onnurses nationally and identified opportunities to alleviate
hardships. One example was our effort to streamline andstandardize our virtual orientation program, onboarding
and credentialing to create a better and more efficient
process for our healthcare professionals and our clients.
Every year, we publish multiple survey results andresearch reports that provide original data on a varietyof healthcare workforce-related topics that are vital tohealthcare organizations, practitioners, and patients.

Corporate Workforce
In 2022, we continued to prioritize engaging with ourteam members through monthly live virtual question
and answer sessions, AMN Live, and other town halls
throughout the year with our Chief Executive Officer
and other senior executives. We administered short pulse
surveys throughout the year and restarted our larger
corporate-wide engagement survey on an annual basis.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Our spring 2022 survey had an 83% participation rate andan engagement score above benchmark, according to thethird-party expert engaged to administer the survey, who
compared our results with high performing companies. The
engagement score reflects our team members’ connection
and commitment to our company and our goals. The
survey measured sentiments on a range of topics, frommanagement and social connection to professional
development and work-life balance. Areas of strength
included engagement and management – such as leaders’openness to ideas and caring about team members’ wellbeing and social connection. Areas with opportunities
included improving collaboration and communications anddividing workloads fairly among team members.
AMN Healthcare is committed to improving and taking
team member feedback to heart. People are seeing
improvements but there are still gains to be made in orderto build a workplace that feels equitable to all. Ensuring ourpeople have the time to invest in their career development
and growth, and building growth pathways within thecompany, further builds equity and long-term commitment.
Based on the feedback received, which was discussed with
our Board of Directors, we incorporated several initiatives
and areas of focus into our human capital management
strategic plan. We believe our team member engagement
helps to strengthen our retention rate, which was 87% in
2022, our highest in the past five years.

78%

2018
Retention

87%

2022
Retention

We also engage team members through our new AMN
Mentoring Program (AMP). We piloted the program tothe entire company last year with 242 users and 160
completed mentoring relationships. The program embeds
training for both the mentors and mentees, suggested
meeting cadences, and milestone tracking. The mentoring
relationships are structured to last over six months. The
program was such a huge success, receiving an overallsatisfaction rate of 98.5%, that we’re expanding it to evenmore people across the company.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Benefits and Well-Being

Caring for Caregivers FundOur team members and healthcare professionals drive our
success caring for others. In turn, it is our responsibility tocare for them. We offer myriad resources and benefits topromote health, well-being, and work-life balance.

$3M

Contributed to
Establish Caring for
Caregivers Fund

Healthcare Professionals
Our Clinical Operations team partners with corporate
Human Resources to provide benefits and well-being
programs to care for our healthcare professionals. These
include medical, dental, and vision coverage, a 401(k)plan, an Employee Assistance Program (EAP), and a virtual
telehealth service, which provides mental health andphysical health support. Clinical managers have been crosstrained in crisis care management and a centralized team isavailable for high-risk cases.
Just as our team members benefit from the AMN
Healthcare Hardship Fund, we also established ourCaring for Caregivers Fund in 2022 to support healthcare
professionals experiencing hardships. Last year, we invested$3 million to launch the fund and awarded more than$221,000 to 97 recipients.

97

RecipientsAwarded$221K

Total Dollars Awarded$2,280

Average Recipient Award

Travel Reimbursement For Care
Not Available Within 100 Miles
In 2022, we added travel and lodging
reimbursement to our medical plans for both teammembers and healthcare professionals, reimbursing
any covered medical service that is not available
within 100 miles of their homes. This new benefit
includes up to $4,000 per occurrence with a lifetime
benefit of $10,000.

Recognizing Nursing Excellence

AMN Mentorship Program
Maria Chacon, a recruiter with AMN Healthcare, says having
a mentor changed her mindset and reminded her what she
enjoys most about her job – opening doors to opportunities
and helping others to pursue their passions. Maria had juststarted working at AMN Healthcare when she was pairedwith her mentor, Shawna Hopkins, Director of Human
Resources.
“I was honest with her and told her that I did not know how
to define my future career goals. We focused on discussing
what my job was like, instead of what I liked and did not like
about it.”
The mentorship pair discussed the positive aspects andchallenges of Maria’s job every other week. Shawna
encouraged Maria to look at the challenges not as negatives,
but as opportunities for professional growth.

36“After our conversations, I found myself grateful for thedifficult moments because they were signs that I was growing
enough to face such problems and would still be okay.
Shawna’s advice is something I carry with me today and still
use when I need motivation.”
Maria says the advice has also had a larger impact, as she
is able to share the words of wisdom with her colleagues
struggling with similar issues. By their final scheduled
meeting, Maria says she remembered why she became arecruiter.
“I want to consult more than I want to recruit. I want to be apart of those life-changing moments when our clinicians feellike they truly made it.”AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

AMN Healthcare is proud to participate in and support The
DAISY Award for Extraordinary Nurses. The worldwide awards
program recognizes nurses for their superhuman work that
positively impacts patients and families every day. Since thebeginning of the program in 2018, AMN Healthcare, inpartnership with the DAISY Foundation™, has recognizedover 20 of our outstanding healthcare professionals forthe extraordinary, skillful, compassionate care they provide
patients and families. Last year, we recognized six nurses,
including Charmain Johnson and Chris Lambert.

Charmain Johnson

Chris LambertCharmain Johnson has always wanted to help people.
She’s worked in the healthcare industry for over 20 years,
specializing in medical-surgical nursing.

Chris Lambert has been a registered nurse since May 2000. He
has experience in the ICU and behavioral health with adolescentsand adults, and worked for four years at the third busiest jail in
the U.S.

“A good workday is advocating for my patients, even
if it means stepping out of my comfort zone to get thejob done. I’ve learned that there is safety in protocols
because they will back you up. It’s a joy in advocating
for my patients and making things happen for them. I
get a kick out of doing that ‘one more thing’ to make it
happen. It’s a win-win!”“I love being a nurse because, when I give genuine care,
I get genuine gratitude. These folks are having the worst
moments of their lives when they are hospitalized. Stunnedwith anxiety and uncertainty, patients and families are
waiting for answers and recovery. I have zero power toheal, but I have the ability to provide comfort, empathy,
sympathy, availability, and most important, dignity. I treat
all my patients as if they were my mother, and I know
when I have done my job by the gratitude I get.”

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Benefits and Well-Being
Corporate Workforce
Our comprehensive benefits package includes medical,
dental, vision, long- and short-term disability insurance,
and a matching program for retirement accountcontributions. In 2022 we supported our eligible full-timeand part-time team members’ financial wellness througha mix of stipends, health insurance premium waivers, andenhanced matches to team member’s contributions totheir retirement accounts.
Our wellness program supports mental, emotional, andphysical health through resources such as meditation
tools, exercise classes, and our monthly mindful sessions Zen @ AMN. We also have a network of Wellness
Champions who are responsible for communicating with
their respective teams about the wellness program andupcoming events.
Our Employee Assistance Program offers free, confidential
mental health and well-being support. Usage of the
program among corporate team members was up 90%
from 2021. We also offered over 25 webinars for teammembers, addressing a range of topics, from how to
rebound from financial hardship, to setting and defining
expectations for success.
To further support our team members, we establishedthe AMN Healthcare Hardship Fund in 2021 to provide
financial support for those experiencing extreme financial
hardship. In 2022, we invested an additional $2 million in
the fund and approved 87 grants, distributing $363,232
to support our team members in times of crisis. Team
members can receive support for qualifying events suchas serious or life-threatening illnesses, natural disasters,
funeral costs, or other events causing financial strain.
This goes above and beyond our standard benefits andemployee assistance programs to support our teammembers’ resiliency.

Hardship Fund

$2M

Contributed to Hardship Fund

$363K
awarded87

grants approved$4,175average grant size

Domestic Violence
Support Program
We are committed to assisting any team member
experiencing domestic violence. In 2022, we introduced
the AMN Healthcare Domestic Violence Support
Program to ensure our team members have a safe,
supportive, and flexible work environment so they cantake control of their lives. Accommodations include
providing time off from work and implementing safetymeasures, such as changing locks, work schedules,
or work phone numbers. We will offer our teammembers the support they need to access resources andformulate a safety plan.

Values In Practice (VIP)
Our annual Values In Practice (VIP) awards are given toteam members nominated for demonstrating excellencein our six core values: Customer Focus, Trust, Respect,
Passion, Continuous Improvement, and Innovation.
Our 24 VIP Award winners in 2022 (four for each value)
were announced and celebrated during our annualcompany meeting.
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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Health and Safety
Team members are encouraged to report any health andsafety hazards or situations, and they have various channels,
including anonymous ones, for reporting, including
contacting Risk Management, submitting a Workplace Hazard
Facilities ticket through our Service Portal, or calling ouranonymous Compliance Hotline. AMN Healthcare prohibits
retaliatory action against any team member who, in goodfaith, reports a safety concern. Further, team members havethe right to, and are encouraged to, remove themselves fromwork situations they believe could cause them or anotherperson injury or illness.

Our Health & Safety Supervisor is responsible for ourhealth and safety program and coordinates periodic onsite
inspections of all AMN Healthcare facilities to ensure
worksites are free from recognizable hazards. In addition,
worksite inspections are required when new conditions – suchas new processes or substances – are introduced into theworkplace. If any hazards are identified, corrective actions
are documented and assigned to the appropriate party withcompletion dates for remediation. We also partner with athird-party expert to help identify exposures and provide
recommendations to help mitigate risks.

To promote safety, we require each team member tocomplete a training program, and we focus on education andinjury prevention to increase awareness of workplace hazards
and how to identify, report, and control hazards.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Diversity, Equity, and Inclusion
At AMN Healthcare, we live our core values every day,fostering a culture of belonging and compassion, andstriving for continuous improvement in our corporate
work environment and in the clinical setting. Our
philosophy on diversity, equity, and inclusion (DEI) is
grounded in the belief that we should respect all voices
and seek diverse perspectives, and the recognition
that we succeed when we act together as a positive
force for all of humanity. We have the opportunity to
influence each other, our industry, and our communities
by fostering a diverse team. We are actively engaged inbuilding an organization and society where equality is
the norm, equity is achieved, and inclusion is universal.
We continue to further embed DEI into our corebusiness and all decisions, and we are committed to DEI
excellence in all recruiting and hiring efforts for our teammembers and healthcare professionals.

Our Pillars of Diversity

Workforce
AMN Healthcare recruits, onboards andcultivates a talented workforce with diverse
skillsets and experiences in a manner that
supports and aligns with our DEI goals,
resulting in inclusive representation in all
dimensions of diversity and at all levels.

Workforce

National Association of
Corporate Directors Diversity,
Equity, and Inclusion AwardAMN Healthcare is the proud recipient of
the 2022 National Association of Corporate
Directors Diversity, Equity, and Inclusion
Award. The award, from the nation’s
leading corporate governance organization,
recognizes top companies and their boards
for leveraging the power of diversity, equity,and inclusion to enhance their organizations
and create long-term, measurable benefit
for all stakeholders and communities.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Workplace
AMN Healthcare fosters a culture of respect andinclusion of all backgrounds and perspectives.
Our 10 Employee Resource Groups and morethan 100 Diversity Champions (appointed teammembers across the company who champion
DEI within their areas) help us nurture an
inclusive workplace where everyone can thrive,
bring their full authentic selves to work, andfeel like they belong.

Marketplace

WorkplaceMarketplace

Our impact on the world is fueled by ourdiverse workforce’s daily efforts to support ourclients and healthcare professionals in providing
access and high-quality care to patients andcommunities. Our Marketplace DEI priorities
include supplier diversity, healthcare professional
DEI, and catalyzing DEI excellence in our industry.
We believe that spending with historically
excluded communities drives equitable business
opportunities and contributes to a more equitableworld, a diverse healthcare workforce well versed
in culturally informed care drives better patient
outcomes for everyone, and that together we candrive health and achieve health equity.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Workforce DEI
Representation matters, and ensuring that our workforce
reflects the full diversity of the communities we serve iscritical to our success and our impact. Representation
among team members is approaching parity with U.S.
Bureau of Labor statistics on race and ethnicity, and we arecommitted to increasing the diversity of our team members
at all levels. Over the last three years, the percentage of ourteam members from historically underrepresented groups– BIPOC, LGBTQ+, disabled, and veteran populations – hasgrown from 34% in 2019 to 45% in 2022.
Several of our recruitment efforts are helping us to makeprogress toward our goal of reflecting the communities
we serve. We provide foundational DEI training for ourtalent acquisition consultants to raise awareness about
unconscious bias and how it appears in the hiring process,teach behavioral and situational interview techniques,convey information about Equal Employment Opportunity
Commission laws and how it applies to their roles, andoffer lessons on how to build relationships with hiring
leaders. We also ensure that all job listings are written withunbiased and inclusive language.

We aim for broad and diverse outreach and marketing foropen positions through our partnerships with organizations
such as Hiring Our Heroes and by utilizing tools like
Handshake, an online platform to reach early talent fromdiverse backgrounds. Handshake connects us to more than
1,000 colleges and universities, including Historically Black
Colleges and Universities, Hispanic Serving Institutions,and community colleges. Our expanded use of Handshake
included strategic campaigns and messaging to target
prospective candidates with unique skillsets and experiences.
This messaging led to a higher volume of access to our job
postings, increasing from 1,388 in 2021 to 13,268 in 2022,
and resulted in higher application submissions from diverse
candidates. In addition, Handshake supported the success of
the AMN Healthcare Summer Associate program; 30 Summer
Associates were hired and over half were BIPOC. Our teammembers also attended more than 30 university/diversity
fairs, diversity network events, and veteran virtual career fairs
last year. In 2023, our military recruitment events on militarybases will be in person for the first time since the COVID-19
pandemic began.

We also emphasize diverse candidate slates for roles,
especially for leadership positions, which has directly impacted
the diversity representation in our workforce and helped driveincreased diversity in hiring. In addition, we internally track
our hiring, promotion, engagement, and retention rates toinform our overall progress against achieving DEI targets andto guide our efforts to maintain an inclusive workforce.
AMN Healthcare is an equal opportunity employer and makes
all employment decisions on a non-discriminatory basis and incompliance with all applicable laws prohibiting discriminationin employment. To further the principle of equal employment
for all, we have developed affirmative action plans for peopleof color, women, qualified individuals with disabilities, andprotected veterans. Our Chief People Officer serves as ourAffirmative Action Officer with responsibilities to maintainand implement applicable affirmative action plans and toensure the coordination, direction, and review of plans andpolicies.

3%

LGBTQ+ (self-identify),
including our Chief
Clinical Officer

2%

Veteran (self-identify),
including our Chief
Information & Digital Officer

3%

Disabled (self-identify)

1,218

internal transfers or
promotions in 2022

Growth of Historically Underrepresented Groups
Among AMN Healthcare Team Members 2019 to 2022
Team Members

Individual
Contributors

Leaders

Directors& Above

Change since 2019

Change since 2019

Change since 2019

Change since 2019

32%

27%

52%

47%

45%

35%
29%
23%

2019

2022

2019

2022

69%

of our team members
are women

37%

34%

61%

Gender

2019

18%

2022

2019

2022

63%

Race & Ethnicity

40%

of our team members
are Black, Indigenous,
and People of Color(BIPOC)of our Leaders

29%

40%

20%

of our C-suite (CEO,
Chief People Officer,
Chief Legal Officer,
Group President &COO of Strategic
Talent Solutions)

Generation

6%

Baby boomers

31%

Generation X

of our Leadersof our C-suite (Chief
Strategy & Experience
Officer, Group
President & COO of
Physician & Leadership
Solutions)58%

Millennials

5%

Generation Z* For AMN Healthcare, “Historically Underrepresented Groups” includes people who are BIPOC, LGBTQ+, Disabled, or Veterans(or any combination thereof). It does not include women.

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43

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENT

Workplace DEI

We are committed to transparency and disclosure withdiversity data. As such, we are pleased to share datasubmitted to the U.S. Equal Employment Opportunity
Commission (EEO-1 survey results). The EEO-1 Report
is a compliance survey mandated by federal statute andregulations. The survey requires company employment data
to be categorized by race/ethnicity, gender, and job category.
Please note that the job categories differ in the way wecategorize jobs and track DEI progress at AMN Healthcare.

There is a collective effort at AMN Healthcare to cultivate
a deeply inclusive culture and advance our DEI initiatives– from the intentional expansion of our recruitment andpromotion efforts to increase diversity representation, tohaving dedicated staff focused on further integrating DEI
throughout the organization, to enhanced engagement
and retention, to celebrating diversity throughstaff recognition programs and events, to requiring
DEI training.

For additional information on our DEI approach, and forquarterly updates on our diversity initiatives, visit our
DEI webpage.

These efforts have been driven by both our leadershipand our team members, including our Employee Resource
Groups and our Diversity Champions. Our more than
100 Diversity Champions across the organization are
passionate about and committed to advancing DEI within
our company and stay up to date on DEI best practices.
These team members encourage participation in diversity
events, educate and inform their colleagues, and help
foster, celebrate, and encourage diversity and inclusion.
During 2022, we conducted monthly AMN Diversity
Champion meetings featuring guest presenters who spoke
on a variety of topics to facilitate the creation of a more
inclusive workplace and society that promote diversity,
equity, and respect.

Hispanic Promise
In 2022, AMN Healthcare signed the Hispanic
Promise, a commitment to expand Hispanic
representation at all levels of our company
and strengthen engagement with the
Hispanic community.

Hiring Our Heroes Corporate
Fellowship Program
AMN Healthcare is proud to participate in
the Hiring Our Heroes Corporate Fellowship
Program. Hiring Our Heroes is a Department of
Defense SkillBridge program that supports service
members’ transition to the civilian workforce. Ourparticipation in the program began in January2023 when we welcomed our first cohort offour female fellows. The program provides 12
weeks of professional training, including handson experience and weekly educational sessions
within a classroom setting. Our fellows also receive
support from our Be Ready Always VeteransEnterprise (BRAVE) Employee Resource Group, as
well as our AMN Mentorship Program.

44

DISCLOSURES“I am currently an Officer in the
Army with over 10 years of service
in the Military Police Regiment. I
am extremely grateful and excited
for this opportunity to work withAMN Healthcare as a Hiring our
Heroes Fellow as I transition outof the Army and begin the next
chapter of my life!”

Our ERGs were initiated by team members who
spearheaded a grassroots movement to create a sense of
belonging and enable members to connect with colleaguesof shared interests, experiences, and identities. Our
ERGs strengthen our culture of inclusion, increase teammembers’ visibility, and provide leadership opportunities.
They are involved in our local communities, participatingin community events, including Martin Luther King Jr. Day
Parades and Pride Parades throughout the nation, andcontributing their time through community service. They’ve
also driven company-wide events, such as the MulticulturalFair, which celebrates global diversity and highlights ourdiverse workforce.

AMN Healthcare leadership, including our Board of Directors,
recognizes the integral role of our ERGs in supporting our
DEI priorities and fostering a sense of belonging. Executive
leaders frequently attend events and meet with ERG members
to provide guidance and professional development as well as
amplify the voices of team members across our organization.
In addition, leadership increased investment in our ERGs
last year to approximately $250,000 to enable each of thegroups to host cultural and educational events, invest in
the professional development of team members, donate to
nonprofit organizations that align with ERG missions, andpromote volunteerism. Our Board of Directors engage andshare their insights and stories with our ERGs to inspire themto achieve their personal and professional goals.

Promoting Pay Equity
We are committed to achieving pay equity
for all AMN Healthcare team members.
Over the course of 2021 and 2022, we havebuilt an enterprise-wide infrastructure toalign job functions and compensation, as
well as provide salary transparency for all
job postings nationwide. We continue toenhance this infrastructure and integratetransparency into our pay practices.

Julia Means, Operations Coordinator,
International Search Fellow

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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45

ESG STRATEGY

Employee
Resource
Groups (ERGs)
Our first ERG was createdin 2017, and we now
have 10 thriving ERGs
with 39% of our teammembers belonging to atleast one, up from 26% in
2021, in part due to theaddition of two new ERGs
in 2022. Each of our ERGs
are supported by executive
sponsors and coordinatedby our Workplace Diversity
Manager, a new position
created in 2022.

10

ERGs

39%

of teammembers engaged

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

BRAVE

LALA

Black Women Leading in
Inclusion, Excellence, Vision
and Education (BELIEVE)Be Ready Always –Veterans Enterprise(BRAVE)

Latin American Legacy
Alliance (LALA)

Loving Our Bodies’
Existence (LOBE)

Mental Health
Advocacy &Awareness (OPEN)

Mission: Advancing equity and belonging witha focus on Black women by engaging a networkof allies to attract, retain, empower, and inspire
Black women to achieve their fullest potential
across the spectrum of professional development
nurtured by AMN Healthcare leadership.

Mission: Serving and advocating
for military veterans, deployedtroops, their families, andsupporters.

Mission: Representing, advocating,and celebrating the uniqueexperiences, challenges, and culture of
the Latin community.

Mission: Promoting body image
positivity in the workplace by raisingawareness, encouraging openness, andsupporting all employees.

Mission: Advocating for mental
health awareness and creating awork environment where everyone
feels comfortable communicating
authentically.

Key Accomplishments: Partneredwith the Talent Acquisition teamto support veteran hiring throughdirect partnership in initiatives
and by providing training to hiring
managers.

Key Accomplishments: Hosted thefirst LALA Mercado at the Dallas andSan Diego offices to highlight minority
owned businesses. Spearheaded theeffort that led to AMN Healthcare
signing the Hispanic Promise.

Key Accomplishments: Launchedthis newest ERG in October 2022with support from hundreds ofteam members and hosted events topromote body positivity.

PAVE

PRIDE

SLIDE

WISE

BELIEVE

Key Accomplishments: Sponsored members
to attend the Women in Healthcare Leadership
Summit featuring Black women leaders innursing and healthcare and a panel discussion
on navigating obstacles within the healthcare
industry.

LOBE

OPEN

Key Accomplishments: Launched
the “Chatter that Matters” monthly
series to openly discuss vulnerable
topics surrounding mental health andnavigating self-care.

50%

Year-over-year increase

PACT

Parents & Caregivers
Together (PACT)

Power & Value inEquality (PAVE)

LGBTQ+ Allies (PRIDE)

Strength Lies in Diversity& Equality (SLIDE)

Wisdom + Insight +Sincerity + Experience(WISE)

Mission: Championing working parents
and caregiver team members by cultivating
an inclusive, welcoming, agile, and flexible
workplace that ultimately builds trust, improves
retention, and fosters innovation.

Mission: Advancing gender
diversity and equality, enabling
women to connect whiledeveloping professionally.

Mission: Engaging with andsupporting LGBTQ+ employees andtheir allies in an inclusive environment.

Mission: Enhancing the professional
development, career path prospects,
and leadership opportunities of Black,Indigenous, and people of color(BIPOC) in the workplace.

Mission: Creating positive
intergenerational dialogue benefiting
team members throughout the entire
company.

Key Accomplishments: Partnered with MH
WorkLife to provide access to resources for
caregivers, including care-related discounts,
work-life management tools, inspirational
webinars, and care coaching.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Key Accomplishments: Awarded$8,000 of PAVE Career Grants toenable team members to attend
professional development programs
to enhance their skills to support
their career growth.

Key Accomplishments: Expanded
the presence of AMN Healthcare at
Pride parades and festivals acrossthe nation, enabling healthcare
professionals and corporate teammembers to march together insupport of human and civil rights.

Key Accomplishments: Co-hosted
speaker Netta Jenkins, a leading voice
on diversity, equity, and inclusion for acompany-wide webinar about DEI.

Key Accomplishments: Launchedpanel series, Pearls of WISEdom– Advice from Leaders, to bring
multigenerational learnings to teammembers.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

47

ESG STRATEGYSOCIAL

Marketplace DEI
In 2022, we strengthened and expanded our Marketplace
DEI Committee to include leaders across the enterprise,
resulting in the creation of three new subcommittees
focused on our Marketplace DEI priorities – Healthcare
Professional DEI, Supplier Diversity, and Catalyzing
DEI Excellence.

GOVERNANCEENVIRONMENTDISCLOSURES

Healthcare Professional DEI
Supplier Diversity
Catalyzing DEI Excellence

Healthcare Professional Diversity,
Equity, and Inclusion
Healthcare professionals are on the front lines of driving
health equity. It is important that healthcare professionals
reflect the diversity of the communities and patients they
serve, and are equipped to deliver culturally informed care.
As the leading healthcare talent solutions provider, AMN
Healthcare is committed to driving greater diversity
in the candidate pools and placements of healthcare
professionals and helping increase the diversity of theclinician and leadership pipeline. Research has shownthat increasing diversity in the healthcare workforce
helps advance health equity and reduce health outcome
disparities for Black, Indigenous and people of color(BIPOC), Hispanic/Latinx, women, LGBTQ+, veterans, andpeople with disabilities.
To drive diversity, equity, and inclusion in the healthcare
professional staffing process, we focus on driving a diverse
talent pipeline, sourcing diverse healthcare professionals,
and ensuring our talent acquisition team leverages
diversity best practices – all of which helps drive greater
diversity in our placements.
With 250,000 healthcare professional placements lastyear, we are committed to supporting our clinicians'
culturally informed care acumen.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Though it is not required, we are piloting EEO-1 datacollection in our Leadership Search business to better trackand drive the diversity of healthcare leaders. We now havediversity data on over 10,000 leadership candidates. Morethan 44% of the permanent leaders we placed in 2022 arefrom historically underrepresented groups.
We are helping lead our industry in collection of EEO-1 dataon contingent labor.
AMN Healthcare is committed to advancing pay equity for all
healthcare professionals. We are leveraging state regulations
requiring pay transparency, as well as EEO-1 reporting tocollect pay data. As a thought leader and resource forour industry, we share the information we collect throughour research and surveys, including the 2022 Survey ofMaryland Physician Compensation.
Additionally, we are investing in creating a more diverse
healthcare professional talent pipeline. Over the past year,
we have committed $1.8 million to advance healthcare
workforce diversity, resilience, and wellness. We aresupporting a wide range of organizations and universities,
including the National Black Nurses Association, National
Association of Health Services Executives, Emory University,
Columbia University, the Schwartz Center for Compassionate
Healthcare, and the Daisy Foundation™.

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49

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESAMN Healthcare 2022 Diverse and Small Supplier Spend
Supplier Diversity2022

We continue to grow our supplier diversity programs andspend, as it is important to us to invest in and drive economic
development in the communities we serve. This aligns with
one of our priority United Nations Sustainable Development
Goals: “Decent Work and Economic Growth”. It also makes
business sense, as diverse suppliers open new pipelines oftalent that can drive innovation and efficiency. Our clients
share our passion for positively impacting the economic
growth and health of the communities they serve andsupporting small and diverse suppliers goes a long way.

$961M  +154%

AMN Healthcare is proud to have been named Prime
Supplier of the Year by the Western Regional Minority
Supplier Development Council for prioritizing businesswith Minority-owned Business Enterprises (MBEs).

 +152%$478M
Total Spend with
Diverse Businesses

 +41%

Small Diverse +309%$164M
MinorityOwned

 +108%$702M• Privacy & Data Protection• Labor & Human Rights +156%• Child Labor$482M• Discrimination• Wages & Benefits

VeteranOwned$220M• Legal & Regulatory Compliance• Forced Labor & Human Trafficking$78M

 +46%-44%$25M[Total Spend with
Small Businesses]

DisabilityOwned

We are currently assessing the content, resources, andstructure that would be most impactful and useful to help
accelerate the DEI performance of healthcare systems acrossthe country. We are also compiling tools and best practices
on strategy, goal setting, training, policies, and other leading
efforts that drive DEI inside healthcare organizations andaccelerate impact and health equity in the communities
they serve. Our clients are our partners in this DEI excellence
journey, and together we are excited to see how we canaccelerate progress on DEI in healthcare.

WomanOwned

Large Diverse• Business Practices & Ethics

Catalyzing DEI Excellence

$285M

$258M

Vendor Code of Conduct
At AMN Healthcare, we strive to be recognized as themost trusted, innovative, and influential force in helping
healthcare organizations provide a quality patient careexperience that is more human, more effective, andmore achievable. We believe who we are as a company– how we manage our businesses and how we partnerwith our clients, healthcare professionals, team members,
governments, communities, and vendors – matters andmakes a difference. We have established organizational
standards that are based on our Core Values, ethicalbusiness practices, and regulatory compliance. AMN
Healthcare expects the organizations we do businesswith to commit to operating in a compliant andethical manner by adhering to the AMN Healthcare
Vendor Code of Conduct, which includes a set ofcommitments covering: +177%

 +562%

We recognize that equitable business opportunities contributeto a more equitable world. We partner with, and provide
support for, a diverse range of businesses and specificallytarget those that are small, minority, woman, veteran,service-disabled veteran, LGBTQ+, and disabled-owned.
Our Vendor Development Program offers resources to help
diverse and small businesses learn how to do business withAMN Healthcare and the value of certification as a diverse
supplier. We also engage in partnerships with minority
businesses through the National and Regional Minority
Supplier Development Councils. We are committed to funding
Minority Business Enterprise Certification for 100 minorityowned businesses, including 50 Black-owned businesses. In
2022, we well exceeded our supplier diversity goals, spending$961 million with diverse and/or small businesses, a 154%
increase year-over-year and a 472% increase since 2020.

Total Spend With
Small +/or Diverse

Prime Supplier of the Year

Small,
Not Diverse

-31%

$8M

HUB andSDB• Freedom of Association• Housing & Living Conditions• Health & Safety +74%$1.2M• Diversity, Equality, Equity, and Inclusion

HubZone• Environmental Protection & Sustainability
To learn more about our Corporate Governance andPolicies, see the Governance section of this report

Our total of $961M in spend with Small and/or Diverse Businesses is less than the sum of our spend with Small ($702M) and the sum of our spend
with Diverse ($478M) Businesses. This is because many of our Diverse-Owned suppliers are also Small. Similarly, our $478M in Diverse spend isless than the sum of all of the categories of Diverse-Owned Spend, as we have suppliers that are certified in more than one facet of diversity (forexample, Black Woman-Owned, or Service Disabled Veteran-Owned).
HUB = Historically Underutilized Business (minority, women, socially and economically disadvantaged person, or disabled-owned).
SDB = small business that is owned and operated by socially and economically disadvantaged persons.
HUBZone = small business located in a Historically Underutilized Business Zone, defined as distressed rural and urban communities.

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51

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Promoting Health Equity
We work to solve healthcare workforce challenges forhealthcare organizations to advance the health and wellnessof our communities. We believe everyone deserves accessto high-quality clinical care, and our talent and workforce
management technology enables healthcare organizations toprovide this care and drive health equity.
Inequities in health outcomes are a persistent and systemic
challenge with myriad root causes. Health equity cannot be
achieved by any one organization or single initiative. We are
excited to join with our clients and others in the healthcare
ecosystem to drive commitment and progress, from signing
onto the Health Equity Pledge, to partnering with ourclients and healthcare professionals to provide care to those
who need it most – we are committed to leveraging ourbusiness, our reach, and our passion to advance health andwellness for all.

Telehealth and Virtual Care Solutions
AMN Healthcare helps our clients deliver care anywhere andanytime through our Telehealth and Virtual Care Solutions.
These technology solutions – from video conferencing toremote monitoring – offer remote care in a timely and moreconvenient manner, providing access to primary, acute, andpost-acute providers. Our services also enable schools to offer
speech, physical, and occupational therapy, as well as mental
and behavioral health support to students without requiring
specialists to lose valuable time commuting across school
districts. Integrated with Language Services, our technology
helps drive understanding and inclusion for millions ofpatients who are deaf, hard of hearing, or have limited
English proficiency.
Our virtual care services enhance satisfaction, reduce
unnecessary emergency room visits and readmissions, andbenefit both our clients and patients. Providers have theresources to deliver on the mission of quality patient care,and patients have improved access to qualified healthcare
professionals who can address their health concerns, nomatter their location.

Our Interpreters at Workremote video language services in more than 40 languages
and over-audio-only language services in over 200 languages.

Language Services

By providing our partners with experienced, medically trainedinterpreters who deliver timely, accurate interpretations, we help
improve health equity, patient satisfaction, and health outcomes– ensuring patients receive the level of care they deserve. Our
Language Services support compliance with complex healthcare
standards required by the Joint Commission, Centers for
Medicare & Medicaid Services, DNV Healthcare Standards for
Hospital Accreditation, Office of Civil Rights, The Americans
with Disabilities Act, and Affordable Care Act.

Our Language Services team provides telehealth and in-person
options to break down language and communication barriers
to support access to healthcare across the patient journey.
Our interpreters are highly vetted native language speakers,
trained specifically in medical terminology, who offer real-time

In 2022, over 3,000 interpreters worked more than 200
million minutes to provide language services in more than 200
languages over the course of 14 million patient encounters,
enabling access, improving health outcomes, and saving lives.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

The AMN Healthcare Language Services team has been
participating in the Seattle King County Clinic since 2014,
utilizing and sharing our passion for health equity and positive
health outcomes. The multiple-day, volunteer-driven clinic
offers free dental, health, and medical care to anyone in
the region who struggles to access or afford healthcare. At
last year’s clinic, our interpreters provided services in over
27 languages across 421 patient encounters, totaling nearly
6,000 minutes.
One of our Spanish interpreters had the opportunity tohelp law enforcement officers interview the survivor ofa tragedy with multiple fatalities, enabling the victim toshare information and express his grief. Our interpreters
are exposed to high-risk, high-stress encounters, and AMN
Healthcare supports our interpreters with case debriefs afterparticularly impactful sessions. These debriefs allow theinterpreter and a supervisor to examine the environmental,

interpersonal, intrapersonal, and paralinguistic demandsof the encounter. They also consider additional insights,
perspectives, or expertise that can be applied in future
encounters to continue to improve the quality of services and,ultimately, health outcomes for patients and their healthcare
providers.
Our Russian and Ukrainian interpreters are experiencing an
increase in demand for services from refugees from thesecountries, helping patients who have experienced trauma,
while also navigating their own personal turmoil, somewith family in a war zone. Refugees present additional
complexities for medical interpretation because they havelittle to no cultural, linguistic, mental, emotional, or financial
preparation for the adjustment. Our interpreters help reducefear and anxiety through compassionate understanding andlanguage services.

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GOVERNANCEENVIRONMENTDISCLOSURES

Contributing to Our
Communities and Industry
At AMN Healthcare, we believe it
is important to give back to thecommunities where we live and serve.
We are committed to positively impacting
social and environmental determinantsof health, reducing inequities in healthoutcomes, and increasing availability andquality of healthcare for communities.
While our core business is the main
driver, we are also making progress
toward these goals through ourphilanthropy and volunteerism, researchand education, and partnerships andsupport of nonprofit organizations who
work together with us to make the world
a better place. In 2022, AMN Healthcare
focused on access to care, supporting
healthcare professionals, and advancing
the health and wellness, diversity, andresilience of the healthcare workforce.

Philanthropy and Volunteerism$3 million

invested to launch AMN
Caring for Caregivers Fundand provided $221,221 to
97 healthcare professionals
experiencing hardships$1.8 million

committed to advance
healthcare workforce
diversity, resilience, andwellness

Free Medical Clinic in Texas
AMN Healthcare sponsored and participated ina two-day medical clinic that provided free vital
medical care to more than 500 Texas residents
in need. The event was organized by our client,
University of North Texas Health Science Center,and Remote Area Medical (RAM™), a nonprofit
that provides free, pop-up medical clinics to
those who are underserved and uninsured. Morethan 600 volunteers donated nearly 5,000 hours
of service.

54

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

additional$2 million

invested into the AMN Team
Member Hardship Fund andprovided $363,232 to 87 teammembers experiencing qualifying
hardships$1.1 million

contributed to nonprofits focusedon health equity, wellness, DEI,
and healthcare workforce diversity
and pipeline538

patients treated623

volunteers, providing
services valued at$2.1 million
4,984

volunteer hours

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ESG STRATEGYSOCIAL

Medical and Humanitarian Service
Trips to Guatemala
AMN Healthcare is dedicated to improving health equity
around the world. In 2013, we supported our first medical
and humanitarian service trip to the highlands of Guatemala.
Over the course of our longstanding partnership with
International Esperanza Project (IEP), we have significantly
increased our involvement and impact, donating more than
$1.1 million and sponsoring eight large-scale trips, which
we resumed in 2022 after a pause during the COVID-19
pandemic

GOVERNANCEENVIRONMENTDISCLOSURES

10 years of impact
in Guatemala

200

volunteers, including 80 physiciansand other clinicians sponsored by
AMN Healthcare

1,000

During our weeklong service trips, our healthcare
professionals and volunteers offer a wide range of services,from dental, optometry, medical, and surgical services, tospeech and language assistance, stove and water filter
installations, and education facility expansions.

surgeries performed

20,000patients served with dental,
optometry, and other medical
services

IEP looks to drive health in a holistic way. In addition to thelife-changing medical care, clean cookstoves, and water
filtration systems, we help IEP drive economic growth – oneof our priority United Nations Sustainable Development
Goals – through investments in the El Molino School in
Tecpán, Guatemala. We’ve provided funding to accommodate
the nearly 500% increase in student population, help theschool create a high school diploma program, and ensure
free, nutritious meals for the students. Last year, IEP deployeda second BookTuk mobile library, which allows students tocheck out books and iPads; many of the iPads were donatedby AMN Healthcare in 2021 to help enable continued online
learning during the COVID-19 pandemic.

600

clean cookstoves and water
filtrations systems installed inhomes, improving indoor air
quality, health, and sustainability

patients treated127

life changing
surgeries provided

56

280

smoke-freestoves installed280

water filters
installed

Deb Zimmermann, CEO DAISY Foundation

Supporting the Healthcare Workforce
AMN Healthcare contributed $1.1 million to nonprofits
focused on health equity, wellness, DEI, and healthcare
workforce diversity and pipeline.

2022 Impact

1,300“The DAISY Foundation is incredibly
grateful to AMN Healthcare for its ongoing
philanthropy. Because of the generous
gift in 2022, 116 DAISY Awards were
provided to 25 deserving organizations
in six countries that could not pay for
their DAISY Award programs. Researchers
have found that meaningful recognition
reduces the negative effects of burnout,
fosters a positive work environment, andcultivates a culture of gratitude and trust.
Thanks to AMN Healthcare, 25 healthcareorganizations were able to create
sustainable systems for patients, families,
and peers, to give thanks and share withclinicians how they made a difference intheir lives.”

In partnership with the International Esperanza Project,
we sponsored clinicians to join a team of healthcare
professionals in Guatemala in treating 1,300 patients andproviding 127 life changing surgeries, and our corporate
team members installed 280 smoke free stoves and
280 water filters, advancing health for families in rural
GuatemalaAMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

We donated $200,000 to Columbia University School of
Nursing’s Pathways to Leadership and Advancement in Nursing
Program to support diverse nursing students and help build
a nursing workforce that effectively meets the needs of all
patients.
We also donated $50,000 each to the National Black Nurses
Association (NBNA), the Schwartz Center for Compassionate
Healthcare, and the DAISY Foundation™. The donations
benefit the efforts of the NBNA to grow its leadershipdevelopment programs, community health initiatives, and
DEI efforts; the Schwartz Center’s programs to support themental health and well-being of healthcare professionals; andthe DAISY Foundation’s recognition program so otherorganizations could recognize their extraordinary nurses.

In addition to our philanthropic donations, AMN Healthcare
offers all team members eight hours of annual paid volunteer
time off to support causes they care about. Last year, nearly
2,000 team members volunteered through our program,
contributing more than 15,000 hours of community service.
Our team members also participated in several fundraisers tobenefit a range of organizations, including food banks, theInternational Esperanza Project, Ukraine humanitarian efforts,
and disaster relief. The Food Bank fundraiser was the largest
event with over $34,000 raised by team members and a total
of $47,690 donated to food banks across the U.S. providing
143,070 meals. The fundraiser included two virtual events:
a talent show, and a live auction supported and presented
by our AMN Executive Team and Employee Resource Group
leaders. One of the auction items included dinner with ourCEO. AMN Healthcare also had the highest fundraising andthe largest team participating in the Alzheimer’s Association
Run in San Diego.

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GOVERNANCEENVIRONMENTDISCLOSURES

Contributing Thought Leadership
AMN Healthcare is proud to be a thought leader and resource for our industry. Our passion for continuous improvement drives ourresearch to identify challenges, opportunities, trends, and insights to advance health equity and positive social and economic impact.
We care about adding value to the world, through our core business, our surveys and studies, and our sharing of knowledge andinformation to help others. We seek to provide education to our industry so we can generate change.
The results of our biennial survey of registered nurses are widely available and communicated through research publications,
webinars, podcasts, conferences, white papers, and other various channels. The survey amplifies the voices of registered nurses
and offers invaluable insight into their well-being, thoughts, and challenges. In addition to analyzing survey results, we also offer
solutions and best practices to overcome barriers and challenges. AMN Healthcare not only investigates and diagnoses our industry’s
problems, but we also provide suggestions on how to treat them.
Our thought leadership and research also extend to a range of topics, including diversity, equity, and inclusion, health equity, andthe impacts of the COVID-19 pandemic.

2022
SURVEY OF
LOCUM TENENS
STAFFING TRENDS:
MOVING TOWARD
A MORE FLEXIBLEPHYSICIANWORKFORCE

2022

Survey of Physician Appointment
Wait Times and Medicare andMedicaid Acceptance Rates

Interpreter Impact on
Limited-English-Proficiency
Patient Care

A survey examining the time needed to schedule a new patientphysician appointment in 15 major metropolitan areas, as well as therates of physician Medicare and Medicaid acceptance in these areas.

Recruiting Strategies
to Optimize Diversity
learn more
Offers five recommendations to
optimize diversity outcomes inleadership recruiting.

58

Interpreter Impact
on Limited-EnglishProficiency Patient Care

Increasing Health
Equity in Your
Community

2022 Survey ofMaryland Physician
Compensation

learn morelearn morelearn more

Looks at the consequences ofcommunication barriers and how
to resolve them through language
services.

Discusses how organizations canharness the potential of virtual
care for greater health equity
and improved access to care withembedded language services, aswell as the advances in technologythat are facilitating these changes.

Examines compensation levels,
practice metrics and the impact of
COVID-19 on Maryland physicians.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

AMNHealthcare.com

2022 Survey ofPhysician Appointment
Wait Times andMedicare and Medicaid
Acceptance Rates

2022 Survey of Locum
Tenens Staffing Trends:
Moving towards amore flexible physician
workforcelearn morelearn more

Explores physician appointment wait
times over the years in five specialties,
highlighting the healthcare access
impacts of physician supply challenges.

Examines the prevalence of locum
tenens use in healthcare facilities
and why facilities use locum tenens
physicians and other healthcare
professionals.

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GOVERNANCEENVIRONMENTDISCLOSURES

Survey Shows Persistent Steep Income Disparities
Between Male and Female Physicians
AMN Healthcare Physician Solutions division (Merritt Hawkins)
Collaborated with MedChi: The Maryland State Medical Society on asurvey of the Society’s physician members.
In our most recent 2022 Survey of Maryland Physician
Compensation, we found dramatic disparities between theincomes of male and female physicians in the state. Survey
findings include:

The average annual pre-tax income
for male Maryland physicians is$320,000, compared to $213,000
for female physicians, a difference of50%.
Significant gender-based income disparities exist
among physicians in the same specialty groupings.
The average pre-tax income for male
Maryland primary care physicians is$262,542, compared to $172,542“The fact that significant gender-based income disparities
persist among Maryland physicians is both disappointing
and perplexing. We expected to see at least some closureof this gap, but it remains as wide as ever.”
Gene Ransom, Chief Executive Officer MedChi

The survey found that male and female physicians in
Maryland work virtually the same number of hours per
week, 48 for male physicians compared to 48.3 for female
physicians, suggesting that gender-based physician income
disparities in the state are not a result of longer hours workedby male physicians.
Income disparities among Maryland physicians also areseen among different ethnic groups. The average annual
income for Maryland Asian/Asian American physicians
tracked in the survey is $325,000, compared to $268,000 for
white physicians and $225,000 for Black/African American
physicians in the state.
MedChi: The Maryland State Medical Society
has established a Gender Pay Equity Committee
to examine and address gender-based income
disparities in light of the survey findings.

for female physicians, a difference of

41%.
The average pre-tax income for male Maryland
surgical, diagnostic and other specialists is$350,625, compared to $250,115
for females, a difference of

33.5%.
Male physicians in Maryland who arein private practice make

31% morethan female physicians in private
practice, while employed Maryland male physicians make

39% more than female employed physicians.

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GOVERNANCEENVIRONMENTDISCLOSURES

Governance
In This Section

62

64

Corporate Governance68

Business Ethics and Compliance70

Enterprise Risk Management

72

Data Privacy and Information Security

74

Political Activity

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GOVERNANCEENVIRONMENTDISCLOSURES

Corporate GovernanceWe seek to empower the future of care while contributing
to environmental and social good. We recognize a strong
corporate governance program is essential in advancing our
purpose and goals and ensuring a culture of ethical behavior
and transparency. Our corporate governance program includes
robust stakeholder engagement, effective management
and oversight, comprehensive policies and procedures thatevolve as needed, and diligent management of businessrisks and opportunities. Our commitment to integrating ESG
considerations into our business strategy and decision-making
starts at the top and filters throughout AMN Healthcare.

Board Engagement
AMN Healthcare has a robust framework of governance to advance
our ESG strategy, with oversight responsibility residing with our
Board of Directors. The Board holds our organization accountable
and takes into consideration stakeholder expectations. Our board
members are deeply engaged and committed to evolving our ESG
efforts, as well as ensuring they are equipped to help guide our ESG
strategy. All board members received customized ESG training lastyear on the Board’s role in managing the risks and opportunities
connected with ESG. Our Board also participated in our first-ever
ESG materiality analysis. The Board of Directors’ Corporate
Governance Committee receives updates at each meeting on ESG
goals, metrics, and progress.

A Look at Our Board of Directors

Independence

Independent
Directors
89%

Independent
Director Tenure

Age

Average

65 years

9 years50%

0–5 years

Average

66+ years

89%

Female
56%

BIPOC
33%
33%

56%
FemaleBlack,
Indigenous,
People ofColor (BIPOC)

Independent13%

6–10 years

33%

61–65 years

67%
White

11%

Non-Independent

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

RacialDiversity

44%

44%

37%

64

GenderDiversity

11+ years
and above

23%

Male

55–60 years

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ESG STRATEGYSOCIAL

Board Composition and Diversity
We recognize the importance of having a diverse andengaged Board of Directors to manage complex corporate
issues and advance our business strategy and ESG goals.
A board with diverse members fosters creativity and more
effective risk management. Through our established board
diversity “Rooney Rule,” we have committed to assembling apool of candidates, from which board nominees are chosen,that includes candidates from historically underrepresented
communities who would further diversify our Board.
Our board refreshment and succession planning strategy isclear – we seek new members who contribute to the Board’s
diversity of skills, perspectives and backgrounds, better
positioning our company to tackle complex challenges andoversee our long-term objectives. Over the last five years,
AMN Healthcare has welcomed five new board members,
including our new CEO and President Cary Grace. Four ofthese five latest additions to our Board are women, and threeof the five are people of color.

GOVERNANCEENVIRONMENTDISCLOSURESThe average aggregate board tenure is approximately nine
years. Although there is currently no limit on length ofservice, our Board has committed to maintaining an average
tenure for independent board directors of less than 10 years.
In addition, we consistently evaluate the composition of
our Board to ensure it collectively possesses the experience,
knowledge, and level of engagement needed to serve thebest interests of our shareholders.
AMN Healthcare has an independent Board Chair, as well as
independent Committee Chairs, which the Board believes
best positions the promotion of stakeholder interests.

Stakeholder Engagement
Our consistent and ongoing engagement with, andtransparent disclosures to, our stakeholders underscores
our commitment to nurture and maintain an environmentof trust, responsibility, and accountability. We regularly seek
feedback from our team members, shareholders, healthcare
professionals, clients, supplier partners, and the communities

we serve, to inform our strategies and decision-making.
This included robust stakeholder inclusion in our recent ESG
materiality assessment.

focused on DEI, mental health and well-being; and furtheraligning this ESG report with sustainability frameworks andstandards.

In addition, to ensure meaningful dialogue and build
stronger relationships with our stakeholders, we’ve created
a comprehensive program with a customized approachto shareholder engagement, focusing on the topics andinitiatives that are most important to them. We solicit external
and internal viewpoints on a wide range of topics, including
corporate governance, industry leadership, talent solutions,human capital management (including healthcare professional
supply and resilience), DEI, and climate strategy. Our Investor
Relations team also meets regularly with shareholders,
prospective investors, and investment analysts to discusscompany performance, strategy, and sustainable growth.

Executive Compensation

In response to stakeholder engagement from last year, weare continuing investments in human capital management
infrastructure; increasing financial support to organizations

AMN Healthcare holds leadership accountable for advancing
our ESG commitments by integrating ESG goals into executive
compensation. As such, 30% of our senior executives’ target
annual cash incentive bonus is based on a variety of nonfinancial leadership factors, one being achievement of ESGrelated objectives.
For 2022, these initiatives included, among other things,
increasing representation of BIPOC and women in leadershiproles to reflect the overall population of our workforce,overseeing an enterprise-wide review of pay equity, leadershipof our employee resource groups, philanthropic leadership
through board service, and the completion of an ESG
materiality assessment.

A Look at Our Board of Directors

2022

2021

2020

2019

2018

2012

2010

2005

1999

Cary Grace

Jorge A.
Caballero

Sylvia TrentAdams

Teri G.
FontenotDaphne E.
JonesMark Foletta

Martha Marsh

Jeffrey Harris

Experience inaudit, financial,risk management,
and mergers andacquisitions.

Experience indirecting andcoordinating major
federal healthprograms, as well as
strategic planningand leadershipof a healthcare
institution.

Experiencein healthcare
leadership,
corporate finance,
economic policy,
and healthcare.

Experience
with strategic,
entrepreneurial,and global use
technologies in thehealthcare sector.

Experience in audit,
financial, healthcare,and enterprise risk
management.

Experience in thehealthcare industry,including as CEOor other C-Suite
executive of multiple
healthcare systems
and facilities.

Experience inmergers andacquisitions, as wellas legal, regulatory,
and corporate
governance.

Douglas
Wheat

Proven executive
in successfully
leading large, globalorganizations.
Experience inhuman capital,
healthcare industry,
strategy, mergers
and acquisitions,financial, audit,
technology and risk
management.

66

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Experiencein healthcare
staffing industry,
as well as
corporate finance,and mergers andacquisitions.

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GOVERNANCEENVIRONMENTDISCLOSURESBusiness Ethics and Compliance
As a trusted partner in healthcare, we are committed topromoting a culture of ethical behavior, integrity, andtransparency. Our core values – customer focus, respect,
trust, passion, continuous improvement, and innovation– guide our decisions and interactions every day. We
have established written policies and procedures thatclearly outline our ethical standards and expectations –for our team, our vendors, and our partners.

Learn about compliance andtraining programs for ourhealthcare professionals.

Oversight
Our Chief Legal Officer and our Board of Directors haveoversight responsibility for our ethics and complianceprogram. The Board of Directors’ Corporate Governanceand Compliance Committee receives updates at eachmeeting – on topics including third-party assessments andbenchmarking of our programs, risk mitigation profiles,
privacy regulatory matters and reports of potential ethics
misconduct or violations – and a presentation is prepared forthe full Board once a year. Key written policies and procedures
are regularly reviewed by our Board of Directors and its
committees to ensure they contain the most up-to-date bestpractices that are relevant and support our values and goals.
Internally, AMN Healthcare created an Ethics and Compliance
Committee to coordinate delegations of authority andresponsibility to team members carrying out day-to-day
compliance functions and to provide a central framework forestablishing, communicating, and monitoring our policies andprocedures.

68

Ethics and Compliance Culture
Ethics and compliance are embedded in our culture at
AMN Healthcare, and we instill accountability at all levelsof the organization. Our Ethics in Action program manages
compliance training and monitors the development andcompletion of department operational compliance audit
plans, which are a key risk mitigation tool. One of the
key differentiators of our program is the longstanding
involvement of our team members throughout thecompany. For more than a decade, our leadership has
appointed both Ethics Champions and Records Champions
to serve as ambassadors of ethics and compliance values
and requirements. Last year, we appointed 82 Ethics
Champions and 59 Records Champions. During their oneyear appointment, Champions are provided with training
and access to our internal Ethics In Action website withinformation about their roles and expectations, including theprocesses they will follow.
Ethics Champions – who meet quarterly – manage custom
audit plans for their business areas to help mitigate risk
and provide formal certifications upon completion of theaudits. They are also a voice for compliance messages andeducation throughout the year and during National Corporate
Compliance and Ethics Week, providing information andresources to their colleagues on topics such as privacy
and fraud. Every year, AMN Healthcare chooses an Ethics
Champion of the Year, awarding this honor to a Champion
who demonstrates a deep understanding and insight into
their department, commitment to the company’s corevalues, and honesty, integrity, and responsible corporate
behavior. Records Champions – who meet twice a year – areresponsible for ensuring their colleagues and departments
adhere to record retention policies. They conduct records
cleanup events within their departments to ensure records
are being managed appropriately and provide formal
certifications after the events.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

In addition, we engaged a third-party expert to conduct afull, independent assessment of our ethics and complianceprogram, including our policies and perceptions related to
ethics and compliance, gathered through a team member
survey. The evaluation began in 2021 and we received theresults in 2022, which showed AMN Healthcare is overall
above the benchmark based on eight pillars of ethical culture,according to the third-party reviewer. The benchmark iscomprised of leading companies around the world withsimilar risk profiles. Our noted strengths include reporting to
our Board of Directors, our Code of Conduct, and our risk
assessment and audit processes.
While we are proud of our ethics and compliance culture, aspart of our continuous improvement ethos, we are always
assessing and looking to implement opportunities to apply
learnings to further strengthen our culture and performance.

Human Rights Policy
Our Human Rights Policy describes how we
conduct business with the highest standardsof ethics and compliance with laws, andhow we strive to respect and promote
human rights in all our relationships. The
policy is applicable to our team members
and healthcare professionals, as well as ourvendors. Our approach to human rights
is guided by the International Labour
Organization Declaration on Fundamental
Principles, the Universal Declaration of
Human Rights, and the United Nations
Guiding Principles on Business and Human
Rights.

Code of Conduct andSpeak Up Policy
Our Code of Conduct is anchored in our core values andserves as a guide for our daily decisions and actions. The
Code of Conduct provides guidance to team members andhealthcare professionals regarding our expectations andresponsibilities for conducting our business, including, but
not limited to, conduct and behavior relating to conflictsof interest, accuracy of data, and anti-corruption. All
new team members receive the Code of Conduct during
orientation, and the information is reinforced throughinteractive, all-employee training, department trainings, andcommunications.
To facilitate the reporting of misconduct or violations of ourCode of Conduct, AMN Healthcare has established a Policy
on Reporting Misconduct that we refer to as our “Speak-Up”
policy. This policy describes the responsibility of each teammember and healthcare professional employee to reportsuspected violations through one of many available channels,
including anonymous channels. Potential or suspectedviolations of law or policy are investigated. We also haverobust policies to prevent retaliation and a separate Code of
Conduct for our vendors and supplier partners.

Ethics and Compliance Training
We are committed to fostering and maintaining a cultureof ethics throughout all levels of the company. Effective
communication of expectations regarding ethical businessconduct, as well as compliance with company policies,
begins with proper training. All team members review andacknowledge the company’s Code of Conduct on an annual
basis, and interactive training is provided every two years. New
team members receive training on our key global policies andcompany values. Department-level training for both teammembers and managers is tailored to address applicablearea-specific compliance policies. All team members
complete training that addresses harassment prevention anddiscrimination. Last year, our compliance training program
completion rate was 96%, up 1% from the year before.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESEnterprise Risk Management
AMN Healthcare conducts an annual enterprise risk
management exercise designed to identify key businessrisks as an input to formal strategy planning. This
process starts with a compilation of a comprehensive
risk inventory which is used to survey senior leaders on
the likely impact of each identified risk to the company.
Based on that survey, we identify the risks most likely toimpact our financial and strategic objectives and build
mitigation measures into strategic planning objectives,
which results in our formalized risk tolerance framework.

Oversight
Our Board of Directors oversees our enterprise-widerisk management program and meets with executive
management to discuss how the Company’s identified
key risks impact our long-term strategies. At minimum
this includes an annual review by the Board of ourEnterprise Risk Management (ERM) program and Crisis
Management Plan and at least a quarterly review by the
Audit Committee of reports on significant cybersecurity
risks and material breaches, if any. The Board’s
determination of our key risks and our tolerance foreach ultimately influences how we operate our business,
including how we allocate resources and make strategicand operational decisions. In addition, we have designed
and maintain internal processes and an internal control
environment that further facilitates the identificationand management of risks, including response readinessprocesses, such as planning, disaster recovery, andbusiness continuity.

Business Model Resilience

Resilience planning at AMN Healthcare isguided by our Crisis Management program,which outlines how to navigate a businessdisruption to our own operations, as well as
those of our clients and partners. The programis organized around three key segments – crisis
communications, business continuity, and IT
disaster recovery. Detailed playbooks for eachsegment provide guidance on how to address
disruptions based on the category and severityof the disruption.

CrisisManagement
ProgramWhen a crisis arises, we initiate our crisis management policies
and procedures to ensure the correct series of actions are taken
to gain control of the situation and quickly minimize the effects
of any disruption. Our Crisis Communications team launches key
decision-making activities regarding issues with significant impact
on company performance in line with our Crisis Management
and Communications Plan. A Crisis Response Resources pageis available on our intranet for team members to access whenseeking the most up-to-date information. Additionally, a thirdparty tool is maintained to permit bidirectional communication
with team members in the event of a crisis.

CrisisCommunications
ProgramReadiness
AMN Healthcare conducts business continuity tabletop
exercises – with participants from the Board of
Directors, executive leadership, and team members
from different business functions – which oftenemphasize information security related scenarios, suchas ransomware or information security breaches thatmay disrupt the business. These exercises are designed
to engage frontline executive and board level leadershipin preparation for such events to ensure organizational
readiness. In response to a cybersecurity tabletop
exercise, in 2022, we implemented a technology tool toimprove business continuity plans and enhance program
efficiencies and oversight, and created stand-alone
crisis communication channels for clients, healthcare
professionals, and team members. Additionally, in 2022,
we formalized and reviewed a crisis notification andboard engagement framework with the Board, which
includes escalation process levels to the Board based on
issue type and severity.

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Disaster
Recovery
Program
In the event of an unexpectedbusiness interruption, we havemechanisms in place to enable
information processing to resume
quickly, including rapid recovery of
IT processes, systems, applications,
databases, and network assets used tosupport critical business processes. Our
framework has built-in redundancies
and additional standby capacity, andwe regularly monitor and test for data
backups.

Business
Continuity
Program
The Business Continuity program consistsof unique, written business resumption plansfor each functional area in the enterprise. Plans are
updated every six months in a third-party, cloudbased tool with oversight by our Risk Management
department, which places an emphasis on thoseareas of the enterprise that are particularly businesscritical, such as payroll, communications, andinformation technology. Business resumption plans
are tested annually and newly acquired businesses
are added to the program as part of our integration
process.

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GOVERNANCEENVIRONMENTDISCLOSURES

Data Privacy andInformation Security
AMN Healthcare has protocols, policies, and security
mechanisms in place to protect the privacy of those we
support. Following best practices, we use a combinationof best in class tools and technologies to protect thecompany and the personal information we maintain, andwe operate a proactive threat intelligence program to
identify and assess risk.
Our Privacy Policy explains our privacy practices, including
what information we collect, how we use it, how long
it is kept, how it is disclosed, how we protect and store
information, and individual privacy rights. The policy isaligned with industry standards, such as International
Organization for Standardization (ISO) 27001 and National
Institute of Standards and Technology (NIST) cybersecurity
framework, to govern all practices around the collectionof data and information. We recently updated the policy
to ensure compliance with new state privacy regulations
and are committed to continually updating our policies toadhere to laws and best practice – including the General Data
Protection Regulation and California Privacy Rights Act – andto remain a good steward of our team member, healthcare
professional, and client data.

Oversight
While everyone at AMN Healthcare plays a part in information
security and data privacy, oversight responsibility is sharedby our Board of Directors, its committees, and leadership.
Our Board receives regular updates throughout the year andthe Chief Information and Digital Officer (CIDO) provides
an information security program review to the full board atleast once a year. We also hold educational sessions for ourboard members to share current hot topics in the industry.
In addition, our Information Security Council – which iscomprised of senior cross-functional leaders from information
technology, internal audit, risk management, and legal,
including our Chief Legal Officer and Chief Information and
Digital Officer – meets monthly to discuss concerns andindicators of compromise.

Training
Every team member who joins AMN Healthcare is required tocomplete information security training and all team members
must complete a refresher course every year. In addition,team members who are promoted into manager roles mustcomplete an information security course for managers. We
also conduct an annual business continuity tabletop exercisethat often focuses on data privacy and information security
that includes team members across business functions.

We host various educational workshops and sessions every
October to recognize National Cybersecurity AwarenessMonth. Information is presented for both technical and nontechnical team members, covering topics, including how todevelop secure code and detect email from malicious actors.
In addition, we conduct an executive brief for our Senior
Leadership Forum, where key partners present the latest
security outlook and best practices.
Given that phishing is a gateway to compromise, we regularly
conduct phishing education and campaigns; if users fail thephishing tests, they must complete a refresher course.

Assessments
We engage with leading third-party security and technology
experts to assess our program and test our technicalcapabilities. Penetration tests are conducted multiple times ayear and any findings are remediated. We are also working
towards each of our business units and applications being
Systems and Organization Controls 2 (SOC 2) compliant,which is a voluntary compliance standard that specifies howorganizations should manage customer data. Every two years,
we undergo a NIST assessment.

Education
Data minimization is a key component of our data privacy andinformation security strategy, which we continue to evolve
as more data is available online and more people work fromhome. Our Records Champions play a key role in educating
their colleagues and ensuring compliance with records policies.

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Political Activity
AMN Healthcare focuses on public policy issues that
affect our business goals and objectives, including
our ESG strategies and priorities. We participate
in industry trade organizations representing theinterests of healthcare and comply with all laws
regulating lobbying activity and the activities ofcorporations in the political process. We are guided
by our mission and values, as well as our Corporate
Political Activity Policy, which outlines advocacy
and lobbying guidelines, and roles and responsible
parties.
The majority of our advocacy work focuses on creating
mobility and flexibility for a workforce that can better
serve the nation’s healthcare system. During the COVID-19
pandemic, this included advocating for interstate licensing
to allow clinicians to work across state borders moreseamlessly. We are also a strong voice of support andpartner in health equity initiatives.
Our company makes limited direct political contributions,and occasionally participates in the political process
by providing financial support to state or local ballot
initiatives relating to specific issues that have a direct
impact on our business. As appropriate, AMN Healthcare
may contribute to Political Action Committees. We do notmake political contributions outside of the United States.
In 2022, AMN Healthcare did not make any contributions
to candidates, political parties, party officials, or to any
Political Action Committees.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Governance: Policy Links
Health Equity Pledge
As a member of the Healthcare LeadershipCouncil (HLC), AMN Healthcare is proud tohave joined many of our clients and others
in a commitment to advance health equity
in the United States. Along with other
HLC leaders in the healthcare industry,
we signed the Health Equity Pledge,
which outlines shared principles aimed ateliminating health disparities.
To learn more about our corporate
governance practices, including Boardof Director policies and executive
compensation practices, visit our Proxy
Statement. Additional governancematerials are listed on our Investor
Relations website.

AMN HEALTHCAREVENDOR CODE OF
CONDUCTAMN HEALTHCAREHUMAN RIGHTSPOLICY

Code of Conduct andSpeak Up Policy

Code of Conduct
for Vendor and
Supplier Partners

Human Rights
PolicyAMN HEALTHCAREPRIVACY POLICYAMN HEALTHCARECORPORATEPOLITICAL ACTIVITY
POLICYAMN HEALTHCARECORPORATEGOVERNANCE
GUIDELINES

Privacy Policy

Corporate Political
Activity Policy

Corporate
Governance
Guidelines

AMN HEALTHCARE
CODE OF CONDUCTAMNHealthcare.com

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Environment
In This Section

76

78

Sustainability Approach82

Our Sustainability Roadmap

84

Sustainable Workplace

86

Environmental Data

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Sustainability Approach
We are committed to doing our part to address theglobal climate crisis and contribute to a healthy future
for all. We are working to reduce our environmental
impacts, promote sustainability throughout our businessand value chain, and advance health equity.
Many environmental determinants of health are connected
to climate change – including air and water quality, as wellas increasing and intensifying natural disasters. Moreoverthese challenges are disproportionately impacting the healthand wellness of people of color and people whose incomesare below the federal poverty threshold. And with 63% ofAmericans reporting that climate change is affecting theirlocal communities, according to the Pew Research Center, theimperative is even more clear.

Our Sustainability Culture
While our footprint as a company is small, we recognize
the potential of inspiring our team members, healthcare
professionals, clients, and suppliers to make sustainabledecisions in both their work and personal lives. We started
a Sustainability Champions network to help further embedsustainability across the enterprise and build a sustainability
culture that extends beyond our four walls, encouraging
individual action and responsibility, and reaching across our
corporate value chain.

AMN Healthcare knows that combating the climate crisis
is crucial to supporting our healthcare professionals, teammembers, clients, shareholders, and communities. While theenvironmental impacts of our direct operations are relatively
low, we strive to lead by example and are intentional about
our sustainability journey. It is our ambition to reduce ouroperational (Scope 1 and 2) greenhouse gas emissions (GHG
emissions) as much as possible and use quality avoidance
offsets thereafter to get to operational carbon neutrality by
the end of 2024.
We are invested in improving sustainability throughout ourvalue chain, from our vendors to our clients. Our sustainability
mindset is integral to our strategy, decision-making,operations, innovation, investment, and purchasing. We havefocused on measuring our full climate footprint (Scopes 1, 2,
and 3), and are committed to setting science-based targets
aligned with keeping global temperature increase under 1.5
degree Celsius, as set forth in the Paris Accord.
As a leader and innovator in total talent solutions forhealthcare organizations across the nation, we workwith thousands of clients and vendor partners. We seean opportunity to help the healthcare industry drive thetransition to a healthy, sustainable, and regenerative future
where all can thrive.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Sustainability Commitments• Reduce our operational footprint to zeroin market-based CO2 emissions (Scopes 1
and 2) by 2024*

The Sustainability Champions’ goals include helping reduce
our environmental impacts and leveraging behavioral designand education to encourage team members and those in ourspheres of influence to make sustainable decisions.

Climate Risk Management
In addition to negatively affecting people and the planet, theclimate crisis impacts healthcare systems. Our flexible staffing
model allows us to step in to alleviate some of the stressors
on acute-care hospitals, community health centers and clinics,
physician practice groups, urgent care centers, and other
healthcare settings. However, just as these healthcare systems
are facing climate risks, we, too, are susceptible to thedemand swings and challenges that this global crisis causes.
AMN Healthcare also sees reputational, compliance, market,
technology, supply chain, and operational risks over the short,medium and/or long term.

Building on our commitment to transparency, in 2023, we are
publishing our third Task Force on Climate-related Financial
Disclosures (TCFD) Report to share our climate-related risks
and opportunities with our stakeholders. The process for
managing climate-related risks is centered around our yearly
TCFD reporting, which engages many departments acrossthe enterprise to collect insights on potential climate-relatedrisks and opportunities. This process feeds into our ERM
program. The most significant risks identified through our
ERM processes are assigned to an executive Risk Owner andintegrated into our annual ERM system and reporting.

• Set science-based targets for Scopes 1, 2,
and 3 GHG emissions by the end of 2024
• Measure water and waste footprints by
2023 and set targets by 2024
• Create and share sustainability blueprint
to catalyze suppliers, clients, healthcare
and staffing industries by end of 2024
• Embed sustainability mindset in our corebusiness and all decisions* Our ambition level remains the same. Our
previously stated intent to achieve net zero by2024 for our direct operations has been re-worded
to reflect recent guidance from the Science Based
Targets initiative (SBTi). We plan to specify targets
in connection with our commitment to set sciencebased climate goals by the end of 2024.

“To promote sustainablebehavior and make real change,
we need to help people andteams identify actions they cantake at work and home.”
Elinor Ochoa, Director,
Corporate Services & Real Estate

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TCFD structure
Our TCFD Report
In 2022, we engaged Agendi, a leading global
consultancy, to identify opportunities for
improvement in our climate risk mitigation andreporting efforts. As a result, we have engaged
with multiple internal stakeholders from different
departments to collect their inputs and increase
their level of competence around this topic, andmade enhancements to our TCFD reporting,including:• More detailed and updated climate-related
governance• Significantly more detailed perspective on
climate-related risks and opportunities for
AMN Healthcare• Addition of scenario analyses to identify
and quantify, where possible, transition andphysical risks• Inclusion of complete GHG inventory, including
Scope 3, and trends over several years

Visit our 2022 TCFD Report.

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AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

TCFD is structured around four key
areas at the core of our organization

Governance

Strategy

Risk Management

Metrics and targets

The AMN Healthcare Board of Directors andexecutive leaders believe that governance isfundamental to the success of a company. Our ESG
approach integrates effective governance, strong
ethical culture, a diverse and engaged board, anda comprehensive ERM program. Sound financial,
regulatory, and legal compliance functions, as well
as a formal shareholder engagement program andsustainable business practices, help us continue tosucceed.

AMN Healthcare is integrating
physical and transition-related
climate risks and opportunities into
our business strategy. We aim to do
this by transitioning to renewableenergy technologies, where possible,
and reducing our carbon footprint
by decreasing our operational realestate. We are refining our approachto sustainable office management,
retrofitting our main offices with ecofriendly alternatives, and seeking tolease greener office spaces.

AMN Healthcare has a company-wide
ERM process to identify and assess
risks and opportunities presented
by climate change to ensure ourlong-term resilience. Climate risk
variables are integrated into our ERM
framework that involves both our
Board and management teams andengages all departments to collectinsights. We rely on numerous levels ofreview to identify and assess climaterelated risks which include, but are
not limited to, business continuity
and disaster recovery planning, crisis
management planning, site emergency
action planning, and resilience.

Our commitment to decrease ourenvironmental footprint involves
several initiatives, including reducing
our emissions, energy and water use,and procuring renewable energy. In
order to set our future sustainability
targets, we first needed to measure
our baseline and understand ouremissions.

The Board of Directors has the ultimate oversight of
our ESG strategy and approach, and plays a criticalrole in considering, evaluating, and integratingclimate-related risks and opportunities to move us
forward on our sustainability journey. The Corporate
Governance and Compliance Committee assists theBoard in fulfilling its oversight responsibilities withrespect to ESG strategies and practices, including
our reporting frameworks and climate-related risks
and opportunities. The Committee receives regular
updates from management and reports to theBoard on progress to make sure the initiatives alignwith our long-term business strategy.

In our 2022 TCFD Report, we
identify our climate-related risks
and opportunities over the short-,
medium-, and long-term periods,
and we identify methods to manage
and mitigate them in specific time
horizons. We started to implement
scenario analysis on both physical andtransition climate related risks in 2022,with help from external advisory andinternal talent.

The program embeds the identificationand management of risks into the
day-to-day culture of the company andguides enterprise decision-making toachieve long-term business and ESG
strategies.

So far, we have conducted acomprehensive greenhouse gas
inventory of Scope 1, 2, and 3
emissions between 2020 and 2022.
This will help us focus and implement
further emissions reduction initiatives
and establishes a strong baseline toset science-based targets by the endof 2024. As part of our Scope 3 GHG
emissions footprinting, we have alsomeasured our operational water andwaste footprints.

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GOVERNANCEENVIRONMENTDISCLOSURESOur Sustainability Roadmap
Our sustainability commitments require
sustained effort year after year. This journey isjust beginning for us, but we have developed
a preliminary yet ambitious roadmap. Any
effective climate action strategy requires
tracking and measuring carbon emissions. Oursustainability journey began with measuring
our emissions, setting a baseline, conducting
various emissions scenario exercises, andcoming up with solutions to achieve a lowcarbon future. We are doing this by reducing
our emissions and energy use, not just in our
direct operations, but also within our value
chain. This multi-year journey is set forth below.

Carbon Neutrality
for Direct Operations
AMN Healthcare continues to plan and move toward a
low-carbon future by reducing our emissions. The firstimportant step in our sustainability journey was setting agoal of significantly reducing the GHG emissions of ourdirect operations to achieve carbon neutrality in our direct
operations by the end of 2024.

Sustainability Measurements
and Progress
In 2021, AMN Healthcare measured and reported on
our 2019 Scope 1 and 2 emissions from our direct
operations. For our 598,040 square feet of total
office space leased in 2019, the heating, cooling,and electricity needs resulted in a carbon footprint of
4,164 metric tons of CO2 emissions. We decided touse 2019 as a baseline year due to the influences anddata availability constraints caused by the COVID-19
pandemic on our operations in 2020 and 2021.

34%

reduction in Scope 1 and 2
greenhouse gas emissions(GHG emissions) since2019 (partially due to
office closures during the
pandemic)

To address our full climate impact, we recognize
the need to measure and significantly reduce
our emissions across our operations and acrossour value chain. Understanding our footprint is
an important first step, it positions us well to set
science-based targets and to continue to reduceand mitigate our GHG emissions.

We have recently completed measurementof our Scope 1 and 2 GHG emissions for
2020, 2021, and 2022 for all of our locations.
We are proud to share that we have beenable to reduce our direct operation’s GHG
emissions (Scopes 1 and 2) by 34% since 2019.
While a part of this may be attributable topandemic impact, we were able to decrease
our office footprint by 27% over that period,
allowing us to progress towards our Scope 1
and 2 reduction ambitions. Further, we havemeasured our full Scope 3 GHG emissions
footprint for the same set of years with help
from an external consultancy and internal
leaders, in accordance with the standards andguidance provided by the Greenhouse Gas
Protocol. We have also measured our 2020,
2021, and 2022 water and waste footprints,
and we plan to set operational reduction
goals by the end of 2024.

We have implemented abatement efforts to cut our absolute
GHG emissions. We plan to invest in high-quality, certified
carbon offsets for what remains of our Scope 1 footprint
while continuing to pursue absolute reductions, in addition totransitioning our purchased electricity to renewable sources,
which will lower our Scope 2 emissions. When leasing newproperties, we consider buildings and property managementcompanies that share our commitment to sustainability.

Science-Based Targets by 2024
AMN Healthcare is committed to setting science-basedtargets for our Scope 1, 2, and 3 GHG emissions by theend of 2024. We believe setting these targets will help
ensure we do our part, and lead the industry, to keep
global temperature rise to below 1.5 degrees Celsius.

2021 – 2023
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2024
AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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Sustainable Workplace
AMN Healthcare adapted a three-pronged approachto advancing sustainability in our operational facilities,
getting us closer to reaching our climate goals while
being a force for good in the communities in which we
operate.

Sustainability in Our Offices

Sustainable Real Estate Reduction
The pandemic has forever changed the way we work andcreated an opportunity for many of our team members
to work remotely or adopt a hybrid work schedule, giving
us a chance to reduce our operational climate impact. We
have reduced our leased real estate and, in consultation
with sustainability experts, took a zero-waste approach tooffice decommissioning.

Because AMN Healthcare leases office space within buildings,
we have limited control over the green practices of thebuildings in which we operate. Although our impact islimited, we have implemented several environmentally friendly
initiatives in our main offices in Dallas and San Diego.
These initiatives include paper, glass, alkaline battery, andaluminum recycling programs. We are using eco-friendly
materials in our breakrooms and are reducing the use of
single-use plastic bottles and refrigerated coolers by moving
to more sustainable beverage options. We aim to continue tofind ways to improve the sustainability of our offices in Dallas
and San Diego, as well as our other offices.
As we consider new leased office space, we are prioritizing
sites that are energy conscious, including those that possess
certifications such as Energy Star and LEED, or engage insustainable practices. Our new Boca Raton location is LEED
Silver certified and has an Energy Star score of 85, and our
new Dallas location has Energy Star designation.

AMN Healthcare partnered with a workplace
decommissioning company in 2022 to donate$59,085 of furniture, appliances, fixtures, andsupplies to 25 local organizations including:• Alzheimer’s San
Diego• Florida Habitat
Restore• America’s Finest
Charter School• Solara Center• Boys and Girls Clubof Broward County• Community Resource
Center• Father Joe’s Villages• Southern SudaneseCommunity Centerof San Diego• Turtle Rescue Center

In 2022, we partnered with Green Standards, a workplace
decommissioning company, to sell, repurpose, donate, andrecycle our furniture, office equipment, and other materials
during the decommissioning process to minimize items goingto landfills, while giving back to local communities. We also
engaged e-waste vendors to provide certified evidence of theproper disposal of remaining e-waste.
We are proud to share that we achieved 97.6% landfill
avoidance from the decommissioning. The partnership turned
522 tons of potential waste into donations, worth $59,085,
to 25 organizations located within 30 miles from our office.
AMN Healthcare continues to partner with Green Standards in
2023.

Sustainability in Our Value Chain
In addition to our decommissioning work, AMN Healthcare
is committing to delivering our centralized corporate services
as sustainably as possible. We work to identify negativeenvironmental impacts caused by our suppliers and takemeasures to address them. For example, we are working
with FedEx to introduce recycled packaging materials andboxes. When seeking new vendors, we are always looking
to work with those who have similar objectives in terms ofsustainability and reducing environmental impacts.

• Veterans Support
ProgramEnvironmental Benefit
AMN Healthcare
decommissioning
projects with
Green Standards
have resulted in:

84

522 tonsof materials diverted
from landfill

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

1,810 tonnesof CO2 emissions reducedThis isequal to:Reducing

Growing

202,675
gallons

46,326

gasoline consumption

tree seedlingsfor 10 years

Offsetting electricity
use from

250 homes
for 1 year

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Environmental Data
Our ESG commitment involves a combination ofsustainability strategies, including the measurement of
our historical emissions data. This helps us identify andassess opportunities to improve our performance.

The updated methodology uses improved emissions factors(in particular for Scope 1 refrigerants), more accurate
assessment of our buildings and lease structures, andverification of our square footages across all locations andyears. By using this methodology moving forward, it ensuresthat our emissions data tracking is consistent and accurate.
This change is a reflection of our ongoing efforts to improve
our environmental performance and align our business withthe goals of the Paris Agreement.

We have recalculated our 2019 base year for our Scope 1 and
2 GHG emissions, to reflect updated methodologies. As partof our ongoing commitment to reducing our environmental
impact, we recognize the importance of ensuring that ouremissions data is based on the most accurate and up-to-date
information available. By updating our base year, we aim toensure that our future emissions reductions are measured
against a more accurate starting point, which will enable us
to set ambitious science-based targets and track progress inthe coming years.

This table reflects data from 2019 to 2022 for our
direct operations:

Total emissions/sqft

Total emissions / sqft
Market Based
Locations Based

Total sqft
7000000.008

6000000.006

500000400000300000598,040

649,094

0.004

587,981434,424

200000100000
0

4000
3000

254
657

3,146
2,603
215
296

2,491

2,092

2,517
144
256

254
657

2020

2021

YR20203,253

YR2021% Change 2019-2022

UNIT

CAGR 19-22

2019

2020

2021

2022

Scope 1 GHG emissions

MT CO2e

-24%

911

655

511

400

Natural Gas

Scope 2 GHG emissions (location)

MT CO2e

-11%

2,975

2,491

2,092

2,117

Scope 2 GHG emissions (market)

MT CO2e

-10%

3,253

2,478

2,082

2,334

Scope 1+2 GHG emissions (location)

MT CO2e

-13%

3,886

3,146

2,603

2,517

Scope 1+2 GHG emissions (market)

MT CO2e

-13%

4,164

3,133

2,594

2,734

Scope 1+2 GHG emissions Intensity

MT CO2e/1,000 sqft

-3%

6.96

4.83

4.41

6.29

Energy Consumption (market)

MWh

-10%

7,826

6,826

6,075

5,683

Energy Consumption Intensity

MWh/1,000 sqft

-0.01%

13.09

10.52

10.33

13.08

Scope 3 GHG Emissions

MT CO2e62%*

62,104113,279

163,0842022

YR202234%* 2020-2022 CAGR

3,133
247
408

3000

2,478

1000

2,594
215
296
2,082

2,734
144
256
2,334

Scope 1
Refrigerant Leakages
Natural Gas
Scope 2
Electricity

0
2019
86

METRIC

Refrigerant Leakages

Electricity

Market-Based Emissions (MT CO2e)

2000

Scope 1

2,117

0

4000

2022

This table reflects data from all AMN Healthcare office locations:

247
408

Scope 2

YR2019
4,164

2021

35%

1000

2019

2020

% Change 2019-2022

2000

2,975

0.000
2019

Location-Based Emissions (MT CO2e)
3,886

0.002

2020

2021

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

2022

2020

2021

2022

3,687,447*

Water Consumption

Gallons

5,193,712

Water Consumption Intensity

H2O/1,000 sqft

8,001.48

6,271.37*

Waste Generation (Landfilled)

MT

693

789

911

Waste Generation (Recyclables)

MT

544

333

935

Waste Generation Intensity

MT CO2e/1,000 sqft

0.71

0.84

1.96

* enterprise totals pending
AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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Disclosures
In This Section

88

90

GRI Content Index

112

SASB Content Index

116

TCFD ReportAMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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2-7 Employees

2022 Form 10-K: Item 1: Business – Human Capital Management, (page 2)2022 ESG Report: DEI Section
AMN Healthcare EEO-1 Report
As of December 31, 2022, AMN Healthcare had:
Corporate Team Members
4,233 full and part-time corporate team members (FTE = 4196, PTE = 37)
151 Temporary

This report is informed by the Global Reporting Initiative (GRI) standards. GRI is a framework for disclosing on economic, social,and environmental impacts, which facilitates transparency and accuracy.. The index below outlines our 2022 GRI disclosures. In
addition to our 2022 ESG Report (ESGR), some GRI disclosures can be found in our 2022 10-K/Annual Report (10-K) and inour 2023 Proxy Statement (Proxy).
Statement of use

AMN Healthcare has reported the information cited in this GRI content index for the period
January 1, 2022, through December 31, 2022, with reference to the GRI Standards.

GRI 1 used

GRI 1: Foundation 2021

DISCLOSURE

LOCATION

Healthcare Professionals
During the fourth quarter of 2022, we had an average of the following working for us:• 15,183 nurses, allied, and other healthcare professionals• 451 executive and clinical leadership interim staff• 1,983 medically qualified interpreters
This does not include independent contractors, such as our locum tenens and contract
interpreters, who were not our employees in 2022.
AMN Healthcare does not report on employee data by region and does not track
non-guaranteed hours employees. We also do not report out separate gender percentages
for temporary employees.

General Disclosures
GRI 2: General Disclosures 2021
2-1 Organizational details

Name of the organization: AMN Healthcare Services, Inc. (NYSE: AMN)
Ownership and legal form: AMN Healthcare was incorporated in 1985
Location of headquarters: Dallas, TX
Location of operations: United States of America

1,663 Contract Interpreters2022 Form 10-K: Item 1: Business – Overview of Our Company and Business
Strategy, (pages 1-2)

2022 Form 10-K: Item 1: Business – Human Capital Management, (page 2)2022 Form 10-K: Exhibit 21.1 contains the entities included in our sustainability reporting
except that certain data points for Connetics Communications, LLC are not included insome of our sustainability reporting this year. AMN Healthcare updates its sustainability
reporting as a result of mergers or acquisitions during the applicable integration period.

2-3 Reporting period,
frequency and contact
point

Sustainability Reporting period: January 1, 2022, through December 31, 2022
Reporting cycle: Annual
Financial Reporting Period: January 1, 2022, through December 31, 2022
Reporting Cycle: Annual
Publication date of the report: April 4, 2023
Contact point for questions regarding the report: esg@AMNHealthcare.com

2-4 Restatements of
information

We have recalculated our 2019 base year for our Scope 1 and 2 GHG emissions, to reflect
updated methodologies, resulting in lower totals for our base year. More details available
in the Environment section of our 2022 ESG Report.

2-5 External assurance

While this ESG Report has not been externally assured, the information within has been
quality reviewed for completeness and accuracy by our dedicated internal resources.
KPMG LLP (“KPMG”) is responsible for performing an independent audit of theconsolidated financial statements and expressing an opinion on the conformity of thosefinancial statements with accounting principles generally accepted in the United Statesof America, as well as expressing an opinion on the effectiveness of internal control overfinancial reporting. See our 2022 Form 10-K for the external assurance statement.
2022 Form 10-K: Item 1: Business – Overview of Our Company and Business
Strategy, (pages 1-2); Our Services, (pages 4-5); Our Geographic Markets and Client
Base, (page 7); Our Industry, (pages 7-8)2022 ESG Report: About AMN Healthcare; ESG Materiality; Promoting Health
Equity; Marketplace DEI and Supplier Diversity

90

1,608 Contract• 37 Agency Temps• 90 Independent Contractors• 1481 SOW Consultants

2022 ESG Report: About AMN Healthcare

2-2 Entities included in
the organization’ssustainability reporting

2-6 Activities, value chain
and other business
relationships

2-8 Workers who are not
employees

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

2-9 Governance structure andcomposition

2022 ESG Report: ESG Strategy – ESG Oversight; Governance – Corporate Governance;
Board Composition and Diversity.
2023 Proxy Statement: Current Board Composition (page 12); AMN Healthcare Boardof Directors (page 16); Director Independence (page 22); Director Biographies(pages 23-29).
Further details on the AMN Healthcare Board of Directors can be found in the AMN Healthcare
Corporate Governance website.

2-10 Nomination and selectionof the highest governancebody2022 ESG Report: Corporate Governance – Board Composition and Diversity.

2-11 Chair of the highest
governance body

Douglas D. Wheat serves as Chair of the AMN Healthcare Board of Directors. He is anindependent director at AMN Healthcare and a Managing Partner at Wheat Investments,
LLC and is not a senior executive in the organization.

2023 Proxy Statement: Evaluation of Board Composition & Director Nomination
Process, (page 19); Board Refreshment, (page 20); Director Independence, (page 22);
Director Biographies (pages 23-29).

2023 Proxy Statement: Board & Committee Structure, (page 47)
2-12 Role of the highest
governance bodyin overseeing themanagement of impacts

2022 ESG Report: ESG Strategy and Highlights – Materiality Assessment; ESG
Oversight; Corporate Governance – Board Engagement for additional information on
Board Level oversight on ESG.
2023 Proxy Statement: Our Corporate Governance Program – Shareholder Corporate
Governance Outreach, (page 30); Our Strategic Approach to ESG, (pages 33).
Additional information can be found in our Corporate Governance and Compliance
Committee Charter.
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2-13 Delegation of responsibility
for managing impacts

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

2023 Proxy Statement: Our Corporate Governance Program – Our Strategic Approachto ESG. Additional information can be found on the AMN Healthcare Corporate
Governance website.
The AMN Healthcare Board of Directors oversees our ESG strategy and related risks andopportunities and is deeply engaged in further integrating our ESG efforts into our business
operations and decision making. Three of the Board’s committees are tasked with assisting
the Board in its ESG oversight responsibilities. In addition, management of ESG-related risks
and opportunities is a shared responsibility at AMN Healthcare, with executive management
and leaders from across the organization contributing expertise to drive advancement,
industry impact, and address challenges. The Board has designated our Chief Legal Officer(CLO) as the senior executive responsible for managing the Company’s impacts. Reportingto our CLO, our Director of Sustainability & Social Impact is helping to further develop our
ESG strategy and ensure alignment of activities across the organization.

2-19 Remuneration policies

2022 ESG Report: Governance – Executive Compensation.
2-20 Process to determine
remuneration

2-15 Conflicts of interest

The AMN Healthcare Board of Directors actively engage in our biennial ESG materiality
assessment, helping inform, and approve material ESG topics which drive our strategy
and our disclosure and reporting. The Board reviews and approves our annual Proxy
Statement, which includes robust ESG content, and provides an annual review of theCompany’s ESG reporting.
AMN Healthcare maintains a Company Code of Conduct, Corporate Governance
Guidelines, and a Vendor Code of Conduct to address potential conflicts of interest.
Team members, including directors and executives, are immediately required to disclose
any potential conflicts of interests and obtain approval before engaging in any activities
at issue. All team members are provided guidance on identifying conflicts of interest anda process for reviewing any potential conflicts through the AMN Healthcare Codeof Conduct.

2023 Proxy Statement: Compensation Discussion and Analysis – Our Compensation
Determination Process – Roles and Responsibilities; Our Corporate Governance
Program – Shareholder Corporate Governance Outreach.
The Compensation Committee retains an independent consultant to assist it in fulfilling its
responsibilities for determining remuneration. Since 2008, the Compensation Committee
has utilized Frederic W. Cook & Co., Inc. as its independent compensation consultant andconducts a review each year to assess factors affecting independence. As a result of thisreview, the Compensation Committee has determined that Frederic W. Cook & Co., Inc.
is independent and has no conflicts of interest with AMN Healthcare. Frederic W. Cook
& Co., Inc. provides consulting services to other companies that have a director who isalso a director of AMN Healthcare, but the firm does not have any other relationship orprovide any other services to us. Details on our compensation process, policies and the
independent review of our compensation consultant is available in the AMN Healthcare
2023 Proxy Statement.

The Corporate Governance and Compliance Committee receives ESG updates frommanagement on ESG five times per year and the complete Board of Directors receives
updates at least annually.
2-14 Role of the highest
governance body insustainability reporting

2023 Proxy Statement: Director Compensation and Ownership Guidelines,(pages 53-55); Compensation Committee Report on Executive Compensation,(page 59); Compensation Discussion and Analysis, (page 60)2023 Proxy Statement: Compensation Discussion and Analysis – Executive Compensation
Practices – Response to 2021 Say-on-Pay-Vote.
2-21 Annual totalcompensation ratio

2023 Proxy Statement: Executive Compensation – CEO Pay Ratio as compared with
2022 Proxy Statement: Executive Compensation – CEO Pay Ratio.

2-22 Statement on sustainable
development strategy

2022 ESG Report: A Letter From Our Chief Executive Officer; ESG Strategy
2023 Proxy Statement: A Letter from Our CEO & Independent Board Chairman.

2023 Proxy Statement: Policies and Procedures Governing Conflicts of Interest andRelated Party Transactions (page 46); Certain Transactions (page 46).
AMN Healthcare is not aware of any conflicts of interests with shareholders of morethan 5%.
2-16 Communication of criticalconcerns2023 Proxy Statement: Shareholder Corporate Governance Outreach (pages 30-31);
Information Security, Cybersecurity and Data Privacy (page 32);
Enterprise Risk Oversight (pages 31-32).

2-17 Collective knowledge ofthe highest governancebody2022 ESG Report: ESG Strategy and Highlights – ESG Oversight; Governance –Board Composition and Diversity.

2-18 Evaluation of theperformance of thehighest governance body2023 Proxy Statement: Board and Committee Self-Evaluation Process (pages 22);AMN Healthcare Corporate Governance Guidelines: VI: Expectations of Directors,
E: Assessing the Board and Committee Performance (pages 6-7); IX: Leadership
Development – B. Chief Executive Officer Evaluation (pages 8).

2023 Proxy Statement: Board and Committee Self -Evaluation Process; Our Strategic
Approach to ESG – Corporate Governance.

Frequency of the evaluations: Annual basis
In response to our evaluations last year, we (1) enhanced our focus on digital capabilities
and competitive landscape, and (2) increased education relating to crisis communications
and ESG.

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2-23 Policy commitments

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESThe AMN Healthcare Code of Conduct provides guidance to our team members, vendors,
and partners on the conduct of business according to the highest ethical standards
and aligned to AMN Healthcare core values of Customer Focus, Respect, Passion, Trust,Continuous Improvement, and Innovation.
AMN Healthcare has a written Code of Conduct with accompanying policies andprocedures that provide clear and consistent guidance to team members regarding their
responsibilities which include, but are not limited to, conflicts of interest, accuracy of data,
and anti-corruption. This information is provided at new team member orientation andreinforced through regular department trainings and communications. All team members
review and acknowledge the company’s Code of Conduct on an annual basis andinteractive training is provided every two years. Oversight of this program rests with theChief Legal Officer and our Board of Directors. AMN Healthcare also has an internal Ethics
and Compliance Committee. All team members are encouraged to Speak Up if a violationof our policies is discovered.
For more on our Human Rights Policy, Vendor Code of Conduct, Code of Conduct,and other policies, please see:2022 ESG Report: Governance – Business Ethics and Compliance. Governance sectionof the Investor Relations page on the Company’s website• AMN Healthcare Code of Conduct is approved by the Corporate Governance &Compliance Committee of the Board of Directors.
• AMN Healthcare Code of Ethics for Senior Financial Officers is reviewed andrecommended by the Audit Committee and Corporate Governance Committee andapproved by the complete Board of Directors.
• AMN Healthcare Corporate Political Activity Policy is reviewed and approved by
Executive Management and the Board of Directors.
• AMN Healthcare Human Rights Policy is approved by the Compensation Committeeof the Board of Directors.
• AMN Healthcare Vendor Code of Conduct is approved by the Corporate Governancecommittee of the Board of Directors.
• AMN Healthcare Privacy Policy is approved by the Corporate Governance committeeof the Board of Directors.

2-24 Embedding policy
commitments

2022 ESG Report: Governance – Business Ethics and Compliance.

2-25 Processes to remediate
negative impacts

2022 ESG Report: Governance – Business Ethics and Compliance.
AMN Healthcare Code of Conduct

2-26 Mechanisms for seeking
advice and raisingconcerns

See GRI 2-23 and 2-24 above.

2-27 Compliance with laws andregulations

No significant or material instances of non-compliance with laws or regulations during thereporting period and any significant or material instances would be reported in our regular
reporting to the U.S. Securities and Exchange Commission.

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2022 ESG Report: Governance – Business Ethics and Compliance.
AMN Healthcare Code of Conduct
AMN Healthcare Human Rights Policy
AMN Healthcare Vendor Code of Conduct

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

2-28 Membership associations

AMN Healthcare participates in a number of associations and organizations, including, but
not limited to:
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Accreditation Council for Pharmacy Education
Advisory Board
Alliance for Ethical International Recruitment Practices
American Academy of Addiction Psychiatry
American Association of Critical Care Nurses
American Association of International Healthcare Recruitment
American Case Management Association
American Health Information Management Association (AHIMA)
American Hospital Association (AHA)
American Nurses Credentialing Center (ANCC)
American Organization of Nurse Executives
American Psychiatric Nurses Association
American Staffing Association (ASA)
Association of California Nurse Leaders
Association of Corporate Counsel (ACC)
Association of Pediatric Hematology/Oncology Nurses
Association of Perioperative Registered Nurses
Association of Rehabilitation Nurses
BiocomCalifornia Health Information Association (CHIA)
California Staffing Professionals
Catalyst
Clinical Laboratory Management Association
Connecticut Healthcare Human Resources Association (CHHRA)
Corporate Directors Forum
DC Hospital Association
Dallas Citizens Council
Dallas Regional Chamber
Dallas Society of Human Resources Management
Economic Research InstituteGartner, Inc.
Healthcare Financial Management Association (HFMA)
Healthcare Leadership Council (HLC)
HR Policy Association
International Association of Privacy Professionals
Medical Group Management Association (MGMA)
Mid-Atlantic Physician Recruiter Alliance
National Association for Health Care Recruitment
National Association for Home Care & Hospice (NAHC)
National Association of Business Resources
National Association of Clinical Nurse Specialists
National Association of Community Health Centers
National Association of Corporate Directors (NACD)
National Association of Health Services Executives (NAHSE)
National Association of Travel Healthcare Organizations (NATHO)National Committee for Quality Assurance (NCQA)
National Minority Supplier Development Council (NMSDC)
Nebraska Hospital Association
New Mexico Organization of Nurse Leaders
Ohio Hospital Association
Oncology Nursing Society

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2-29 Approach to stakeholder
engagement

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESSan Diego Coastal Chambers of Commerce
San Diego Organization of Healthcare Leaders (SOHL)San Diego Regional Chamber of Commerce
San Diego Society of Human Resource Management
Staffing Industry Analysts (SIA)
Texas Organization of Nurse Executives
Texas Organization of Rural & Community Hospitals (TORCH)
The Conference Board
U.S. Chamber of Commerce
Western Regional Minority Supplier Development CouncilWisconsin Hospital Association
Women Business Leaders of the U.S. Health Care Industry Foundation (WBL)
Women Corporate Directors (WCD)
Women’s Business Enterprise National Council (WBENC)

AMN Healthcare believes that engaging and building productive working partnerships
with our stakeholders is a core part of our commitment to being a responsible andresponsive partner. To that end, AMN Healthcare seeks to engage our stakeholders in an
open and constructive dialogue and develop activities in response to what we hear. Learn
more about our stakeholder engagements in the rest of this ESG Report, especially the
About AMN Healthcare, ESG Strategy and Highlights, Social Impact Approach,and Governance sections and the 2023 Proxy Statement: Shareholder Corporate
Governance Outreach.
AMN Healthcare identifies important stakeholders as those who directly influence daily
activities or challenge the company’s ability to effectively drive long-term strategy andgrowth. For this report, those stakeholders include the Board of Directors, team members(full-time, part-time, and contract), healthcare professionals, clients, shareholders/investors, suppliers/vendors, local communities, local and federal governments, media, andNGOs. See more in this report at ESG Strategy and Highlights – Materiality Assessment.
AMN Healthcare engages stakeholders through channels relevant to each audience:
Board of Directors: Quarterly meetings
Team Members: Engagement surveys, company intranet, newsletters, and internalpresentations from colleagues and leaders
Healthcare Professionals: Focus groups, advisory committees, surveys, email, andsocial media
Clients: Focus groups, advisory committees, procurement standards, quarterly business
reviews, ESG practices integrated into contracting, email, social media
Local & Federal Government: Maintain close interactions with local, state, and federal
government on healthcare and employment regulatory and legal matters, led by dedicatedgovernment affairs and regulatory services functions
Shareholders/Investors: Quarterly and annual earnings call, investor presentations
and conferences, annual shareholders meeting, and through our formal shareholder
engagement program
Media/NGOs: Ongoing healthcare research and insights and general communications
such as interviews, phone calls, email, and social media, led by dedicated social impact
and communications functions
Also, see our Insights page for our latest studies, white papers, and research

2-30 Collective bargaining
agreements

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Due to the nature of their work, teams executing AMN Healthcare business strategy
from office locations in the United States are not affiliated with or covered by collective
bargaining agreements. Additionally, the AMN Healthcare Human Rights Policy provides
for freedom of association, which respects team members’ right to join, form, or not join alabor union without fear of retaliation, intimidation, or harassment.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Material Topics
GRI 3: Material Topics 2021
3-1 Process to determinematerial topics

2023 Proxy Statement: Shareholder Corporate Governance Outreach.

3-2 List of material topics

2022 ESG Report: ESG Strategy and Highlights – Materiality Assessment.

2022 ESG Report: ESG Strategy and Highlights – Materiality Assessment.

Economic Performance
GRI 3: Material Topics 2021
3-3 Management of material
topics2023 Proxy Statement: Our Strategic Approach to ESG.
2022 ESG Report: ESG Strategy and Highlights – Materiality Assessment.
2022 ESG Report: 2022 Highlights
2022 ESG Report: Details on our management of material ESG topics can be foundthroughout the report

GRI 201: Economic Performance 2016
201-1 Direct economic
value generated anddistributed

Revenues: $5,243.2 million
2022 Form 10-K: Item 7: Management’s Discussion and Analysis of Financial
Condition and Results of Operations – Overview of Our Business.
AMN Healthcare does not report separately for regional or market levels.

201-2 Financial implications
and other risks andopportunities due toclimate change

2022 ESG Report: Disclosures – TCFD Report.

201-3 Defined benefit plan
obligations and otherretirement plans

AMN Healthcare offers corporate team members Deferred Compensation Plans and a401(k) as retirement savings options. Team members elect to contribute to these plans
up to the maximum allowed by law. All liabilities and assets for retirement plans arevalued on a daily basis per market rates. At the time of this report, all plans were fully
funded. For both retirement savings plans, from December 26, 2021, through June 25,
2022, AMN Healthcare matched 100% on team member contributions up to 10% of
their compensation. From June 26, 2022, through December 24, 2022, AMN Healthcare
offered an employer match on both retirement savings plans of 50% on team member
contributions up to 6% of their compensation and 100% of the next 4% of contributions.
AMN Healthcare also contributed an additional $4,300 in employer contribution forparticipants in both retirement plans in 2022.
In 2022, 642 team members participated in the Deferred Compensation Plan out of 697
of team members that are eligible to participate and 90% of eligible corporate teammembers participated in the company’s 401(k) retirement plan.
2022 Form 10-K: Item 8. Financial Statements and Supplementary Data – Notes toConsolidated Financial Statements – Note (9), Retirement Plans, (pages 61-62).

201-4 Financial assistancereceived fromgovernment

In 2022, AMN Healthcare received approximately $479,000 in Employee Retention Tax
Credits related to COVID-19. AMN Healthcare also received approximately $1,900,000
in Federal and State Research and Development Tax Credits in 2022. No other financial
assistance or incentives were received from any government or Export Credit Agencies
during the reporting period.
AMN Healthcare primarily operates in the United States and the above benefits werefrom the U.S. government. No government is present in AMN Healthcare’s shareholding
structure.

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Market Presence

Anti-Corruption

GRI 3: Material Topics 2021
3-3 Management of material
topicsGRI 3: Material Topics 2021
AMN Healthcare regularly reviews wages and compensation packages across all levelsof the organization and by gender to ensure employment options with the company arecompetitive and fair to local market conditions. AMN Healthcare also participates in the
Bloomberg Gender-Equality Index.

AMN Healthcare Code of Conduct
AMN Healthcare Code of Ethics for Senior Financial Officers

2023 Proxy Statement: Our Strategic Approach to ESG pages (33-46) – DEI Progress(page 38).

AMN Healthcare Vendor Code of Conduct

202-1 Ratios of standard entry
level wage by gendercompared to local
minimum wage

AMN Healthcare does not track and report this information.

202-2 Proportion of senior
management hired fromthe local community

AMN Healthcare does not track and report this information.

AMN Healthcare Human Rights Policy

GRI 205: Anti-corruption 2016
205-1 Operations assessed forrisks related to corruption

GRI 3: Material Topics 2021
See GRI 203-2 below

205-2 Communication andtraining about anticorruption policies andprocedures

100% of our governance body members receive communication on our anti-corruption
policies and procedures. AMN Healthcare communicates our anti-corruption policy to allof our international vendors and 100% have received the policy and provided certification
to their compliance with our anti-corruption policy. Our anti-corruption policy applies
to all employees and is communicated in our policy library. AMN Healthcare trains allteam members across the company’s divisions and geographic locations annually on
anti-corruption policies and procedures.

205-3 Confirmed incidents ofcorruption and actions
taken

See GRI 205-1 a above. AMN Healthcare had no confirmed incidents of corruption.

GRI 203: Indirect Economic Impacts 2016
203-1 Infrastructure
investments and services
supported

2022 ESG Report: Social – Social Impact Approach: Health and DEI are in our DNA;Diversity, Equity, and Inclusion; Promoting Health Equity; Contributing to Our
Communities and Industry.

203-2 Significant indirect
economic impacts

As the largest provider of healthcare staff in the United States, AMN Healthcare connected
more than 136,000 healthcare professionals (nurses, physicians, allied, and otherprofessionals) to jobs in the healthcare sector. Our employment opportunities included
nurses, physicians, allied and other clinical professions, executive and clinical leadership,
interim staff, and medical coding and case management professionals, among others.
The indirect economic impacts of our business include the opportunities afforded tothe healthcare professionals we place, and the significant indirect economic impact of
the care they deliver and the improved health of the patients our clients and healthcare
professionals serve.
Our spend with small and diverse businesses also drives significant indirect economic
impact in a number of ways. See more detail:2022 ESG Report: Diversity, Equity, and Inclusion – Marketplace DEI

Procurement Practices
2022 ESG Report: Diversity, Equity, and Inclusion – Marketplace DEI.

GRI 204: Procurement Practices 2016

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Anti-Competitive Behavior
GRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: Governance – Business Ethics and Compliance.
AMN Healthcare Code of Conduct

GRI 206: Anti-competitive Behavior 2016
206-1 Legal actions foranti-competitive behavior,anti-trust, and monopoly
practices

In 2022, AMN Healthcare had no legal actions in these areas.

Tax

GRI 3: Material Topics 2021

204-1 Proportion of spendingon local suppliers

Per the company’s Global Anti-Corruption Policy, AMN Healthcare regularly assesses
operations for instances of corruption. The total number of incidents related to corruption
in our operations in 2022 was zero. We have assessed all of our operations for risk related
to corruption and focus our efforts where there is the greatest risk: our international
recruitment business and contracts with other international vendors. All of our contracts
are screened for anti-corruption risk, and there are escalation points that trigger a fullvetting process.
This is a very low risk area for AMN Healthcare. There are no significant risks in this area.

Indirect Economic Impacts

3-3 Management of material
topics2022 ESG Report: ESG Strategy and Highlights – Our Strategy; Governance – Business
Ethics and Compliance.

2022 ESG Report: Diversity, Equity, and Inclusion – Workplace DEI and Marketplace DEI;
Supporting Our Communities – Contributing Thought Leadership

GRI 202: Market Presence 2016

3-3 Management of material
topics

3-3 Management of material
topicsAMN Healthcare does not track and report this information.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

GRI 3: Material Topics 2021
3-3 Management of material
topics2022 Form 10-K: Item 8. Financial Statements and Supplementary Data - Notes toConsolidated Financial Statements.

GRI 207: Tax 2019
207-1 Approach to tax

2022 Form 10-K: Item 8. Financial Statements and Supplementary Data - Notes toConsolidated Financial Statements.

207-4 Country-by-country
reportingAMN Healthcare does not report this information.

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EnergyGRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: Environment – Sustainability Approach.

GRI 302: Energy 2016
302-1 Energy consumption
within the organization

In 2021, AMN Healthcare conducted an initial Scope 1 and 2 footprinting exercise todetermine our carbon footprint for our direct operations and energy use using 2019 as
our baseline year.
In 2022 and into 2023 AMN Healthcare partnered with leading sustainability consultancy
Agendi to conduct a full Scope 1, 2, and 3 GHGE inventory for 2020, 2021, and 2022.
2022 ESG Report: Environment – Environmental Metrics.

302-2 Energy consumption
outside of theorganization

AMN Healthcare does not track this information but does report relevant Scope 3
emissions which are related to energy consumption, such as Categories 1-7.

304-2 Significant impacts ofactivities, products, andservices on biodiversity

This is not material to our operations.

304-3 Habitats protected or
restoredThis is not material to our operations.

304-4 IUCN Red List species andnational conservation
list species with habitats
in areas affected byoperations

AMN Healthcare does not track this information and does not believe it is material to ouroperations.

Emissions
GRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: Disclosures – TCFD Report

2022 ESG Report: Environment – Environmental Metrics.
302-3 Energy intensity
302-4 Reduction ofenergy consumption

2022 Form 10-K: Item 1A: Risk Factors, (page 9).

2022 ESG Report: Environment – Environmental Metrics.
2022 ESG Report: Environment – Environmental Metrics.

GRI 305: Emissions 2016305-1 Direct (Scope 1) GHG
emissions

Water and EffluentsGRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: ESG Strategy and Highlights – Our Strategy; Materiality
Assessment; Environment – Environmental Data

In 2021, AMN Healthcare calculated baseline emissions associated with direct operations
and energy use for 2019.
Given the unexpected influences of COVID-19 on our global operations and data
availability constraints, we chose to use 2019 as our baseline year to ensure a
representative approach to claiming and quantifying all of our emissions.

2022 ESG Report: Our ESG Strategy and Highlights – Our Strategy; Environment –Environmental Metrics.
2023 Proxy Statement: Our Strategic Approach to ESG – Sustainability.

303-1 Interactions with water
as a shared resource

AMN Healthcare is setting water-related goals by the end of 2024.

In 2022, AMN Healthcare partnered with sustainability consultancy Agendi to conduct
a full footprint of our Scope 1, 2, and 3 GHG emissions at an enterprise and value chain
level for 2020, 2021, and 2022.

303-3 Water withdrawal

AMN Healthcare does not track and report this information.

The methodology used for calculating the emissions is in line with the guidelines provided
by the standards and guidance of the Greenhouse Gas Protocol.

303-4 Water discharge

AMN Healthcare does not track this information and does not believe it is material to ouroperations.

303-5 Water consumption

AMN Healthcare water consumption metrics for 2017-2020 are contained in the2021 ESG Report – Metrics and Targets, (page 82).

GRI 303: Water and Effluents 20182022 ESG Report: Environment – Environmental Data.
Biodiversity
GRI 3: Material Topics 2021
3-3 Management of material
topicsOur consulting partners have helped us look into areas of biodiversity in close proximity to
our top six most material facilities. This is not material to our operations.

GRI 304: Biodiversity 2016
304-1 Operational sites owned,
leased, managed in, or
adjacent to, protectedareas and areas of highbiodiversity value outside
protected areas• San Diego Office (12400 High Bluff Dr., Suite 500 & 600) adjacent to Torrey Pines
State Reserve: a protected area targeted for conservation with terrestrial and maritime
ecosystem.
• Clearwater Office (17757 US Highway 19 North, Suite 160) adjacent to Marine
Protected Area: a designated an aquatic preserve with maritime ecosystem.

2022 ESG Report: Environment – Environmental Metrics.
305-2 Energy indirect (Scope 2)
GHG emissions

See GRI 305-1 and GRI 302-2 above.

305-3 Other indirect (Scope 3)
GHG emissions

In 2022, AMN Healthcare partnered with sustainability consultancy Agendi to conduct
a full footprint of our Scope 1, 2, and 3 GHG emissions at an enterprise and value chain
level for 2020, 2021, and 2022.

2022 ESG Report: Environment – Environmental Metrics.

For Scope 3, we assessed the materiality of all 15 categories, and focused our efforts on
the ones that are considered most material to our impact at this time:
Category 1: Purchased goods and services
Category 2: Capital goods
Category 3: Fuel- and energy- related activities
Category 4: Upstream transportation and distribution
Category 5: Waste generated in operations
Category 6: Business travel (including travel for healthcare professional placements)
Category 7: Employee commuting (including Teleworking)
The methodology used for calculating the emissions is in line with the guidelines provided
by the standards and guidance of the Greenhouse Gas Protocol.
2022 ESG Report: Environment; Environment – Environmental Metrics.

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305-4 GHG emissions intensity

2022 ESG Report: Environment – Environmental Metrics.

Supplier Environmental Assessment

305-5 Reduction of
GHG emissions

AMN Healthcare took a first step in 2021 to calculate its emissions from its Scope 1 and
2 for the baseline year 2019. In 2022 we measured our full Scopes 1, 2, and 3 GHG
emissions for 2020-2022.

GRI 3: Material Topics 2021

AMN Healthcare has set a goal to reduce our operational footprint to zero in market-based
CO2 emissions (Scopes 1 and 2) by 2024. In addition, we have committed to setting sciencebased targets for our Scope 1, Scope 2, and Scope 3 emissions by the end of 2024.

GRI 308: Supplier Environmental Assessment 2016

We plan to reduce our operational footprint to zero in market-based CO2 emissions bytransitioning our energy sourcing to renewable energy, deploying technology and energy
efficiency solutions, processes, and decisions that help to cut our absolute GHG emissions asmuch as possible. For what remains in our Scope 1 footprint we plan to invest in high-quality,
certified offsets, and for our remaining Scope 2 footprint we plan to leverage renewableenergy credits. For more on our approach, see the Environment section of this report.
From 2019 to 2022 we have reduced our market-based Scope 1 and 2 GHG emissions
by 34%.
305-6 Emissions of ozonedepleting substances(ODS)

AMN Healthcare does not track and report this information because it is not material to ouroperations.

305-7 Nitrogen oxides (NOx),sulfur oxides (SOx), andother significant air
emissions

AMN Healthcare does not track or report on this information.

Vendor Code of Conduct308-1 New suppliers thatwere screened using
environmental criteria

AMN Healthcare does not track this information.

308-2 Negative environmental
impacts in the supply
chain and actions taken

2022 ESG Report: Environment – Sustainable Real Estate Reduction; Sustainability in
Our Value Chain.
We have identified our travel vendors, e.g. airlines, rental car companies, and delivery
services companies as suppliers that have negative environmental impacts.

Employment
GRI 3: Material Topics 2021
3-3 Management ofmaterial topics

2022 ESG Report: ESG Strategy and Highlights – Materiality Assessment; Social –Workplace Development, Engagement, and Well-Being; Diversity, Equity,and Inclusion.
2022 Form 10-K: Item 1: Business – Human Capital Management, (pages 2-4);
Our Healthcare Professionals, (page 6)401-1 New employee hires andemployee turnover

GRI 3: Material Topics 2021
2022 ESG Report: Our ESG Strategy and Highlights – Our Strategy;
Environment – Sustainability Approach; Our Sustainability Roadmap; Sustainable
Workplace.

GRI 306: Waste 2020306-1 Waste generation andsignificant waste-related
impacts

AMN Healthcare does not track or report on this information.

306-2 Management ofsignificant waste-related
impacts

AMN Healthcare does not track or report on this information.

306-3 Waste generated

2022 ESG Report: Environment – Environmental Data, (page 86).

306-4 Waste diverted from
disposal

2022 ESG Report: Environment – Sustainable Workplace, (page 84);
Environmental Data, (page 86).

306-5 Waste directed
to disposal

2022 ESG Report: Environment – Environmental Data, (page 86).

102

Management ofmaterial topics

GRI 401: Employment 2016

Waste
3-3 Management ofmaterial topics

3-3

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

In 2022, AMN Healthcare hired 1,953 new, external hires.
• 68% Female; 29% Male; 2% Gender Not Disclosed• 60% BIPOC; 36% White; 4% Not Disclosed
New External Hires By Generation
Baby Boomers (1946 -1964) 7.1%
Generation X (1965 -1980) 24.2%
Generation Y / Millennials (1981 -1996) 55.3%
Generation Z (1997 and onwards) 13.1%
Silent Generation (1928 -1945) 0.2%
In 2022, AMN Healthcare supported 1,218 internal transfers and promotions:• 71% Female; 28% Male; 1% Gender Not Disclosed• 39% BIPOC; 58% White; 3% Not Disclosed
The voluntary turnover rate for 2022 was 18%
The involuntary turnover rate for 2022 was 3%

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

103

ESG STRATEGY

401-2 Benefits provided tofull-time employeesthat are not provided totemporary or part-time
employees

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESAMN Healthcare offers a comprehensive and cost-effective benefits package for teammembers and their families. We regularly benchmark benefit programs to ensure thecompany is offering comparable benefits programs that meet, and in some cases exceed,
local guidelines and industry standards. Benefits can include: Medical, Prescription, Healthand Flexible Savings Accounts, Dependent Care, Health & Wellness Incentives, Dental,
Vision, Long and Short-Term Disability, Life and Accidental Death & Dismemberment
Insurance, Retirement Programs (401(k) and Executive Deferred Compensation), Training& Development, Paid Time Off (including Volunteer Time Off), Tuition Reimbursement,
Leadership/Professional Development, Adoption Assistance, Reproductive Health Care
Assistance, and Health & Wellness initiatives. Some of these benefits may also be available
to our temporary employee healthcare professionals on assignment with AMN Healthcare.
Our benefits program also includes a holistic approach to health and wellness. Discounted
medical premiums are provided to team members when they complete annual wellness
incentives. AMN Healthcare offers free tobacco cessation programs and free basic medical
services such as flu shots and biometric screenings. AMN Healthcare team members andhealthcare professionals on assignment are also able to access free, confidential emotional
support, work-life solutions, financial resources, mental health and legal counseling, andonline support through the company’s Employee Assistance (EAP). As of June 27, 2021,
AMN Healthcare provided all of our benefits to those working 24 hours or more per week.
Some benefits are prorated, for example, PTO.
This has positively impacted our 37 regular part-time team members. Our temporary teammembers (151 in 2022) have access to our 401(k) with company match, and our regularfull-time temporary team members are provided access to a preventative healthcare plan.
Temporary corporate team members are not provided other benefits at this time.

Occupational Health and Safety
GRI 3: Material Topics 2021
3-3 Management ofmaterial topics

403-1 Occupational healthand safety management
system401-3 Parental leave

Healthcare Professional

Medical72%

36%

Dental75%

39%

Vision

64%

24%

401K

90%

13%

AMN Healthcare employs a Health & Safety Supervisor who is responsible for the healthand safety program. Additionally, AMN Healthcare partners with an outside loss control
consultant to help identify occupational health exposures and provide recommendations
to help mitigate any exposures.
403-2 Hazard identification,risk assessment, andincident investigation

Team members can report workplace hazards anonymously using one of the following
methods: i) call the AMN Healthcare Compliance Hotline; ii) email the SpeakUp program;or iii) submit a Reporting Misconduct Form found on the “Speak Up” link on AMN
Healthcare’s internal website.

2022 Parental Leave Data
Male

Not Declared

Total Eligible

1627

833

49

Total Used

67

19

1

4.12%

2.28%

2.04%

66

19

0

98.51%

100.00%0.00%% UsedTotal Returned of LOA% RLOA

Labor/Management Relations
GRI 402: Labor/Management Relations 2016402-1 Minimum notice periods
regarding operationalchanges104

AMN Healthcare does not have a policy on the minimum number of weeks’ noticeprovided to employees prior to implementation of significant changes.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

AMN Healthcare complies with OSHA and California OSHA. AMN Healthcare’s Health &Safety Supervisor coordinates periodic onsite inspections of all facilities with the Facilities
or Risk Management teams to ensure worksites are free from recognizable hazards.
In addition to periodic inspections, worksite inspections are required in the following
situations: i) when new substances, processes, procedures, or equipment that present
potential new hazards are introduced into the workplace; ii) when new, previously
unidentified hazards are recognized; and/or iii) whenever workplace conditions warrant aninspection. If any new hazards are identified during a periodic or required inspection of theworksite, corrective action(s) are documented and assigned to the appropriate party withcompletion dates for remediation. See also GRI 403-4 below.
AMN Healthcare encourages employees to report any health and safety hazards or
hazardous situations that exist in the workplace immediately without fear of reprisal
using one of the following methods: i) contact an AMN Healthcare leader; ii) submit a“Workplace Hazard Facilities” ticket through our service request portal; iii) contact the
Risk Management department; or iv) contact AMN Healthcare’s Human Resource Service
Center.

AMN Healthcare offers paid leave that adheres to local standards and regulations for newparents by birth, adoption, or foster care placement. The figures below do not include our
employees that are on AMN Healthcare’s Flex Time off plan.
Female2022 ESG Report: Social – Development, Engagement, and Well-Being of our Workforce –Training and Policies (pages 34).
AMN Healthcare assigns health and safety training for all corporate team members,
which is scheduled and tracked through a Learning Management System. All employees
are provided with health and safety training in accordance with applicable regulatory
requirements.

2022 Benefits Participation
Corporate2022 Form 10-K: Item 1: Business – Health and Safety, (pages 2-3)

GRI 403: Occupational Health and Safety 20182022 ESG Report: Social – Benefits and Well-Being
Benefit Program

2022 ESG Report: ESG Strategy and Highlights – Training and Policies (pages 34).

AMN Healthcare prohibits retaliatory action against any team member who, in good faith,
reports a safety concern. Further, team members have the right to remove themselvesfrom work situations that they believe could cause them or another person injury orillness.
403-3 Occupational
health services

First aid kits are available in each AMN Healthcare facility for team members for any quick,on-site treatment of minor injuries to prevent complications and aid in recovery. In theevent of a workplace injury or illness, AMN Healthcare partners with a national networkof occupational health facilities and will arrange for transportation to a facility through athird party. AMN Healthcare maintains the confidentiality of team members’ personal
health-related information if they participate in any occupation health services provided.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

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ESG STRATEGY403-4 Worker participation,
consultation, andcommunication on
occupational health andsafetySOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

We have a robust microsite on our intranet that shares workplace health and safety,
ergonomics, and emergency response resources, including short engaging videos (onoffice safety, home office safety, and proper posture and ergonomics), a Workplace
Health and Safety course, COVID-19 resources, and much more. This site also includes
mechanisms to report workplace hazards. In addition, we regularly post articles and send
email updates to team members with workplace health and safety information, trends,
and tips.

403-9 Work-related injuries

Work-Related Injuries:• For all employees: 833• The number and rate of fatalities as a result of work-related injury: 0• The number and rate of high-consequence work-related injuries (excluding fatalities): 0• The number and rate of recordable work-related injuries: Number: 15. Rate: 0.4• The main types of work-related injury: Respiratory condition, repetitive motion, and slip/
trip/falls• The number of hours worked: 8,573,314

AMN Healthcare also has a Health & Safety Committee comprised of representatives fromthe following departments: Risk Management, Legal, Human Resources, and Facilities. The
committee meets at least once quarterly to discuss relevant health and safety topics, injury
and illness trends, and legislation that may impact team members, as well as to coordinate
and implement compliance with related regulations. Additionally, AMN Healthcare has
an Emergency Response Team comprised of team members certified in First Aid that areprovided with ongoing training throughout the year on topics such as fire evacuation,
medical emergency training, and workplace violence.
403-5 Worker training on
occupational health andsafety2022 ESG Report: Social – Development, Engagement, and Well-Being of our Workforce –Training and Policies (pages 34).

403-6 Promotion of worker
health2022 ESG Report: Social – Development, Engagement, and Well-Being of our Workforce –Benefits and Well-Being (pages 37).

AMN Healthcare’s health and safety training, which is mandatory for all team members,
covers a variety of topics, including, but not limited to, workplace hazard prevention
and reporting, ergonomics at home and in the office, infectious disease control, andemergency and crisis response.

AMN Healthcare offers a comprehensive and leading benefits program that includes aholistic approach to health and wellness. Discounted medical premiums are provided toteam members when they complete annual wellness incentives. AMN Healthcare alsooffers free tobacco cessation programs and free basic medical services such as flu shotsand biometric screenings. AMN Healthcare team members are also able to access free
confidential emotional support, work-life solutions, financial resources, mental health andlegal counseling, and online support through the company’s EAP.
403-7 Prevention and mitigationof occupational healthand safety impacts
directly linked bybusiness relationships

403-8 Workers covered by an
occupational health andsafety management
system106

AMN Healthcare is dedicated to the well-being and safety of its team members and has
a strong focus on injury prevention and employee education. Team members are kept
informed about hazards in the workplace through regular health and safety training,which is required for all team members, to increase awareness and understanding ofworkplace hazards and how to identify, report and control any workplace hazards.
Additionally, the AMN Healthcare Health & Safety Supervisor posts articles monthly on avariety of safety topics on AMN Healthcare’s intranet for ongoing education throughout
the year.
AMN Healthcare does not have an occupational health and management system;
however, health and safety training for corporate team members is scheduled and tracked
through a Learning Management System (LMS). All team members are provided withhealth and safety training in accordance with applicable regulatory requirements. AMN
Healthcare employs a Health & Safety Supervisor who is responsible for the health andsafety program. Additionally, we partner with an outside loss control consultant to help
identify exposures and provide recommendations to help mitigate any exposures.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

In 2022, there were 827 work-related injuries and illnesses reported for healthcare
providers, and six work-related injuries and illnesses were reported for corporate
team members.

AMN Healthcare’s 2022 OSHA Incident Rate was 0.4, which is lower than the industry’s
Incident Rate of 0.8.
The Incident Rate represents the number of injuries and illness per 100 full-time workers.
It is calculated as Number of Injuries and Illness x 200,000, where 200,000 is the base for
100 equivalent full-time workers (working forty hours per week, 50 weeks per year).
In accordance with OHSA’s guidance and injury and illness recordkeeping requirements,
AMN Healthcare’s temporary employees have been excluded from the calculation, as host
employers are responsible for recording injuries and illness of temporary workers.
403-10 Work-related ill healthAMN Healthcare has not had any workplace fatalities involving its corporate employees.
AMN Healthcare does not track work-related ill health for workers who are not employees.
AMN Healthcare Client facilities are not controlled by AMN Healthcare.
See GRI 403-9 above.

Training and Education
GRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: Social – Professional Development; Training and Policies;
Governance – Business Ethics and Compliance.
2022 Form 10-K: Item 1: Business – Learning and Professional Development,(page 3)

GRI 404: Training and Education 2016404-1 Average hours of training
per year per employee

See GRI 3-3 above.

404-2 Programs for upgrading
employee skills andtransition assistanceprograms

2022 ESG Report: Social – Professional Development.

404-3 Percentage of employees
receiving regularperformance and careerdevelopment reviews

AMN Healthcare actively supports and encourages career growth and development forteam members through an annual review process known as Performance Success Plan
(PSP). Annual reviews are provided at least once a year to 100% of our team membersthat that have been employed at AMN Healthcare at least 3 months by Jan. 1. Leaders areencouraged to conduct check-ins and support team development throughout the year. We
also send out reviews for nursing and allied healthcare professionals with each assignment.

AMN Healthcare tracked a total of 17,091 hours that team members spent across various
learning programs. AMN Healthcare does not track and report this data by gender or
employee category.

2022 Form 10-K: Item 1: Business – Learning and Professional Development,(page 3).

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

107

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Diversity and Equal Opportunity

Child LaborGRI 3: Material Topics 2021

GRI 3: Material Topics 2021

3-3 Management of material
topics2022 ESG Report: ESG Strategy and Highlights – Our Strategy; Social – Diversity,
Equity, and Inclusion.

3-3 Management ofmaterial topics

2022 Form 10-K: Item 1: Business – Diversity, Equality and Inclusion, (pages 3-4)
AMN Healthcare Code of Conduct
AMN Healthcare Human Rights Policy
AMN Healthcare Vendor Code of Conduct
GRI 405: Diversity and Equal Opportunity 2016405-1 Diversity of governancebodies and employees

2022 ESG Report: Governance – Board Composition and Diversity;
Social – Workforce DEI

405-2 Ratio of basic salary andremuneration of women
to men2022 Form 10-K: Item 1: Business – Human Capital Management.

3-3 Management ofmaterial topics

Non-Discrimination
GRI 3: Material Topics 2021
3-3 Management ofmaterial topics

2022 ESG Report: Our ESG Strategy and Highlights – Our Strategy;
Alignment with United Nations Sustainable Development Goals;
Materiality Assessment.
2023 Proxy Statement: Creating a Diverse and Inclusive Workforce; Advancing
Diversity, Equity, and Inclusion in the Marketplace, (pages 43).
AMN Healthcare Code of Conduct
AMN Healthcare Human Rights Policy
AMN Healthcare Vendor Code of Conduct

The AMN Healthcare Human Rights Policy holds a zero-tolerance policy for child laborfor both the company as well as our vendors. We have assessed our operations and they
do not pose a significant risk for incidents of child labor. AMN Healthcare continually
evaluates our vendor onboarding process and as necessary makes improvements in theprocess to contribute to the abolition of child labor.

GRI 3: Material Topics 2021
2022 ESG Report: Governance – Business Ethics and Compliance.
AMN Healthcare Code of Conduct
AMN Healthcare Human Rights Policy
AMN Healthcare Vendor Code of Conduct

GRI 409: Forced or Compulsory Labor 2016409-1 Operations and suppliers
at significant risk forincidents of forced orcompulsory labor

The AMN Healthcare Human Rights Policy details our zero-tolerance policy for forcedlabor, slavery, or human trafficking for both the company as well as our vendors. AMN
Healthcare has enhanced its Vendor Management review process during the reporting
period.

Security Practices
GRI 3: Material Topics 2021
3-3 Management ofmaterial topics

AMN Healthcare does not employ security personnel.

GRI 410: Security Practices 2016
410-1 Security personnel
trained in human rights
policies or procedures

AMN Healthcare does not employ security personnel.

Rights of Indigenous Peoples

GRI 406: Non-discrimination 2016406-1 Incidents of
discrimination andcorrective actions taken

408-1 Operations and suppliers
at significant risk forincidents of child labor

Forced or Compulsory Labor

Women comprise 45% of AMN Healthcare top 10% compensated team members.
Additionally, women comprise 55% of the top pay quartile, 70% of upper middle
pay quartile, 75% of lower middle pay quartile, and 75% of lower pay quartile. AMN
Healthcare reports gender pay data through the Bloomberg Gender-Equality Index.

AMN Healthcare Code of Conduct
AMN Healthcare Human Rights Policy
AMN Healthcare Vendor Code of Conduct

GRI 408: Child Labor 2016

Full team member diversity during the reporting period can be found in our 2022 ESG
Report: Social – Workforce DEI

2023 Proxy Statement: Director Nominee Snapshot, (page 16);
Our Strategic Approach to ESG, (pages 33).

2022 ESG Report: Governance – Business Ethics and Compliance.

AMN Healthcare had zero reports of systemic workforce discrimination during thereporting year.

GRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: Governance – Business Ethics and Compliance.

Freedom of Association and Collective Bargaining

GRI 411: Rights of Indigenous Peoples 2016

GRI 3: Material Topics 2021

411-1 Incidents of violations
involving rights ofindigenous peoples

3-3 Management ofmaterial topics

Due to the nature of their work, teams executing AMN Healthcare business strategy
from office locations in the United States are not affiliated with or covered by collective
bargaining agreements. Additionally, the AMN Healthcare Human Rights Policy provides
for freedom of association, which respects team members’ right to join, form, or not join alabor union without fear of retaliation, intimidation, or harassment.
AMN Healthcare Code of Conduct
AMN Healthcare Human Rights Policy
AMN Healthcare Vendor Code of Conduct108

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

AMN Healthcare has not had any incidents of violating rights of indigenous peoples in
2022 or in the history of operations.

Local Communities
GRI 3: Material Topics 2021
3-3 Management of material
topics2022 ESG Report: ESG Strategy – Materiality; Social – Marketplace DEI;
Social – Health Equity; Social – Contributing to Our Communities and Industry.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

109

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESGRI 413: Local Communities 2016

GRI 416: Customer Health and Safety 2016413-1 Operations with local
community engagement,
impact assessments, anddevelopment programs2022 ESG Report: ESG Strategy – Materiality; Social – Marketplace DEI;
Social – Health Equity; Social – Contributing to Our Communities and Industry.

413-2 Operations withsignificant actual andpotential negative
impacts on local
communities

AMN Healthcare does not track and report on this information.

416-1 Assessment of the healthand safety impacts ofproduct and service
categories

Every healthcare provider within the AMN Healthcare network undergoes rigorous
screening, referencing, and quality control processes that adhere to the same stringent
standards as hospitals and healthcare facilities, including credential review, backgroundchecks and drug tests, and health screening standards that meet and often exceed
Joint Commission and National Committee for Quality Assurance (NCQA) standards.
AMN Healthcare screens 100% of physicians and clinicians against the National
Practitioner Data Bank (NPDB), an electronic database created by the U.S. Congress in1986 to document payments in connection with liability judgments and settlements,
as well as peer review actions affecting licenses, clinical privileges, and other factors.
AMN Healthcare is Joint Commission certified through its Healthcare Staffing Services
Certification Program.

416-2 Incidents of noncompliance concerning
the health and safety
impacts of products andservicesAMN Healthcare had no incidences of serious or willful noncompliance concerning thehealth and safety impacts of our products and services in 2022.

Supplier Social Assessment
GRI 3: Material Topics 2021
3-3 Management ofmaterial topics

2022 ESG Report: Governance – Code of Conduct and Speak Up Policy; Diversity,
Equity, and Inclusion – Marketplace DEI; Supplier Diversity.
2023 Proxy Statement: Advancing Diversity, Equity, and Inclusion in the Marketplace –Supplier Diversity, (pages 43)
AMN Healthcare Vendor Code of Conduct

GRI 414: Supplier Social Assessment 2016414-1 New suppliers that werescreened using social
criteria

GRI 417: Marketing and Labeling 2016417-2 Incidents of noncompliance concerning
product and service
information and labelingAMN Healthcare received no incidences of serious or willful non-compliance or
non-compliance concerning product and service information and labeling in 2022.

AMN Healthcare Vendor Code of Conduct417-3 Incidents of noncomplianceconcerning marketing
communications

AMN Healthcare ensures accuracy and truthfulness in marketing communications. In
2022, AMN Healthcare received no substantiated incidents of non-compliance concerningmarketing communications.

2022 ESG Report: Governance – Business Ethics.

Customer Privacy

2023 Proxy Statement: Political Activity and Trade Associations, (pages 46).

GRI 3: Material Topics 2021

AMN Healthcare Code of Conduct

3-3 Management of material
topics2022 ESG Report: Governance – Code of Conduct and Speak Up Policy; Diversity,
Equity, and Inclusion – Marketplace DEI; Supplier Diversity.

Public Policy
GRI 3: Material Topics 2021
3-3 Management ofmaterial topics

Marketing and LabelingAMN Healthcare Corporate Political Activity Policy

2023 Proxy Statement: Information Security, Cyber Security and Data Privacy,(pages 32).

2022 ESG Report: Governance – Political Activity

AMN Healthcare Privacy Policy and Ad and Cookie Policy

GRI 415: Public Policy 2016415-1 Political contributions
Customer Health and Safety

GRI 418: Customer Privacy 2016

GRI 3: Material Topics 2021
3-3 Management of material
topics1102022 ESG Report: Governance – Data Privacy and Information Security.

2022 ESG Report: Social – Development, Engagement, and Well-Being of our
Workforce; Training and Policies; ESG Strategy and Progress – Our Strategy.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

418-1 Substantiated complaints
concerning breaches ofcustomer privacy andlosses of customer data

Based on the information at hand, no Indicator of Compromise or evidence of adata breach of material value or impact has been identified or substantiated by AMN
Healthcare for the period of Jan 1st to Dec 31, 2022. AMN Healthcare received nocomplaints from regulatory bodies in 2022.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

111

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESSASB Content Index

CODE

This report is informed by the Sustainability Accounting Standards Board (SASB) framework. SASB is an independent
nonprofit organization that sets standards to guide the disclosure of financially material sustainability informationby companies to their investors. SASB Standards identify the subset of environmental, social, and governance issues
most relevant to financial performance by industry. AMN Healthcare reports to SASB Standards for the Professional &Commercial Services Industry.
ACCOUNTING METRICCATEGORYRESPONSE AND/OR LOCATION

Description of
approach toidentifying andaddressing data
security risks

Discussion
and Analysis

Data Privacy and Information Security, (pages 72-73)

Description of policies
and practices relating
to collection, usage,
and retention ofcustomer information

Discussion
and Analysis

Data Security
SV-PS-230a.1

SV-PS-230a.2

AMN Healthcare approaches data and information security on multiple
levels. The company has dedicated IT Risk Management and Information
Security functions to protect the company from data security threats,
and quickly assess and address any concerns. Our Board is also
responsible for oversight of our Privacy and Data security programs. We
leverage technical tools to continually scan code to identify potential
vulnerabilities. If risks are identified, our Director of IT Risk Management
assesses and develops a remediation plan. Additional risk assessment
processes are managed for all vendors. Further, all AMN Healthcare teammembers and contractors receive annual training on data and IT security.
AMN Healthcare is firmly committed to protecting the privacy of personal
information for team members, healthcare professionals, and clients.
Our data privacy program is managed by our Privacy Office, which ispart of our Legal Department. The company additionally maintains a
Privacy Policy that is aligned with industry standards such as ISO 27001
and NIST CSF to govern all practices around the collection of data andinformation.
Refer to the AMN Healthcare website’s Privacy Policy for further
information
Data Privacy and Information Security, (pages 72-73)

SV-PS-230a.3

112(1) Number ofdata breaches,(2) percentage
involving customers’confidential businessinformation (CBI) or
personally identifiable
information (PII), (3)number of customers
affected

Quantitative

Data Privacy and Information Security, (pages 72-73)

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

CATEGORYRESPONSE AND/OR LOCATION

Quantitative

ESG Strategy, Progress & Oversight – Our Strategy, (pages 16-27);
ESG Highlights, (pages 4-5); Social – Diversity, Equity, and Inclusion– Workforce DEI, (pages 42-44); Marketplace DEI – Healthcare
Professional Diversity, Equity, and Inclusion, (page 49)

Workforce Diversity & Engagement
SV-PS-330a.1

CODE

ACCOUNTING METRIC

Percentage of genderand racial/ethnic
group representationfor (1) executive
management and (2)all other employees

2021 Annual Report: Item 1. Business – Human CapitalManagement – Diversity, Equality and Inclusion, (page 3)2023 Proxy Statement: Corporate Governance – ESG Pillars, (page 28);
Human Capital Strategy – Diversity, Equality, Equity, and Inclusion,(pages 29-30); Executive Compensation – Compensation Discussion
and Analysis – Executive Compensation Practices – 2021 Financial,
Operational and Stock Performance Highlights – Impact on Each Other,
Our Industry and Our Communities, (page 49)

SV-PS-330a.2(1) Voluntary and (2)involuntary turnoverrate for employees

Quantitative

The voluntary turnover rate for 2022 was 18%
The involuntary turnover rate for 2022 was 3%
In 2022, AMN Healthcare supported 1,218 internal transfers andpromotions.

SV-PS-330a.3

Employeeengagement as apercentage

Quantitative

Social – Corporate Workforce, (page 33)

Discussion
and Analysis

Business Ethics and Compliance, (pages 68-69);
Governance: Policy Links, (page 75)

Professional Integrity
SV-PS-510a.1

Description of
approach to ensuring
professional integrity

To help ensure the effectiveness of our ethics and compliance program,
AMN Healthcare has adopted written policies and procedures to provide
clear and consistent guidance to all team members regarding their
responsibilities, which specifically address, among other things, conflicts ofinterest, accuracy of data, and anti-corruption. These policies and proceduresare provided at new team member orientations and made available throughother means such as department meetings, training sessions, and our
intranet, which is accessible to all team members.
Oversight responsibility for our ethics and compliance program rests
with our Chief Legal Officer and our Board of Directors. The Board of
Directors receives an annual presentation on our ethics and complianceprogram. The Corporate Governance and Compliance Committee of
the Board of Directors receives more frequent periodic reports. Internally,
AMN Healthcare has created an Ethics and Compliance Committee tocoordinate delegations of authority and responsibility to team members
carrying out day-to-day compliance functions and to provide a central
framework for establishing, communicating, and monitoring our policies
and procedures.
Effective communication of expectations regarding ethical businessconduct as well as compliance with AMN Healthcare policies andprocedures begins with proper training. New team members receive
training on key global policies, company values, and the premium AMN
Healthcare places on an ethical culture. Department-level training forboth team members and managers is tailored to address applicablearea-specific compliance policies. AMN Healthcare undertakes several
initiatives to foster and maintain a culture of ethics throughout all levelsof the company
AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

113

ESG STRATEGYCODE

ACCOUNTING METRICCATEGORY

SOCIAL

GOVERNANCEENVIRONMENTDISCLOSURESRESPONSE AND/OR LOCATION

CODE

To facilitate the reporting of misconduct or violations to our Codeof Conduct, AMN Healthcare has established a Policy on Reporting
Misconduct that we refer to as the “Speak-Up” policy. This policy
sets forth the responsibility of each team member to report suspectedviolations through one of many available channels, including channels
for making anonymous reports. Team members are encouraged to raise
ethical concerns and to report suspected misconduct. Upon discovery
of a potential or suspected violation of law or policy, an appropriate
investigation is promptly undertaken. Our goal is vigorous, efficientinvestigation and response to all potential or suspected violations,
including proper discipline, which can include reprimand, demotion,
reduction in pay, suspension, and/or termination.

TR-RO-110a.3 The entity shalldisclose: a. Total
fuel consumed b.
Percentage natural
gas c. Percentage
renewable

AMN Healthcare has a written Code of Conduct with accompanying
policies and procedures that provide clear and consistent guidance toteam members regarding their responsibilities which include, but are notlimited to, conflicts of interest, accuracy of data, and anti-corruption. This
information is provided at new team member orientation and reinforced
through regular department trainings and communications. All teammembers review and acknowledge the company’s Code of Conduct
on an annual basis and interactive training is provided every two years.
Oversight of this program rests with the Chief Legal Officer and our Boardof Directors. AMN Healthcare also has an internal Ethics and Compliance
Committee. All team members are encouraged to Speak Up if a violationof our policies is discovered.

ACCOUNTING METRICCATEGORYRESPONSE AND/OR LOCATION

Quantitative

AMN Healthcare’s fuel consumption during 2022 was as follows:a. Total fuel consumed: 5,500.27 GJ (natural gas)b. Percentage natural gas: 100%c. Percentage renewable fuel: 0%

Activity Metric
SV-PS-000.A

Number of employeesby: (1) full-timeand part-time, (2)temporary, and(3) contract

Quantitative

2022 Form 10-K: Item 1: Business – Human Capital Management,(page 2)2022 ESG Report: GRI Content Index – GRI 2-7 and 2-8

SV-PS-000.B

Employee hours
worked, percentage
billable

Quantitative

We do not report on number of hours our employees work, orpercentage billable.

Business Ethics and Compliance, (pages 68-69)
Code of Conduct
Code of Ethics for Senior Financial Officers
Vendor Code of Conduct
Human Rights Policy
SV-PS-510a.2

Total amount ofmonetary losses
as a result oflegal proceedings
associated withprofessional integrity4

Quantitative

AMN Healthcare does not report this because it is confidential
information.

TR-RO-110a.2 Discussion of longterm and short-term
strategy or plan to
manage Scope 1
emissions, emissions
reduction targets,and an analysis ofperformance against
those targets

Discussion
and Analysis

Environment – Environmental Data, (pages 86-87)

Climate114

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115

ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

TCFD Report

Board Level Management of Climate
Related Issues

This is AMN Healthcare’s third published TCFD report. Throughout each new iteration, we strive to further drive
understanding of our climate related risks and opportunities, increase our transparency as well as widen the scope ofissues covered. To prepare this report we leveraged significant internal support by involving multiple departments forinterviews and information collection (among others Finance, Risk, Information Technology & Security, Facilities, Human
Resources, and members of our CEO Committee), as well as external advisory services support by Agendi.

Governance
Governance as well as management oversight of climate-related issues are cornerstones of AMN Healthcare’s approachto managing climate-related risks and opportunities.
Our Governance Structure

Board
Oversight

The AMN Healthcare Board of Directors
Oversees ESG and Enterprise Risk Management strategies

The Corporate Governance &Compliance Committee
Focuses on identifying critical risks and assessing
mitigation strategies, including those pertaining toclimate change, and regularly reviews updates on ESG
disclosure frameworks and reporting, initiatives, andpolicies from management. This Committee also:• Periodically evaluates the Code of Conduct and theGovernance Guidelines• Oversees all aspects of the Company’s ethics andcompliance programs, including the Company’s
healthcare, employment and privacy regulatorycompliance and risk oversight with respect to thecredentialing of candidates

The
Compensation
Committee
Provides oversight ofour human capitalmanagement, including
talent strategies anddiversity, equality,
equity, and inclusion
initiatives, and executive
compensation.

The Audit
Committee
Focuses on ourEnterprise Risk
Management program
to help identify
risks related tobusiness continuity,
risk management,
information security andtechnology systems, andany financially material
ESG related risks.

• Reviews and discusses with our executive team
relevant quality metrics, compliance with certification
standards and related laws and regulations as well as
our enterprise risk management process relating to
the quality of our services

Management
Oversight

Champions
Programs

116

Management Oversight
Executive and senior management contributes expertise and engages with the Board to manage
risk, create value and protect against emerging challenges to our business, and includes our CEO
Committee and Director of Sustainability & Social Impact.

Champions Programs• The AMN Healthcare Board of Directors has oversight
responsibility of our Environmental, Social, andGovernance (ESG) strategy and approach to identifying,evaluating, and integrating climate-related risks andopportunities throughout the organization. The Board
also helps to validate selected key risks for the enterpriseand to establish formal appetites which are foundational
to overall business strategy. The Board fulfills its ESG
oversight responsibilities through interactive exchanges
with management and outside third parties and review
of preparatory materials to aid the discussion. Specifically,
the Chief Legal Officer, who has primary accountability for
ESG, regularly shares updates on progress made towards
ESG-related objectives, including sustainability and climaterelated goals. Climate-related considerations are scoped
into the Enterprise Risk Management program and arealso addressed in the Crisis Management Program both ofwhich are formally presented to the full Board annually.
• The Corporate Governance and Compliance Committee
oversees ESG strategies and practices, such as theCompany’s governance of reporting frameworks, as well
as climate-related risks and opportunities. The Committee
has primary oversight over climate related topics as part ofits charter, though some issues may go to the full Board for
discussion. The Committee reviews regular updates frommanagement responsible for ESG activities and reports
to the Board on progress to ensure alignment with thelong-term business strategy. ESG is a standing item on theCommittee agenda during those meetings that occur fivetimes a year.
• The Audit Committee assists the Board in fulfilling its
oversight over the Enterprise Risk Management (ERM)
program and helps identify key risks that are relevant tobusiness, which include but are not limited to, business
continuity, risk management (including climate relatedrisks), information security, technology systems, as well as
big data and data analytics. It also assists the Board with
its oversight of disclosure practices and systems of internal
controls. In addition, the Audit Committee receives anannual report on the Company’s ERM program from the VP
of Risk Management. Climate-related risks that fall under
its purview include financial risks relating to maintenanceof network reliability during catastrophic and weatherrelated events and possible changes in carbon policy that
could have a financial impact on the business.
• The Compensation Committee assists the Board in
fulfilling its oversight responsibilities with respect torisks associated with compensation and human capitalmanagement practices to ensure they are aligned with ESG
strategy and long-term shareholder value. This includes

executive compensation philosophy, benefits, incentive
pay, talent strategies, and diversity, equity, equality, andinclusion initiatives — all of which are critical to ensuring asustainable, values-based corporate culture.
• Each of the Board’s subcommittees report progress to andseek input from the full Board.
• The Board as a whole and its subcommittees perform an
oversight role while the executive management team is
active in identifying critical risks and assessing risk levels
and mitigation strategies, including those related toclimate change.

Executive and Senior
Management Role
• The Chief Legal Officer, reporting directly to our Chief
Executive Officer, leads a cross-functional team that
focuses on corporate governance, risk management,
shareholder governance engagement, and ESG
objectives and reporting, including identifying andassessing climate-related risks and opportunities. AMN
Healthcare’s Director of Sustainability & Social Impact,
VP of Government Relations, VP Risk & Real Estate, and
Deputy General Counsel, all reporting to the Chief Legal
Officer, respectively monitor current and potential policy
issues (including carbon policy changes) that may impact
the Company, and lead the company’s preparedness tomanage potential risks, including climate-related risks.
• AMN Healthcare’s annual enterprise risk management
process engages executive management and the Boardin evaluating risks to the business, including climate
related risks. Outputs from that process in turn informthe Company’s strategic initiatives and annual objectives.
The Chief Legal Officer updates the Company’s executive
leadership on progress made toward meeting certain
ESG-related objectives, including sustainability and climaterelated objectives.
• In 2021, AMN Healthcare created the new role of Directorof Sustainability & Social Impact, reporting to the Chief
Legal Officer, who develops our climate and social impact
strategy, elevates sustainability and climate-related matterswithin the company, ensures coordination and alignmentof ESG activities across the organization, and provides
regular progress updates to the Corporate Governance andCompliance Committee of the Board.
• The VP of Risk Management oversees management of the
key enterprise risks identified and provides a quarterly risk
assessment scorecard to the Board.

Appointed by executive leadership, these team members are ambassadors for Diversity, Community, Wellness, Ethics,
Records Compliance, Sustainability, and Learning across the organization.

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ESG STRATEGYSOCIAL

GOVERNANCEENVIRONMENTDISCLOSURES

Strategy
AMN Healthcare considers both physical and transition-related climate risks and opportunities across multiple time
horizons and aims to consistently integrate climate related topics in its strategy moving forward.
To best integrate both physical (acute and chronic) andtransition climate-related risks and opportunities into businessstrategy and planning, AMN Healthcare considers thefollowing time horizons.
Short-term< 1 year2023

Medium-term

2-4 years

2024-2027

Long-term

5+ years

2028+

Our current 3-year ESG roadmap for climate action includes
conducting climate-related scenario exercises. In-depth
scenario analyses were conducted in 2022 and early 2023,
leveraging external advisory and internal talent, allowing us
to identify key risks and opportunities for the business, alongwith their specific time horizons, which we will continue toassess and update in the future.

risk. Having recently completed our Scope 3 inventory,
we continue to evaluate the company’s climate risk
from a value chain lens. We are currently tracking our
Scope 1, 2, and 3 GHG emissions, and have set a
goal to reduce our operational footprint to zero inmarket-based CO2 emissions (Scopes 1 and 2) by2024. We have committed to submitting Science
Based Targets by the end of 2024, and as part of thatprocess, we will identify reduction and abatement
opportunities to mitigate this risk.
• Market risks (short, medium, and long term)
Customer behavior risk (medium-term) – Thereis a growing demand for healthcare providers toconsider the relationship between social needs andenvironmental externalities and physical health. In
recent years, there has been an increasing focus onwhole-person health and addressing the behavioral,social, environmental, and economic vulnerabilities of
the healthcare system.

Climate Related Risks
The following top physical and transition climate relatedrisks have been identified during our assessment and will bemonitored moving forward.

GHG reduction strategies (short and medium-term) –Achieving reductions might in some instances be costly,
without a guarantee of success, and with potential
counterproductive effects on our business. Amongst
others, reduction of travel to decrease emissions could
have a negative impact on business. Inversely, notengaging in reduction could hinder our reduction goals• Reputational risk (medium, and long term): The AMN
Healthcare ‘brand’ is essential to the maintenance andgrowth of our business; negative perception could
adversely impact financial performance.
Stakeholders’ expectations – Risk of not meeting
increased expectations related to climate change
response and preparedness from clients, healthcare
professionals, team members, and shareholders.

• Operational risks (short, medium, and long term)

Achievement of public commitments – Risk of setting
and not meeting targets.
• Compliance, policy and legal (medium and long term):
Emerging regulation could increase internal compliancecosts (transparency, reporting and data requirements),
insurance requirements, risks of non-compliance (fines,
litigation, license to operate, etc.)
In particular, in the long term, carbon pricing (or carbontax) risk would have a direct financial cost. Scopes 1
and 2 are not material enough to create a significant

Staffing shortages (short, medium, and long-term) –Risk of decreased quality of health as registered nurse
and other clinical professional populations decreases.
Increased pressure due to climate change related
illnesses (endemics/pandemics) would increase demandand decrease supply of healthcare workers, puttingpressure on business in immediate wake but also in
the long term as likelihood of climate-change related
illnesses is predicted to keep increasing1.
Team member retention (medium and long-term) –Team members increasingly care about ESG
commitments from their employers; if AMN Healthcare
does not meet their expectations on ESG commitments
and performance it could affect team member

1Over half of known human pathogenic diseases can be aggravated by climate change | Nature Climate Change, August 2022 & Climate change
is increasing the risk of infectious diseases worldwide » Yale Climate Connections, February 2023

2

SSP2-4.5: A “middle of the road” scenario to assess physical exposure in what is considered a more probable, less extreme pathway.

attraction and retention, and negatively impact revenue
due to reduced efficiencies in workforce management
and planning.
Exporting labor – Our operations currently have a varietyof outsourced labor in other countries (e.g., India,
Philippines, Mexico). This offers a wider talent pooland 24/7 operations to serve our clients and healthcare
professionals, but these partners may be more sensitive
to the effects of climate change.
• Acute physical risks (medium and long term) – These are
event-based climate hazards. They represent increased
frequency of severe weather events that impact operations
and / or supply chain.
It is important for us to understand the risks our leased
facilities face. Physical risk analysis has therefore been
undertaken for AMN Healthcare’s six most material
leased facilities. The analysis modeled exposure to
wildfire, water stress, inland flooding, heatwave, sealevel rise, drought, and cyclones.
The results per scenario uncovered that all sites wereat least moderately exposed to two or more hazards.
Most notably, they showed similar maximum level ofrisk even in more conservative SSP2 scenario2. In bothclimate scenarios – the “middle of the road” scenario,
considered to be more probable yet less extreme, andthe “worst-case fossil-fueled development” scenario
which examines the upper bounds of physical exposure– the maximum (high) risk identified per site is Water
Stress for San Diego, Cyclone for Clearwater andSavannah, and Inland Flooding for Omaha.
• Chronic Physical risks – These are also long-term climate
hazards. They represent prolonged situations insteadof stand-alone events (acute). Examples are increased
temperatures and changes in precipitation leading toincreased drought risk and sea level rise. Currently, only
one facility is exposed to a moderate drought risk inOmaha. Given that we lease our facilities, this is notmaterial, however we will continue to actively evaluate thispotential risk.

Climate Related Opportunities• Reputational opportunity (short and medium term)
Attraction of talent and investment – Our ESG values
attract new talent and investors who prioritize apurpose-driven organization. We aim to leverage ESG
as a differentiator from peers in talent acquisition andretention. Institutional investors look towards ESG
leaders favorably. Many are looking to reduce their own
Scope 3 emissions related to investments, so we believe
it is beneficial to be transparent and show progress.

• Technology opportunity (short and medium term)
A shift towards cloud computing, the digitization ofbusiness processes and hybrid work arrangements,
presents opportunities for our technology SaaS
solutions, more efficient internal business operations
and engagement with our clients and healthcare
professionals.
• Market opportunity (short and medium term)
As a total talent solutions partner, we offer our clientsa range of solutions that can help them lower theirclimate impact, including workforce planning andoptimization, local staffing, and expanding telehealthcapabilities.
• Value chain opportunity (medium and long term)
Healthcare organizations (our clients) are increasingly
prioritizing partnering with organizations who share
their commitment to sustainability and who can help
them lower their Scope 3 climate impacts.
Asking vendor partners to provide information about
their sustainability goals and climate related policies
elevates awareness and compels vendors to develop
sustainability programs. Further, directing spend toward
vendors who are committed to sustainability financiallymotivates vendors to develop such programs in order tokeep or gain business over time.
• Climate change & healthcare opportunity – Recognizingthat the climate crisis is expected to increase demand for
healthcare, due to an increased occurrence of infectious
diseases and disasters, we should align our internal
processes and capabilities to provide optimal support intimes of crisis and need to help communities.

Impact of Climate Related Risks andOpportunities on Amn Healthcare, Our
Strategy, and Financial Planning• AMN Healthcare conducted a materiality assessment withexternal providers in 2022, allowing us to spotlight issues
that matter most to stakeholders. Key KPIs for the mostmaterial issues, including environmental considerations,were collected to ensure ESG strategic alignment with our
stakeholders. The recently completed exercise also included
an assessment of AMN Healthcare’s impact on society, theenvironment and the world, and will be further refinedto enable us to assess our strategy and goals against thisexternal impact.

We are currently tracking our Scope 1, 2, and 3
GHG emissions, and have set a goal to reduce
our operational footprint to zero in marketbased CO2 emissions (Scopes 1 and 2) by 2024.

SSP5-8.5: A worst case “fossil-fuelled development” scenario, examining the upper bounds of physical exposure118

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119

ESG STRATEGYSOCIAL• Currently, climate-related risks do not directly impact AMN
Healthcare’s financial planning in any significant manner,
yet there are internal discussions of potential impacts on
operating costs. As we continue to evolve and enhance
our management and disclosure of climate-relatedrisks and opportunities, we intend to further quantify
these identified risks and opportunities and integrate
their potential impact into our financial planning as we
recognize medium to long term impact could reach aminimum financial materiality threshold.
• AMN Healthcare has begun analyzing various emissions
reductions scenarios and targets, and we are in process ofcommitting to the Science Based Target Initiative, and to
submitting proposed GHG targets by the end of 2024. We
are planning for a low-carbon future and are dedicated toreducing our environmental footprint and reaching climaterelated goals. Climate change is increasing the severity
and frequency of natural disasters, and a warming planet
along with other environmental crises is driving an increasein disease prevalence and risk. According to recently
published research, “climate change has already worsened
over 200 infectious diseases”³, and, the “full extent of
human vulnerability to pathogenic diseases affected byclimate change is not yet fully quantified”3. Additionally,
regional extreme weather events in recent years have also
impacted our clients, healthcare professionals and teammembers. The results of our physical scenario analysis
increase our understanding of acute and chronic climaterelated risks arising in the short, medium, and long term,
informing business continuity planning, mitigation actions,and highlighting opportunities.
• AMN Healthcare performed a scenario analysis on six of its
most critical sites to analyze and understand our exposure
to extreme weather hazards (for more details refer tothe Risk section of this report). The physical scenario
analysis provides valuable insights to AMN Healthcareon the potential location and timeline of exposure tothese physical risks and lays the groundwork for refining
relevant risk management plans and procedures toenhance resilience. Potential transition risks have also been
evaluated through research, as well as a peer and client
benchmark, both at a general industry level and within
AMN Healthcare’s value chain. The risks associated withcarbon pricing regulations were also calculated by applying
projected prices on carbon to several emissions’ pathways,
representing unmitigated emissions, the achievementof emissions reduction initiatives, or increased emissions
due to activity growth. The knowledge gained from thetransition risk analysis shapes AMN Healthcare’s climate
ambitions and climate mitigation plans, both now and in
the future.

120

GOVERNANCEENVIRONMENTDISCLOSURES

Risk Management
AMN Healthcare has a companywide ERM process for
identifying, assessing, and managing top risks that could
pose a material threat to established risk tolerance andshareholder value. Climate change is itself a risk and canalso act as a force multiplier and a systemic risk amongst
the traditional risks considered in our ERM process.
A formal risk assessment process takes place on an annual
basis – it is not specific to climate-related risks, but there
is internal discussion of how best to address these risks,
whether by embedding climate-related risks or considering
them as standalone. When it comes to climate risks, atthis juncture, AMN Healthcare is primarily focused onunderstanding our baseline (i.e. sources of risks and potential
magnitude) to understand possible consequences for thecompany and our current capability to mitigate those.
The purpose of the ERM program is to guide enterprisedecision-making based on established risk tolerances thatbest support the Company in achieving long-term businessand ESG strategies. The organization has established andintegrated into the ERM program, the assessment andmanagement of climate-related risks and opportunities.
• ERM is structured around a robust annual risk assessment,
embedding climate related risks within other identified risks.
• The ERM process guides decision-making as it is based on
established risk tolerances that best support the company
in achieving long-term business and ESG strategies. This
includes conducting an annual risk inventory and survey
with key stakeholders to flag categories of risk that canpotentially impact the achievement of financial and strategic
objectives. The impact and vulnerabilities associated witheach risk factor are considered, and the outcomes of theserisks are connected to financial performance and strategicplanning, involving risk scorecards.

• The top four to six risks are identified by stack-ranking
vulnerability and each of these risks is assigned to a Risk
Owner who identifies key KPIs. The Risk Owner, with the
VP of Risk, produces a quarterly update with scorecards(including definition, risk appetite, hard points, mitigation
activities, impact, vulnerability, and velocity of risk
evolution).
In parallel, the process for identifying climate-related issues
specifically is centered around our yearly TCFD reporting,engaging departments across the enterprise to collectqualitative insights on potential climate related risks andopportunities. This process feeds into AMN Healthcare’s
structural ERM process, sharing both qualitative andquantitative risks exposure, as identified by the scenario
analyses and interviews.
As medium- and long-term climate related risks andopportunities are explored, AMN Healthcare will continue totake the findings into account and incorporate them into risk
management protocols as we further evolve our approach. In
the event that any climate related risks are identified as a key
risk (top four to six), it would be assigned a Risk Owner andintegrated into our annual ERM processes as detailed above.

• In 2021, we disclosed our 2019 Scope 1 and 2 emissions,as well as historic Scope 2 emissions for the two largest
offices in San Diego and Dallas from 2017-2020.
• As a part of the recent scenario and risk analysis, Scope
1, 2, and 3 emissions between 2020 and 2022 havebeen tracked as part of a GHG Inventory conducted byour external partner, Agendi. The methodology used for
calculating the emissions is in line with the guidelines
provided by the standards and guidance of the Greenhouse
Gas Protocol. The results will help identify potential
emissions reduction initiatives across Scope 1, 2, and 3
emissions, establish a baseline to set science based targets,and show the evolution of emissions over the last years.
We intend to keep building on our ongoing effort toimprove the quality and exhaustiveness of our emissions
calculations. Scope 3 numbers below include the following
material Scope 3 emissions categories:
Category 1 – Purchased Goods & Services
Category 2 – Capital Goods
Category 3 – Fuel and Energy Related Activities

For all of the potential risks identified above, AMN Healthcare
looks for opportunities to mitigate and reduce exposure.
For example, per the potential exposure to physical risks
identified by the scenario analysis mentioned above, AMN
Healthcare will continue to integrate prevention measures into
facilities processes.
AMN Healthcare is continuously improving its access to andmanagement of climate metrics, including completing acomprehensive Greenhouse Gas (GHG) inventory of Scope 1,
2, and, now, Scope 3 emissions.

Category 4 – Upstream Transportation & Distribution
Category 5 – Waste
Category 6 – Business Travel (inclusive of corporate
team members and healthcare professionals)
Category 7 – Employee Commuting (inclusive of teammember commuting and emissions associated withworking from home)• AMN Healthcare includes progress against a variety of
ESG goals and targets as a part of Executive compensation
practices and philosophy, see more in our 2023 Proxy
Report and in the Governance section of our 2022 ESG
Report.
• Other climate related metrics currently being tracked
and disclosed are Water and Waste footprints. Climaterelated risks and opportunities are not currently at theforefront of AMN Healthcare’s business decisions, given
our low Scope 1 and 2 emissions, the importance placed
upon it by our stakeholders and the climate impact ofour business. However, there is active effort towards
tracking and reporting metrics to further reduce on our
climate footprint. We are formulating our plans to reduce
our footprint and enhance our efforts to contribute to a
positive environmental impact.

• AMN Healthcare relies on numerous levels of review to
identify and assess climate-related risks, which include,
but are not limited to, business continuity and disasterrecovery planning, site emergency action planning, crisis
management planning, and resilience.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Metrics and Targets

3

Climate change is increasing the risk of infectious diseases worldwide » Yale Climate Connections

4

Over half of known human pathogenic diseases can be aggravated by climate change | Nature Climate Change
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ESG STRATEGYGOVERNANCE

Metric Narrative – all percentage changes are expressed
as CAGRs (average annual YOY increaseor decrease)

Metric2019 MTCO2e2020 MTCO2e2021 MTCO2e2022 MTCO2e

Scope 1

911

655

511

400

Scope 2122

SOCIALENVIRONMENTDISCLOSURES

Decrease of 24% between 2019 and 2022.
Significant real estate reduction allowing to reduce
GHGE footprint, on top of Covid closure and increase
in data quality.

2,975(location)

2,491(location)

2,092(location)

2,117(location)

3,253(market)2,478(market)2,082(market)2,334(market)Scope 3,
Detailed byCategory

62,104113,279

163,084

Increase of 62% between 2020 and 2022 due toincrease in AMN revenue and related spending

Cat 1
PG&S

35,01079,221126,048

Increase of 90% between 2020 and 2022 due toincrease in AMN revenue and related spending
with vendors.

Cat 2
Capital Goods

3,620

4,002

4,012

Increase of 5% between 2020 and 2022 due toincrease in revenue and related spend on capital
goods.

Cat 3
Fuel- &
energy-related
activities

961

837

773

Decrease of 10% between 2020 and 2022 due to
COVID closures, increased data quality, and overall
decrease in leased facilities.

Cat 4 Upstream
Transportation& Dist.

455

1,323

1,494

Increase of 81% between 2020 and 2022 due toincrease revenue and related spend on transportation
with third-party suppliers such as FedEx.

Cat 5
Waste

464

495

850

Increase of 35% between 2020 and 2022 due todecrease in actual data for 2022 (making estimations
higher).

Cat 6
Business Travel

16,80921,39822,573

Increase of 16% between 2020 and 2022 due tobusiness travel increasing in 2022 after the pandemic
and ongoing high travel associated with healthcare
professional placements

Cat 7 Employee
Commuting(inc. WFH)

4,782

6,003

7,332

Increase of 24% between 2020 and 2022 due
to employee commuting increasing in 2022 after
pandemic and increases in healthcare professional
commuting for local staffing. Increase between 2020
and 2021 also due to increased emissions associatedwith WFH.

AMN HEALTHCARE ENVIRONMENTAL, SOCIAL & GOVERNANCE REPORT 2022

Decrease of both location (11%) and market (10%)
between 2019 and 2022. Significant real estate
reduction allowing to reduce GHGE footprint, on top
of Covid closure and increase in data quality.

• Climate related metrics such as Energy, GHG emissions, Water, and Waste have been collected. All metrics are also broken down
and analyzed in absolute terms as well as in terms of intensity.
• AMN Healthcare committed in 2022 to reduce our operational footprint to zero in market-based CO2 emissions (Scopes 1 and 2)
by the end of 2024. 2022 numbers show significant progress with a reduction of 34% in total Scope 1&2 (market based) vs. our2019 baseline year
• AMN Healthcare is building a GHG emissions and energy reduction roadmap based on GHG inventory results published this year.
• Following up on our measurement of our water and waste footprints, we will be setting water and waste goals for our direct
operations by the end of 2024.
• AMN Healthcare with the support of Agendi is in the process of committing to SBTi in 2023, refining our progress tracking
process, and to submitting proposed GHG targets by the end of 2024.
• The 2019, 2020, 2021 and 2022 GHG inventories will allow for baselining and emissions tracking to paint a clear picture of AMN
Healthcare’s environmental impact trajectory thus far, and our potential moving forward.
For more on our sustainability approach and strategy, please see the Environment section of our 2022 ESG Report, and for moredata, please see the Environmental Data section of our 2022 ESG Report.

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123

ABOUT AMN HEALTHCAREAMN Healthcare is the leader and innovator in total talent solutions for healthcareorganizations across the nation. The Company provides access to the most comprehensive
network of quality healthcare professionals through its innovative recruitment strategies
and breadth of career opportunities. With insights and expertise, AMN Healthcare helps
providers optimize their workforce to successfully reduce complexity, increase efficiency
and improve patient outcomes. AMN total talent solutions include managed services
programs, clinical and interim healthcare leaders, temporary staffing, executive searchsolutions, vendor management systems, recruitment process outsourcing, predictivemodeling, language interpretation services, revenue cycle solutions, credentialing andother services. Clients include acute-care hospitals, community health centers and clinics,
physician practice groups, retail and urgent care centers, home health facilities, schools
and many other healthcare settings. AMN Healthcare is committed to fostering andmaintaining a diverse team that reflects the communities we serve. Our commitment to
the inclusion of many different backgrounds, experiences and perspectives enables ourinnovation and leadership in the healthcare services industry. For more information about
AMN Healthcare, visit www.amnhealthcare.com.

FORWARD-LOOKING STATEMENTS
This Environmental, Social & Governance Report includes estimates, projections, andstatements related to our business plans, objectives, initiatives, strategies, and practices
that may constitute “forward-looking statements” within the meaning of Section 27A of
the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of1934, as amended. Such statements include, among others, the healthcare landscape, ourgrowth opportunities and the ability to scale and grow our operations and develop new
solutions, our ESG programs, priorities, strategies, goals, policies, commitments and targets,the ability for ESG performance to drive value, engagement, productivity, retention, or
impact our risk profile, future strategies, objectives, investments and disclosures, ESG goals
in our executive compensation, climate risks and impacts for us and healthcare systems, ourability to attract and retain quality healthcare professionals and corporate team members,
the duration and severity of workforce shortages and the labor market generally, future
economic conditions and performance, plans, and other characterizations of future eventsor circumstances. The Company based these forward-looking statements on its current
expectations, estimates, and projections about future events and the industry in which it
operates using information currently available to it. Actual results could differ materiallyfrom those discussed in, or implied by, these forward-looking statements. Forward-looking
statements are identiﬁed by words such as “believe,” “anticipate,” “expect,” “strives,”“endeavours,”, “aim”, “intend,” “plan,” “will,” “may,” “estimates,” variations of suchwords and other similar expressions. In addition, any statements that refer to expectations,projections or other characterizations of future events or circumstances are forwardlooking statements. Factors that could cause actual results to differ from those implied by
the forward-looking statements contained in this Environmental, Social and Governance
Report are set forth in the Company’s Annual Report on Form 10-K for the year ended
December 31, 2022 and its other periodic reports as well as the Company’s current andother reports ﬁled from time to time with the Securities and Exchange Commission. Be
advised that developments subsequent to this Environmental, Social & Governance Report
are likely to cause these statements to become outdated with the passage of time.

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In Appreciation
People are at the heart of our business. Our
team members and healthcare professionals
help healthcare organizations provide a
quality patient care experience that is morehuman, effective, and achievable. We are
grateful for our team’s compassion, talent,professionalism, and resilience. They live ourcore values every day, making it possible
for AMN Healthcare to deliver healthcare
solutions, Empowering the Future of Care.

AMNHealthcare.com
NYSE: AMN
Toll Free: (866) 871-8519