2020
Social Impact Report
Update2020 SOCIAL IMPACT REPORT UPDATE

Contents
01

CEO letter

02

CDSIO letter03

GRI content index

04

SASB table

05

Performance data

About this report
Momentive’s 2020 Social Impact Report Update is designed
to supplement the 2020 Social Impact Report with updated
performance data and GRI and SASB indices. We haveincluded information from across Momentive’s global
operations, and all information is provided for the fiscal year
ended December 31, 2020, unless otherwise noted.

$450 K+
employee-matched contributions
made to equity-focusedorganizations in 2020

2020 SOCIAL IMPACT REPORT UPDATE

Shaping what’s next
Powering the decision-makers who are shaping the future
At this point, it feels clichéd to point out that 2020 was aespecially proud of how we acted on our conviction by

year like no other. The converging crises of the pandemic

hiring our first chief diversity and social impact officer toand resulting economic uncertainty, as well as the fighthelp us drive meaningful progress in this area. We believe

against systemic racism and the effects of climate change,

achieving our goals in diversity, equity, and inclusion is justreminded us of not only the challenges we face, but also

as important as meeting our financial goals. In fact, wethe changes we need to make. After a year defined bybelieve it’s a business imperative. While we still have much

unprecedented disruption, we are boldly stepping into one

work to do, we know that we are moving decisively in theof the most transformational periods in human history. And

right direction.

for our organization, we’re forging a new future with a new
name.

These are challenging and uncertain times, but I feel
confident that as a company and community, we canI’d like to introduce you to Momentive—a name and brandcontinue to change what’s possible—and transform ourthat captures both the momentum of our customers andteams, organizations, and the world for the better. My

the energy our employees are creating

confidence comes from the extraordinary Momentive

as we reshape our own company for what’s next.

Team—people who continue to show innovation, resilience,

At Momentive, we power the decision-makers who are

and drive in the face of disruption.

shaping a better world for the future. We strive to bringI remain hopeful for the future and am optimistic thattogether the best of humanity and technology. We

together we can continue shaping it one question at a time.

embrace transformation and, with our agile experiencemanagement and insights solutions, we help you do so, too.

Stay curious,

Our vision remains the same: to raise the bar for humanexperiences by amplifying individual voices. As you flip
through this year’s Social Impact Report Update, you’ll see
the progress we made last year to do just that in our efforts
to increase the diversity of our company’s leadership andworkforce, recruit and retain top talent, and reduce ourZander Lurienegative environmental impact.

Chief Executive Officer

In a year marked by global calls for social equity, I’m2020 SOCIAL IMPACT REPORT UPDATE

We are Momentive Together
With the end of the COVID-19 pandemic hopefully in sight, organizations
everywhere should be thinking: what’s next?
At Momentive, our vision is to raise the bar for humanMeeting our diversity goals is just as important as meetingthat is not easily captured. Our DEI solutions empower

experiences by amplifying individual voices. Our

our financial goals.

organizations to go beyond good intentions and achieve

solutions provide a platform for all perspectives to beheard. Our belief in equity and the power of elevatedvoices—especially those that might not otherwise beheard—is a central part of our strategy. That is why ourcommitment to diversity, equity, and inclusion (DEI) and2020 was a year of reckoning. A devastating pandemic,
the public response to the murders of Black men andwomen like George Floyd, Breonna Taylor, and so manyothers—but these instances did not mean 2020 was

measurable business outcomes as they put theirvalues into action. If we want to raise the bar for humanexperiences, we must continue to center diversity, equity,and inclusion. Only then will we deliver social impact.

an outlier. 2021 brought to the forefront the issue of

I love the name of our corporate social responsibility

AAPI hate, anti-transgender legislation, the continued

program, Momentive Together, because it brings toprevalence of police brutality, and more. It is a sobering

mind the idea of moving in unity to achieve a common

reminder that even as we make strides, there will always

goal. I believe in the idea that learning is an action item—be more progress to be made. Creating an equitable

when you learn about DEI and social impact, that informs

society is a journey where the experiences, high and lows,

your decisions and opens you up to perspectives andAs the first Chief Diversity & Social Impact Officer

are how we learn, grow and see progress. At Momentive,

ideas that might otherwise go unconsidered. As we work

(CDSIO) at Momentive, I have seen firsthand the excellent

we strongly believe that companies must take a stand,

together to build a more just world for the future, I am

groundwork this team has laid in improving its positive

which requires more than empty statements—it requires

proud of the work accomplished so far and am eager tosocial impact. From setting public diversity goals toactions. We take action by utilizing our resources to create

raise the bar even higher.

critical partnerships with organizations like the Eva

a better world: elevating diverse voices and perspectives,

Longoria Foundation, Operation HOPE and LeanIn.org,

committing to global diversity goals and community

I am proud of the work this team does every day. And

work, and measuring human sentiment.

a positive social impact is such a critical part of what we
do. The data you are about to see is an update to our2020 Social Impact Report. Behind the numbers is acompany dedicated to moving the needle in DEI
internally and within our global community.

there is so much more to come.

In partnereship,

As CDSIO, my priority is to showcase how and why DEI

Our corporate relaunch as Momentive is the ideal freshand social impact are part of our core business. Inclusive,

page to start writing our next chapter as a diverse,

diverse, and equitable company cultures are healthier,equitable, and inclusive company. While social impact

more robust, and more productive than others. Better

has always been central to our work as SurveyMonkey,

business decisions are made when diverse leaders with

Antoine Andrews

the relaunch gives us a platform to leverage all of ourdiverse perspectives are included in the decision-making

Chief Diversity and Social

resources (our products, our employees, our customers,

process. Momentive is uniquely positioned to measure

Impact Officer

and our community) to have an even greater impact.

human sentiment with our solutions, a business metric2020 GRI content index update

GRI 102: General Disclosures 2016*
Organizational Profile
DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-1

Name of the organization

Momentive Global Inc. (formerly SVMK, Inc.)

102-2

Activities, brands, products, and services

2020 Annual Report, pp. 4-11

102-3

Location of headquarters

San Mateo, California, USA

102-4

Location of operations

2020 Annual Report, pp. 9-10, 42
Momentive has offices in 7 countries.

102-5

Ownership and legal form

2020 Annual Report, p. 12102-6Markets served

2020 Annual Report, pp. 8, 42

102-7

Scale of the organization

2020 Annual Report, pp. 8, 11, 42, 70
Economic performance, p. 11
Workforce performance, p. 14

102-8

Information on employees and other workers

Workforce performance, p. 14

102-9

Supply chain2020 Annual Report, p. 9-10

102-10Significant changes to the organization and its supply
chain2020 Annual Report, p. 9-10
Momentive has closed offices in Seattle, New York, London, and Sydney. We have also begun implementing
a supplier diversity program including our leadership role with our supplier diversity coalition. We created a
supplier workplace diversity survey in partnership with The Justice Collective and Global Philanthropy Group.
The survey provides insight into suppliers’ diverse business status and commitment to DEI. The survey was
deployed to existing top spend suppliers, new suppliers, and to suppliers with a contract up for renewal. In
2020, 3.3% of our overall spend was to diverse suppliers.

102-11

Precautionary Principle or approach

Protecting the environment, p. 19 (SurveyMonkey 2020 Social Impact Report)
Momentive has applied the precautionary principle in its approach to environmental challenges by adopting
sustainable practices in its facilities. These efforts include the reduction of resource consumption, effective
management of our waste stream, and outsourcing data processing and storage to a provider with industryleading environmental performance.

102-12External initiatives

Pledge 1%
Leadership Now Project
Human Rights Campaign Business Statement on Anti-LGBTQ State Legislation

102-13

Membership of associations

Internet Association
Product Marketing Alliance
Watermark
WIRe (Women in Research)*With the exception of GRI 403 that applies the 2018 version of the GRI Standards, Momentive’s 2020 Social Impact Report Update applies the 2016
version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

4

2020 GRI content index update

GRI 102: General Disclosures 2016*
Strategy
DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-14

Statement from senior decision-maker

CEO letter, p. 1

Ethics and Integrity		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-16

Values, principles, standards, and norms of behavior

Stay curious, p. 4 (SurveyMonkey 2020 Social Impact Report)

Governance		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-18Governance structure

Governance

Stakeholder Engagement		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-40

List of stakeholder groups

Board of Directors
Customers
Employees
Investors
Nonprofits102-41

Collective bargaining agreements

None of our U.S. employees is represented by a labor union or is the subject of a collective bargaining
agreement.

102-42

Identifying and selecting stakeholders

Board of Directors: The Nominating and Corporate Governance Committee of our Board is responsible forboard composition, evaluation, and nominations of new members.
Customers: Users of Momentive products, including both sales-assisted and self-service users.
Employees: All Mometive employees globally.
Investors: Momentive shareholders and potential investors.
Nonprofits: Nonprofit partners identified through an application review and identification review process.

102-43

Approach to stakeholder engagement

All stakeholders groups were engaged as part of our 2020 Materiality Analysis. Regular channels andfrequency for engagement with each stakeholder group include, but are not limited to:
Board of Directors: Quarterly board meetings and conference calls.
Customers: Monthly CX Roundtable, NPS scoring survey, real-time feedback on customer experience.
Employees: Quarterly engagement surveys; annual belonging and inclusion survey; quarterly growth, impact,
and goal (GIGs) conversations with managers; Curiosity Chats with executive leadership team.
Investors: Quarterly earnings materials and conference calls, investor conferences and presentations, investor
meetings, annual meeting of shareholders, SEC filings, investor outreach.
Nonprofits: Ad hoc engagement with current partners, inclusion in materiality process for all current
partners.

*With the exception of GRI 403 that applies the 2018 version of the GRI Standards, Momentive’s 2020 Social Impact Report Update applies the 2016
version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

5

2020 GRI content index update

GRI 102: General Disclosures 2016*
Stakeholder Engagement		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-44

Key topics and concerns raised

Board of Directors: General oversight of the business, including: strategy, operations, crisis and risk
management; social impact and ESG efforts and performance; governance policies.
Customers: Feedback on products, support and help content, and likeliness to recommend Momentive
products and services.
Employees: Employee experience, development opportunities, racial equity, COVID-19 support.
Investors: Company performance.
Nonprofits: Community support through nonprofit partnerships, opportunities with SurveyMonkey
Contribute, leveraging other Momentive resources to support communities, and impact of contributions.

Reporting Practice
DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-45

Entities included in the consolidated financial
statements

2020 Annual Report, p. 12102-46

Defining report content and topic Boundaries

Identifying our strategic focus, p. 5 (SurveyMonkey 2020 Social Impact Report)

102-47

List of material topics

Identifying our strategic focus, p. 5 (SurveyMonkey 2020 Social Impact Report)

102-48

Restatements of informationNone.

102-49Changes in reportingNone.

102-50

Reporting period

This report provides information for the period beginning January 1, 2020 through December 31, 2020, unlessotherwise noted.

102-51

Date of most recent report

December 2020

102-52

Reporting cycle

Biennial

102-53

Contact point for questions regarding the report

Momentive Social Impact Team
Email: momentivetogether@momentive.ai
Mailing: One Curiosity Way, San Mateo, CA 94403

102-54Claims of reporting in accordance with the GRI
Standards

This report has been prepared in accordance with the GRI Standards: Core option.

102-55

GRI content index

GRI Index, p. 4

102-56External assurance

We have not received external assurance for this report.

*With the exception of GRI 403 that applies the 2018 version of the GRI Standards, Momentive’s 2020 Social Impact Report Update applies the 2016
version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

6

2020 GRI content index update

GRI 200-400: Topic-Specific Disclosures 2016*
Environmental
MATERIAL TOPICMANAGEMENT APPROACH CROSS-REFERENCERELEVANT EXTERNAL ENTITIESGRI 302: Energy 2016

Protecting the environment, p. 19 (SurveyMonkey
2020 Social Impact Report)

Customers
Investors

GRI 305: Emissions 2016

Protecting the environment, p. 19 (SurveyMonkey
2020 Social Impact Report)

Customers
Investors

MATERIAL TOPICMANAGEMENT APPROACH CROSS-REFERENCERELEVANT EXTERNAL ENTITIESGRI 403: Occupational Health and Safety 2018

Trust the team, p. 6 (SurveyMonkey 2020 Social
Impact Report)
Make it happen, p. 17 (SurveyMonkey 2020 Social
Impact Report)

Board of Directors
Customers
Investors

GRI 405: Diversity and Equal Opportunity 2016

Trust the team, p. 6 (SurveyMonkey 2020 Social
Impact Report)
Make it happen, p. 17 (SurveyMonkey 2020 Social
Impact Report)

Board of Directors
Customers
Investors
Nonprofits

GRI 413: Local Communities 2016

Make it happen, p. 17 (SurveyMonkey 2020 Social
Impact Report)

Board of Directors
Customers
Nonprofits

GRI 418: Customer Privacy 2016

Acting with integrity, p. 20 (SurveyMonkey 2020 Social
Impact Report)

Board of Directors
Customers
Investors

Social*With the exception of GRI 403 that applies the 2018 version of the GRI Standards, Momentive’s 2020 Social Impact Report Update applies the 2016
version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.

7

2020 GRI content index update

GRI 200-400: Topic-Specific Disclosures 2016*
EconomicTOPIC

DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, EXPLANATIONSGRI 201: Economic Performance 2016**

201-1

Direct economic value generated and distributed

Economic performance, p. 11

Environmental
TOPIC

DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, EXPLANATIONSGRI 302: Energy 2016

302-1

Energy consumption within the organization

Enviromental performance, p. 12

302-4

Reduction of energy consumption

Protecting the environment, p. 19 (SurveyMonkey 2020 Social
Impact Report)

305-1

Direct (Scope 1) GHG emissions

Enviromental performance, p. 12

GRI 305: Emissions 2016

GRI 306: Effluents and Waste 2016**

305-2

Energy indirect (Scope 2) GHG emissions

Enviromental performance, p. 12

305-3

Other indirect (Scope 3) GHG emissions

Enviromental performance, p. 12

305-5

Reduction of GHG emissions

Protecting the environment, p. 19 (SurveyMonkey 2020 Social
Impact Report)

306-1

Waste by type and disposal method

Enviromental performance, p. 12

SocialTOPICDISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, EXPLANATIONSGRI 401: Employment 2016**

401-1

New employee hires and employee turnover

Workforce performance, p. 14

401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

Trust the team, p. 6 (SurveyMonkey 2020 Social Impact Report)

401-3

Parental leave

Trust the team, p. 6 (SurveyMonkey 2020 Social Impact Report)

GRI 403: Occupational Health and Safety
2018

403-6

Promotion of worker health

Trust the team, p. 6 (SurveyMonkey 2020 Social Impact Report)

GRI 404: Training and Education 2016**

404-2

Programs for upgrading employee skills and transition
assistance programs

Trust the team, p. 6 (SurveyMonkey 2020 Social Impact Report)

404-3

Percentage of employees receiving regularperformance and career development reviews

Trust the team, p. 6 (SurveyMonkey 2020 Social Impact Report)

GRI 405: Diversity and Equal Opportunity
2016

405-1

Diversity of governance bodies and employees

Diversity performance, p. 13

GRI 413: Local Communities 2016413-1

Operations with local community engagement,
impact assessments, and development programs

Make it happen, p. 17 (SurveyMonkey 2020 Social Impact
Report)GRI 418: Customer Privacy 2016

418-1

Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data

Momentive (formerly SurveyMonkey) had no material
breaches of customer privacy (unauthorized access, disclosure,or use of customer data) and there were no losses of customer
data in 2020.

*With the exception of GRI 403 that applies the 2018 version of the GRI Standards, Momentive’s 2020 Social Impact Report Update applies the2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.		
**We have reported additional disclosures not related to material topics.

8

2020 SASB table

Software & IT Services Sustainability Accounting Standard 2018*
Environmental Footprint of Hardware Infrastructure		
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

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

Environmental performance, p. 12

TC-SI-130a.2(1) Total water withdrawn,
Environmental performance, p. 12(2) total water consumed, percentage of each in regionswith High or Extremely High Baseline Water Stress

TC-SI-130a.3

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

From 2015 to the end of 2019, Momentive (formerly SurveyMonkey) housed its servers in leased space from
Switch, a data center operator that operates on 100% renewable energy.
In June 2019, we executed a 5-year, $25M agreement with AWS to migrate Momentive's data processing andstorage to AWS's cloud infrastructure, which took effect in 2020. AWS has a long-term commitment to use
100% renewable energy. By moving away from on premise infrastructure to the AWS Cloud, Momentive canreduce emissions by up to 88% due to environmental economies of scale.

Data Privacy & Freedom of Expression
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-220a.1

Description of policies and practices relating tobehavioral advertising and user privacy

Momentive, our service providers and/or other third parties that we work with place cookies when users visit
our website and open emails that we send. This is designed to provide our customers with more tailoredmarketing content about our services and/or other services, and to evaluate whether the content is useful oreffective.
For instance, we evaluate which ads are clicked on most often, and whether those clicks lead users to makebetter use of our tools, features, and services. If users do not want to receive tailored ads based on their online
activity, they may “opt out.” This can be achieved by going to YourAdChoices.com, the TrustArc PreferenceManager, or, if located in the European Union, YourOnlineChoices.eu
Opting out in this way does not mean users will not receive any ads; it just means that they will not receive
tailored ads based on their activities and inferred preferences. Privacy Policy - Personalize marketing

TC-SI-220a.2

Number of users whose information is used forsecondary purposes

We only use information from users for the purposes of delivering the services, improving our services andmarketing, and selling our services. We do not view any uses as secondary to these primary purposes as statedin our Privacy Policy: Privacy Policy - How we use the information we collect

TC-SI-220a.3

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

There were no legal proceedings associated with customer privacy in 2020.

TC-SI-220a.4(1) Number of law enforcement requests for user
information, (2) number of users whose information
was requested, (3) percentage resulting in disclosureThis information is confidential and Momentive does not disclose it.

TC-SI-220a.5

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

Momentive does not have material presence in any country where our core products or services are subject tothese requirements. Momentive uses industry standard automated abuse monitoring technologies for specificabusive practices on our platform but Momentive does not actively block, filter, or censor information on ourplatform, unless it becomes explicitly aware of an infraction under our Acceptable Use or Anti-Spam Policies:
Acceptable Uses Policy
Anti-Spam Policy*Momentive’s 2020 Social Impact Report Update applies the 2018 version of the Software & IT Services Sustainability Accounting Standards; “2018” refers to the Standards issue date, not the date of information
presented in this report.		

9

2020 SASB table

Software & IT Services Sustainability Accounting Standard 2018*
Data Security
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-230a.1(1) Number of data breaches, (2) percentage involving personallyidentifiable information (PII), (3) number of users affected

Momentive does not publicly disclose this information.

TC-SI-230a.2

Description of approach to identifying and addressing data
security risks, including use of third-party cybersecurity standards

Acting with integrity, p. 20 (SurveyMonkey 2020 Social Impact Report)

Recruiting & Managing a Global, Diverse & Skilled Workforce		
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-330a.1

Percentage of employees that are (1) foreign nationals and (2)located offshore

Momentive does not collect nationality information from our employees so this information isunavailable.

TC-SI-330a.2

Employee engagement as a percentage

The overall Momentive engagement score is 77. We took the 1st of 2 Core Engage surveys in Q1 thisyear. The second Core Engage survey will be in Q3. We eliminated the Q2 Workforce HappinessIndex (WHI) survey, and will take the next WHI survey in Q3.

TC-SI-330a.3

Percentage of gender and racial/ethnic group representation for(1) management,(2) technical staff, and(3) all other employees

Diversity performance, p. 13

Intellectual Property Protection & Competitive Behavior
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-520a.1

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

There were no legal actions for anti-competitive behavior, anti-trust, or monopoly practices in 2020.

Managing Systemic Risks from Technology Disruptions
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-550a.1

Number of (1) performance issues and (2) service disruptions; (3)total customer downtime(1) performance issues: None(2) service disruptions: Momentive systems and services were available 99.90% of the time monthover-month as published to our customers.
(3) total customer downtime: None

TC-SI-550a.2

Description of business continuity risks related to disruptions ofoperations

2020 Annual Report, pp. 13, 18-20
In 2020, Momentive successfully completed the annual ISO/IEC 27001:2013 certification review. Oneof the requirements for compliance is the disaster recovery standard and testing, which is describedin our Security Statement.

SASB CODE

ACTIVITY METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-000.A(1) Number of licenses or subscriptions, and (2) percentage cloud
based(1) Licenses or subscriptions: 12 product lines(2) percentage cloud based: 20%

TC-SI-000.B(1) Data processing capacity, (2) percentage outsourced(1) Data processing capacity: 200 terabytes(2) Percentage outsourced: 100%

TC-SI-000.C(1) Amount of data storage, (2) percentage outsourced(1) Amount of data storage: 87 terabytes(2) Percentage outsourced: 100%

*Momentive’s 2020 Social Impact Report Update applies the 2018 version of the Software & IT Services Sustainability Accounting Standards; “2018” refers to the Standards issue date, not the date of information
presented in this report.		

10

2020 Performance data		

Economic performance
Financial performance1
REVENUE (IN THOUSANDS, USD)

2020

2019

2018

2017

2016

375,610

307,421

254,324

218,773

207,295

REVENUE BY REGION (%)

2020

2019

2018

2017

2016

United States

65%

65%

64%

65%

64%

International

35%

35%

36%

35%

36%

Total revenue

COST OF REVENUE (IN THOUSANDS, USD)

2020

2019

2018

2017

2016

83,91776,524

77,982

62,67967,755

2020

2019

2018

2017

2016

373,274

297,340

302,835

176,896

174,043

Research and development

112,989

90,545

106,188

53,66037,985

Sales and marketing(2)(3)

172,376

123,573

95,78373,51173,970General administrative

87,90983,28897,33947,94036,832

-

(66)

3,525

1,785

25,256

INCOME TAX

2020

2019

2018

2017

2016

Provision for (benefit from) income taxes (In thousands, USD)

1,179

(2,779)148(16,047)

4,704

Effective income tax rate

(1)%

4%

-

40%

(7)%

NET INCOME (IN THOUSANDS, USD)

2020

2019

2018

2017

2016

(91,581)(73,859)(154,740)(24,010)(76,350)

Total cost of revenue(2)(3)

OPERATING EXPENSES (IN THOUSANDS, USD)

Total operating expenses
2

2

Restructuring

Net income (loss)

1For years ended December 31.
2Includes stock-based compensation.
3Includes amortization of acquisition intangible assets.

11

2020 Performance data		

Environmental performance*
ENERGY CONSUMPTION* (GIGAJOULES)

2020

2019

2018

2017

2016

9,043.7

2,954.2

2,722.8

2,879.1

2,552.8

Non-renewable energy consumption

8,803.3

2,312.1

2,208.6

2,544.3

2,255.1

Electricity

7,734.1

1,868.0

1,807.3

1,875.3

1,909.3

1,469.2

444.1

401.3

669.0

345.8

240.4

360.2

379.8

334.8

297.7

-

360.2

379.8

334.8

297.7

Total energy consumption

1

1

Fuel
Renewable energy consumption

1

Hydroelectric

WASTE DISPOSAL (METRIC TONS)1

2020

2019

2018

2017

2016

Total waste disposal

242.8

5281.05288.05261.0-Landfill

95.8

1924.01925.01913.0-Recycling/composting

145.8

3357.03363.03348.0-

WATER1

2020

2019

2018

2017

2016

Total water consumption (thousand m3 per year)

6.9

10.9

9.3

2.3

2.7

Total water withdrawal (thousand m3 per year)

-

7.2

7.0

-

-

54.4

28.3

27.3

-

-

Water intensity (thousand m3 per million dollars of revenue)

GREENHOUSE GAS EMISSIONS2

2020

2019

2018

2017

2016

Total absolute emissions (thousands of metric tons of CO2e)174.4

1715.91061.2

846.9

172.0

Scope 1 (natural gas, diesel, propane, refrigerants, gasoline)

34.2

22.0

20.0

34.0

17.0

Scope 2 market-based (purchased electricity and heating)

137.8

151.0

147.0

152.0

155.0

Scope 3 (air travel and rental cars)

254.0

1528.9

893.2

660.9

-

*Dashes indicate where data was not available.
1This data does not include data for all Momentive offices. Data coverage varies year to year.
22018-19 figures include data from our Dublin office that could not be broken out by scope.

12

2020 Performance data		

Diversity performance
Racial/ethnic compositionof U.S. workforce and
Board of Directors1

AMERICANINDIAN/ALASKA
NATIVE

U.S. WORKFORCE (%)

2020

2019

Total U.S. workforce

0.2%

0.3%

Regular

0.2%
0%

Fixed-term

2020

HISPANIC/LATINO

2020

2019

2020

2019

2020

2019

NOT SPECIFIED

2020

2019

27%

28.6%

4.4%

2.9%

7.7%

7.8%

0.6%

0.4%

4.7%

3.9%

53.6%

54.8%

1.9%

1.3%

0.3%

27%

28.6%

4.4%

2.9%

7.7%

7.8%

0.6%

0.4%

4.7%

3.9%

53.6%

54.8%

1.9%

1.3%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

2019

2020

2019

2019

2020

2019

2020

2020

2019

0.2%

0.3%

28.7%

30.5%

3.5%

2.8%

7.7%

8.3%

0.7%

0.6%

4.9%

4%

52.4%

52.4%

1.9%

1.1%

Regular

0.2%

0.3%

28.7%

30.5%

3.5%

2.8%

7.7%

8.3%

0.7%

0.6%

4.9%

4%

52.4%

52.4%

1.9%

1.1%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

U.S. WORKFORCE: MALE (%)

2020

2019

2020

2019

Total U.S. workforce

0.2%

0.3%

25.6%

26.8%

5.3%

3%

7.7%

Regular

0.2%

0.3%

25.6%

26.8%

5.3%

3%

Fixed-term

0%

0%

0%

0%

0%

0%

BOARD OF DIRECTORS (%)

Board of Directors

2020

0.0%

2019

0.0%

0.0%

2019

2020

2019

0.0%

20.0%

20.0%

OVER 50YEARS OLD

Age composition of workforce1
EMPLOYEE CATEGORY (%)

2020

2020

2019

2020

2020

2019

2020

2019

7.3%

0.4%

0.3%

4.3%

3.8%

54.8%

57.0%

1.7%

1.5%

7.7%

7.3%

0.4%

0.3%

4.3%

3.8%

54.8%

57.0%

1.7%

1.5%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0.0%

2019

0.0%

2020

0.0%

2019

0.0%

2020

0.0%

UNDER 30YEARS OLD

2019

2020

2019

0.0%

80.0%

80.0%

2020

2019

2018

2020

2019

2018

2019

2018

7.1%

6.4%

5.6%

63.1%

66.1%

64.5%

29.8%

27.5%

29.9%

0%

0.0%

0.0%

Fixed-term

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

2019

2018

2019

2018

0.0%

0.0%

10.0%

10.0%

2020

2019

2018

2020

2019

2018

Board of Directors

60.0%

30.0%

30.0%

40.0%

60.0%

60.0%

For years ended December 31.

2020

0.0%

2020

0.0%

2019

2019

0.0%

NOT
DECLARED

Regular

BOARD OF DIRECTORS (%)

2020

2019

2019

30-50
YEARS OLD
2018

2020

2020

2020

2019

2019

2019

2020

2019

2020

2020

Total U.S. workforce

2020

2019

2019

WHITE

2019

2020

2020

TWO OR MORE
RACES

U.S. WORKFORCE: FEMALE (%)

Fixed-term

1

BLACK/AFRICANAMERICAN

ASIAN

NATIVEHAWAIIAN/
OTHER PACIFICISLANDER

2020

2020

0.0%

13

2020 Performance data		

Workforce performance
Workforce breakdown by gender1
EMPLOYMENT CONTRACT
Permanent (employees)

TOTAL
2020

MALE
2018

2020

FEMALE

2019

2018

2020

2019

NOT DECLARED
2018

2020

2019

2018

1,373

1,108

866

755

616

487

611

491

375

7

1

4

0

0

0

0

0

0

0

0

0

0

0

0

Temporary (contingent workers)

EMPLOYMENT TYPE

2019

2020

2019

2018

2020

2019

2018

2020

2019

2018

2020

2019

2018

Full-time

1,368

1,105

855

754

615

485

607

489

366

7

1

4

Part-time

5

3

11

1

1

2

4

2

9

0

0

0

EMPLOYEE CATEGORY
RegularFixed-term

EMPLOYEE AGE GROUP

2020

2019

2018

2020

2019

2018

2020

2019

2018

2020

2019

2018

1,330

1,080

852

737

595

483

587

485

365

6

0

4

43

28

14

18

21

4

24

6

10

1

1

0

2020

2019

2018

2020

2019

2018

2020

2019

2018

2019

2020

2018

Under 30 years old

440

318

290

218

165

140

221

153

147

1

0

3

30-50 years old

857

731

532

499

422

321

352

308

210

6

1

1

Over 50 years old

76

59

44

38

29

26

38

30

18

0

0

0

Not declared

0

0

0

0

0

0

0

0

0

0

0

0

WORKFORCE BY REGION

2020

2019

2018

2020

2019

2018

2020

2019

2018

2020

2019

2018

United States2

892

746

659

466

395

366

424

351

293

2

0

0

Rest of world

481

362

207

289

221

121

187

140

82

5

1

4

Percentage of female employees1
2020

2019

2018

2017

2016

Companywide

44.5%

44.3%

43.3%

44.2%

44.8%

United States

47.5%

47.1%

44.5%

44.8%

44.4%

International

38.9%

38.7%

39.6%

41.9%

46.3%

1

For years ended December 31.

2

There are no fixed-term workers in the U.S. workforce, so only regular employees are included. 		

14

2020 Performance data		

Workforce performance
EMPLOYEETURNOVER

Employee turnover and rate(1)(2)
2020

2019

EMPLOYEETURNOVER RATE
2018

2020

New employee hires(1)(3)

2019

2018

Voluntary (absolute)

156

202

156

12.4%

19.7%

19.9%

Involuntary (absolute)

47

45

19

3.7%

4.4%

2.4%

Total (absolute)

203

247

175

16.0%

24.1%

22.3%

2020

2019

2018

TURNOVER BY REGION

2020

2019

2018

United States

151

200

144

74.4%

81.0%

82.3%

International

52

47

31

25.6%

19.0%

17.7%

TURNOVER BY GENDER

2020

2019

2018

2020

322

2019

2018

United States

60.1%

59.4%

74.5%

International

39.9%

40.6%

25.5%

NEW EMPLOYEE HIRES BY GENDER

2020

2019

2018

Female

44.4%

42.4%

44.1%

54.7%

57.5%

55.9%

Not declared

0.9%

0.2%

0.0%

77

41.9%

32.4%

44.0%

Male

118

155

98

58.1%

62.8%

56.0%

Not declared

0

12

0

0.0%

4.9%

0.0%

2018

2020

625

Male

80

2019

NEW EMPLOYEE HIRES BY REGION

338

2018

2018

85

2020

Total (absolute)

2019

2019

FemaleTURNOVER BY AGE GROUP

2020

NEW EMPLOYEE HIRES BY AGE GROUP

2020

2019

2018

Under 30 years old

49.7%

35.5%

35.7%

2020

2019

2018

30-50 years old

45.6%

57.6%

60.6%

Under 30 years old

72

79

69

35.5%

32.0%

39.4%

Over 50 years old

4.7%

4.0%

3.7%

30-50 years old

118

142

101

58.1%

57.5%

57.7%

Not declared

0.0%

2.9%

0.0%

Over 50 years old

12

13

5

5.9%

5.3%

2.9%

Not declared

1

13

0

0.5%

5.3%

0.0%

For years ended December 31.

1

Data represents Regular employees only.

2
3

Data represents Regular and Fixed-Term employees only.

15

2020 Performance data		

Philanthropic giving
PHILANTHROPIC GIVING (USD)1,2

2020

2019

2018

2017

2016

Total giving$902,747$1,324,328$1,864,396$2,185,651$2,382,922

Momentive Together$165,260$10,364$14,045$17,971$8,639SurveyMonkey Contribute$785,096$884,286$1,705,250$2,108,386$2,324,292

Matching gifts$433,417$76,383$63,083$59,294$49,991

License and software donations (retail value of licenses)$527,650$353,295$82,018$-$-

EMPLOYEE CONTRIBUTIONS
Employee giving (USD)
Employee volunteer hours

2020

2019

2018

2017

2016

$370,982$76,383$63,083$59,294$49,991

624

973

569

544

406

For years ended December 31.

1

Rounded to the nearest dollar.

2

16

2020
Social Impact
SocialReportImpact
Report2020

Contents
Make it happen......................... 17
01 CEO letter.................................. 3 07 Social
equity and community
curious.............................. 4
02 Stay
About SurveyMonkey......................4

our
03 Identifying
strategic focus.......................... 5
the team........................... 6
04 Trust
Employee health and safety.......... 6
Talent management andemployee engagement................... 7

for equality....................10
05 StandDiversity, inclusion,and belonging................................. 10

engagement.....................................17

Protecting the environment.....19
08 Energy
and emissions
management................................... 19
Facilities and waste
management................................... 19

About this report
This report has been prepared in accordance with
the GRI Standards: Core option. We also disclose
metrics in alignment with the Sustainability
Accounting Standards Board’s (SASB) Software& IT Services sector standard. We have included
information from across SurveyMonkey’s global
operations, and all information is provided forthe fiscal year ended December 31, 2019, unlessotherwise noted.

with integrity............... 20
09 ActingCorporate governance..................20
Data privacy and security.............21
23
10 Appendix.................................
GRI content index..........................24
SASB table.......................................29
Performance data...........................31

for customers............14
06 Innovate
Providing unbiased research....... 14
Customer satisfaction....................15

2

Our mission is to power the curious.
We know that asking the right questions is the first step toward building a better world—but in thistime of unprecedented challenges, it seems there are more questions than ever before.

Zander Lurie
Chief Executive
Officer

The COVID-19 crisis is challenging every organization on every
continent. Much of the world is in isolation from human contact.
The depth and duration of the current economic recession is
uncertain—so, too, are the effects on our employees’ livelihood andwellbeing. We have leveraged our platform to support the needs ofour stakeholders—from creating new measures to ensure our Teamstays safe, healthy, and supported in their new work arrangements,
to launching resources that enable our customers to get the
feedback they need to make critically important decisions.
The killings of Black men and women like Breonna Taylor, Ahmaud
Arbery, Tony McDade, George Floyd, and the growing racial justice
movement around the world have further exposed systemic racism.
Now more than ever, there is a sense of urgency for companies
to step up in creating a more just society for everyone. At
SurveyMonkey, we are on a journey to become anti-racist, creating
an organization that is more diverse, equitable, and inclusive—aplace where everyone can do the best work of their lives. And in the
broader world, we’re advocating for racial justice in society at large
and will continue to be outspoken advocates.
Our response to these events reflects the values that guide ourcompany—not simply in moments of crisis, but every day. In this,
our inaugural Social Impact Report, we have outlined the progress
we are making as well as the areas where we need to do better. Ournotable achievements to date include:•

We continued to invest in data privacy and security,
implementing a comprehensive security framework thatprioritizes the needs of our customers.

•

We added new benefits to our benefits package to better
address our employees’ needs, and we reimagined the way our
performance reviews are conducted to create a culture thatembraces the growth mindset and delivers on our employee
value proposition.

•

We set public diversity goals and conducted our biennial
gender and ethnicity pay equity study.

•

We partnered with the Justice Collective to analyze ourdiversity, equity, and inclusion (DEI) practices, provided antiracist training to all employees, and continued to build ourstrategic approach to DEI.

•

We launched our vendor diversity program.

•

We partnered with nonprofit organization LeanIn.Org to highlightbarriers for women’s achievement in the workplace and beyond.

•We’ve donated more than $15 million in nonprofit donations
via SurveyMonkey Contribute as an ongoing effort since its
inception in 2011, and more than $300,000 through our Team
Gives Back program and racial justice double matching initiative.

These are challenging and uncertain times, but I feel confident thatas a company and community, we can change what’s possible—andtransform our teams, organizations, and the world for the better.
My confidence comes from the SurveyMonkey Team—people witha shared commitment to our vision: To raise the bar for humanexperiences by amplifying individual human voices.
We will overcome the challenges we face and create a moresustainable, equitable, and just society. There has never been abetter time for all of us to not only imagine the future we want tocreate, but to start building it together.
Stay curious,

Zander Lurie, CEO

3

About SurveyMonkey
SurveyMonkey (Nasdaq: SVMK) is a leader in agile software solutions forcustomer experience, market research, and survey feedback.

Stay curious

Founded in 1999 and based in San Mateo, California, SurveyMonkey’s
employee base throughout North America, Europe, and Asia Pacific is
dedicated to powering the curious.

Curiosity is our superpower.
We embrace a growth mindset,
we take risks, and we learn
from the outcomes.

Our vision, mission, and values
Our vision is to raise the bar for human experiences by amplifying
individual voices. This vision guides every decision we make—whether it’s
about our products, policies, or culture.
Our mission is to power the curious. We enable organizations around theworld turn feedback into action, fueling their ability to grow and innovate.
We know that asking the right questions is the first step toward building
a better world, and we believe in equality and in elevating all voices—
especially the ones that might not otherwise be heard. We believe that byharnessing the power of feedback we can change what’s possible—andtransform our teams, organizations, communities, and the world into
better, brighter futures.
At SurveyMonkey, we’re devoted to supporting the curious and inspiring
their growth. Our workplace is collaborative and inclusive, a place where
curiosity is celebrated. We move with the agility of a startup but enjoy theperks of being an industry leader. As an organization, we want to make apositive impact that extends far beyond our office doors. From fundraisingfor global charities to helping our local communities, we know the easiest
way to live in a better world is to start building it.
Our core values are our guiding principles for how we operate day-to-day.
We use them to make business decisions, define our culture, and measure
our success. We developed them with the best interests of our customers,
employees, and community in mind and pursue them relentlessly every day.

•
•
•
•
•

Stay curious
Innovate for customers
Make it happen
Trust the teamStand for equality

SurveyMonkey
at a glance*
Founded in 1999
IPO in 2018
Headquarters
San Mateo, CAUSA
10 officesin 7 countries
worldwide
Over 17 million
active users
335K
organizational
domains
20 million questions
answered daily$307.4M in
FY19 Revenue*As of December 31, 20194

Identifying ourstrategic focus
Our environmental, social, and governance (ESG)
priorities are aligned with what our key stakeholders
care about most.
SurveyMonkey conducted its first materiality analysis in 2018. The ESG priorities we
identified are essential to our business success and reflect the topics of highest concern
to us and to our stakeholders.
In spring 2020, we completed our second materiality analysis. As part of this process,we not only engaged our stockholders, customers, and board members, we also engaged
our Team to ensure that our priorities continue to align with current stakeholder
expectations, market trends, and business risks and opportunities. We hosted 4 virtual
focus groups with representatives from all offices, job levels, and departments. The
findings from both the analysis and focus groups confirmed our strategic focus aroundthe following material issues:• Providing unbiased research

Our materiality matrix• Customer satisfaction

Customer satisfaction

Attracting, developing, rewarding, and retaining employees
Business conduct, ethics, and compliance

Diversity, inclusion, and belonging
Waste management

Climate change and the environment• Energy and emissions management• Social equity• Data privacy and security• Employee health and safety

IMPORTANCE TO STAKEHOLDERS• Diversity, inclusion, and belonging

Company financial performance

Data privacy and security

Providing unbiased research

Human right protections
Energy and emissions management
Career development and growth
Water consumption
Social equity
Ethical conduct and operations
Encouraging employees to volunteer
Affordable quality education for all

Methods
Social impact

Community engagement
Speaking up for those without a voice

Employee wellness and wellbeing

Innovation

Donating money

Business continuity

Responsible sourcing

Free and open internet

Using technology responsibly

Serving as a thought leader and sharing our opinions

Reducing poverty and hunger

Employee health and safety

Operating cost effectively while continuing to provide high quality products
Business growth
Employee engagement
Addressing homelessness

Inclusive and responsible marketing
Encouraging employees to donate money

Influencing public policy

Accessible, usable, and inclusive products

Creation and protection of intellectual property
Encouraging use of public transportation
Animal rights protections

IMPACT TO COMPANY

5

Trust the team
We succeed as one global team. We are accountable to one another,value opinions, and communicate with clarity and kindness. We prioritize
health and support one another.
Employee health and safety
We take pride in providing our employees a safe and supportive work environment that empowers themto stay curious, be authentic, fulfill their passions, and balance work goals with life goals.

Employee benefits
When it comes to providing our Team with perks, our goal is to ensure a sense of belonging
and genuine growth for employees.
Our team benefits include:•

A first-class benefits package offering comprehensive medical, dental, and vision plans•

Fertility and family planning benefits•

Mental and emotional health resources•

401k retirement plans•

Equity plan and stock purchase program to promote a sense of ownership•

Life and disability insurance•

Paid time off•

Food and snacks in the office•

16 weeks of paid parental leave for moms and dads•

Extended bereavement leave•

4 paid weeks off to celebrate an employee’s fourth work anniversary•

Employee donation matching programs•

Fitness reimbursement•

Free access to financial advice and legal services

6

Listening to create a better experience for our team and beyond
It’s no surprise that at SurveyMonkey, we use our survey platform in all areas of the business, including as a tool to help shapethe employee experience. Every year during our annual benefits enrollment, we ask our employees for feedback on the benefits
and perks we offer. We listen and respond to their needs, investing broadly in their ideas. For example, feedback is the reason werecently added fertility and mental health benefits, as well as decreased the cost to employees of their healthcare premiums.
This feedback is also the reason we ensured that our contractors have access to similar benefits to our employees. We received
a great question in the benefits survey: Do our janitorial services workers have access to the same great benefits that we do?
This question ignited our curiosity and we set out to answer it. What we found was that these workers weren’t receiving benefits
at nearly the level as the SurveyMonkey team. And the reason wasn’t entirely financial.
The challenge for our vendor was navigating the complicated employee benefit landscape with a language barrier. Once weunderstood the challenge, we mobilized our resources. We enlisted the help of translators and SurveyMonkey’s own benefits
broker who worked pro-bono to develop an improved framework for our vendor partners for health benefits, personal time off,
and transportation. Ultimately, we arrived at a standard that’s not only better aligned to what we offer our employees, butalso sits in the top tier of each of our vendors’ industries.
Keeping employees safe during COVID-19
At the start of the global pandemic in spring 2020, we responded quickly based on the credible information we were tracking fromthe CDC and the WHO. We increased our office cleaning schedule, reduced business travel, and encouraged hand washing.
The next wave of decisions we faced were much more drastic and required the prioritization of resources to support our employees
through an unparalleled period of history. For those decisions, we wanted to bring our own employees’ voices into our decisionmaking process—and that’s where our anonymous Coronavirus leadership check in template came in. The survey had dual benefits it made them feel heard and gave them a chance to weigh in on the support they needed most. Our customers have since deployedthat same template hundreds of times as a way to connect with their own employees throughout the pandemic.

Talent management and employee engagement
We put our team’s success at the heart of everything we do. SurveyMonkey strives for a workplace culture where everyone feels
engaged and inspired each day. We want to be a place where the curious come to grow and do the best work of their lives.

Employee learning anddevelopment

We are proud of the culture we’ve built. We start at a fundamental level by creating a work environment where everyone can thinkcreatively, have fun, and achieve personal growth. Through unique and varied opportunities, employees can craft their own careergoals and develop their personal and professional skills.
Learning on-demand
Through our Learning Hub, our Team is empowered to proactively take charge of their careers. The Hub enables employees to tap
into learning on-demand by completing self-guided and instructor-led courses, such as:•

2,000+ career growth and professional development courses•

Functional and compliance training courses•

SurveyMonkey product training courses

7

We also offer opportunities to attend workshops, online courses and conferences, obtain certifications, seek mentorship
opportunities, set goals, and purchase learning resources.
Leaders at SurveyMonkey can be invited to participate in leadership development opportunities like the Leadership Consortiumor the BetterManager program.
Reimagining performance reviews
When we surveyed our Team to understand how our current performance review practices impact the career experience, one
finding stood out: our employees wanted more consistent feedback and more opportunities to learn and grow.
From that feedback, we reimagined performance reviews and launched GIGs—or Growth, Impact, and Goals. Prior to a GIG
meeting with their managers, employees are encouraged to answer questions that focus on the impact the employee has madeon the team, organization, product, or culture, and what they can do to have a greater impact and further their career goals in
the quarter ahead. These meaningful conversations happening at regular intervals have resulted in greater alignment between
employee and manager. Together, they’re able to set stretch goals that further the employee’s career and empower them tomake a greater impact.
Six months after launching GIGs, we began phase 2, providing survey templates designed to help employees get comfortableasking for, and providing, feedback. We also created templates for peer and manager feedback.
In 2019, we began feedback training with SurveyMonkey’s in-house instructors. These workshops help employees understandand practice how to ask for, give, and receive impactful feedback.

Calibrate
Promo
Rewards

Goals
ImpactGrowthconuous feedbnit

GROWTHIMPACT

Tracking our progress over time
Quarterly
Goals
ImpactGrowth

k
ac

co
n

Goals
ImpactGrowthuous feedb
tin

k
ac

Quarterly

A diagram of our GIG performance review model
By talking quarterly, employees can more quickly course
correct, speed their learning curve, and iterate on theirimpact and goals to align with changing priorities.

Quarterly

Year-end

Quarterly
Goals
ImpactGrowthMid-year
Calib
Promo

The results speak for themselves—our internalsurveys show 95% of employees say they arein sync with their managers on their impact,
and 80% feel aligned on goals for the next
quarter. According to one employee, “I muchprefer GIGs to the annual evaluation cycle.
Having it framed as a guided conversation takes
a lot of stress and pressure off. I can now thinkbetter and evaluate myself better.”8

Employee engagement

At SurveyMonkey, we believe curiosity inspires creative thinking, collaborative problem solving, and ultimately drives
innovation. We engage our employees to determine what’s working, what’s not—and why. And we don’t just ask for feedback
once a year. We check in regularly so that we build an ongoing dialogue with the people who matter most to us about theissues that matter most to them.
Engagement at every point in the employee lifecycle
We embed survey touchpoints at every point in the employee lifecycle—attraction, recruitment, onboarding, development,
retention, and separation—to collect feedback, extract insights, and positively shape the employee experience in a way thataligns with what our team wants.
We deploy quarterly employee engagement surveys and have started deploying surveys in more categories—belonging,candidate satisfaction, benefits and perks, COVID-19, and our office design. The results affect our decisions and our ability
to better understand our team.

“The connection between feedback and insight has
always been really strong and we’ve been extending
the feedback into more categories.”
Becky Cantieri, Chief People Officer

Achieving a sustainable work-life balance
There was a time when most employees considered work and “life” to be 2 separate things. But in the modern,technologically connected world, the lines between these 2 elements have blurred. We are committed to prioritizing
health, and we take that to heart. We strive to create a work environment that provides employees with a lifestylethat’s fulfilling and sustainable.

SurveyMonkey is a great place to work
Great Place to Work® and FORTUNE recognized SurveyMonkey as one of
the 2019 Best Workplaces in Technology. SurveyMonkey took the #16 spot
on the list.

9Stand for equality
We champion diversity and welcome individuality.
Together, we create an equitable workplace where each
person can truly belong and do their best work.
Diversity, equity, and inclusion
At SurveyMonkey, our goal is to create an environment where everyone—no matter
their background—can succeed. With the strong support of our CEO and leadership,
and true passion from our employees, we strive to be an industry leader and createa culture that represents our values.

Building a stronger company
Our Diversity, Equity, and Inclusion program has 3 main aspirations:

Building diverse, equitable,
and inclusive communities:

Measuring inclusion
with data:

Cultivating equity
through wellness:

To truly deliver for our customers, our teamneeds to reflect the communities we serve.
We believe in equal rights, equal pay, andequal opportunity within our workplace andin the broader communities where we live
and work. We will actively advocate against
actions—both internal or external—that
conflict with these values.

The benefits of building a workforce that’s
not just diverse but also inclusive are clear.
At SurveyMonkey, we want employees tobring their full and authentic selves to work
every day. We believe inclusion should bemeasured and actively cultivated, and knowthat understanding the lived experiences ofour employees and giving them a voice helps
build a true sense of belonging.

We take pride in providing our employeeswith a supportive work environment thatempowers them to balance work goals withlife goals. We provide 16 weeks of parental
paid leave and extended bereavement leave.
We also provide our benefits not only to
full-time employees but also to vendors
and contractors.

10Delivering on ourcommitment

Our commitment to fostering a diverse, equitable, and inclusive
workplace is unwavering. We are proud of our progress todate but want to do more, which is why we are putting a stakein the ground and setting short and long-term goals for the
representation of women and people of color on our team.
And because we know that no workplace can be truly diverse,
equitable, and inclusive without recognizing our employees
who identify as non-binary or gender non-conforming, our 2024
goal is to achieve gender parity for males and females in our
workplace, while also including representation from the gender
non-conforming and non-binary community.

2019

2020

15%

2024

4%

17%

29%

44%

22%

31%

34%

46%

48%

FemaleUnder represented minorities

Female (technical)

Non-binary

In the last year, we’ve made great progress in our efforts to close the gender gap. Today, 45% of our overall global workforce
is female, and in the last year, female representation in technical roles at SurveyMonkey grew by 6 percentage points to 30%.
Similarly, the number of females in leadership roles grew by 4 percentage points to 32%.

Year-over-year increases of women in roles across the company (Percentage Points)+2%

Overall+4%

Leadership

+6%

Tech

+6%

Non-Tech

We have more work to do on the ethnic and racial diversity front and are creating programs to help grow our numbers. While weknow there is room for improvement, we are proud to be moving in the right direction.

Promoting diversity during
recruiting and hiring

Our commitment to diversity, equity and inclusion begins with our recruiting and hiring practices. All candidates are sent a
survey, asking them to answer questions about their experience. We ask about a variety of topics, ranging from friendliness toour articulation of focused effort on diversity, equity, and inclusion. The results of these surveys are used to further tailor our
recruiting and hiring process, as well as train our managers.
Our Talent Acquisition team supports efforts to advance SurveyMonkey’s diversity goals. In 2020 alone, we:•Invested in a new screening tool to analyze job postings for bias.

•

Created a dedicated sourcing team that specializes in hiring for diversity.

•

Expanded of our referral bonus program to further incentivize our employees to help us achieve better diversity.

•

Launched a pilot hiring program that would require at least 1 female and 1 candidate from an underrepresented
racial group to be interviewed for every open role.

•Instituted the Diversity First rule for hiring at the director-level and above, meaning that we focus only on
diverse candidates for the first 30 days of the hiring process.

In 2019, we began integrating bias training into all interview trainings, as well as
dedicating resources and teams to building diversity into candidate pipelines.
11

When it comes to ethnic and racial diversity, we’ve taken steps to address the lack of growth we’ve seen by partnering with
Historically Black Colleges and Universities (HBCUs). In working with HBCUs, we can connect with students interested in working
at tech companies in Silicon Valley and engage them in our internship program. Our intern class of 2020, the first to be 100%
virtual, consisted of 42 interns working across 11 departments and was the most diverse group to date.
We work hard to attract the best talent, and we work hard to retain it. One of the ways we help grow our talent pool and connect
our team with meaningful career opportunities is to deepen our employee-focused partnerships with organizations that serve
underrepresented communities.

Celebrating diversity
and inclusion•

Our partnership with HireMilitary aligns with their mission to connect service members and military spouses with employers
for meaningful careers. Through an internship and opportunity to convert to full-time, SurveyMonkey provides opportunities
to veterans to promote civilian job training for transitioning service members.

•

SurveyMonkey partners with Watermark, the Bay Area’s largest nonprofit organization dedicated to increasing the numberof women in leadership positions. We are proud to be a sponsor of this organization and to provide all SurveyMonkey
employees access to many of their learning and networking resources such as webinars, complimentary event tickets, anda discounted membership.

SurveyMonkey’s diverse, global community of employees brings fresh perspectives to the table. We have dedicated Diversity,
Inclusion, and Impact Groups (DIIGs) that drive locally relevant events, programming, and training to foster an inclusive work
environment in their office and the local community. We currently have 6 of these groups based in San Mateo, California; Portland,
Oregon; New York City, New York, Ottawa, Canada; Dublin, Ireland; and Amsterdam, Netherlands.
We also have Employee Resource Groups (ERGs) to help build community across the globe. These groups are voluntary andemployee-led around a shared interest or common goal, to which individuals formally or informally belong. We provide bonuses
to our ERG leaders as a way to recognize the valuable work completed in addition to their day jobs.
Each of our ERGs have distinct goals tied to SurveyMonkey for Good’s focus areas and/or the business. Above all, they are
dedicated to fostering a diverse and inclusive work environment for everyone. We currently have 7 ERGs:

BUILD

MosaicWomxn in Engineering

UnidosWIN

The Queerious*The logo for CARE, our newest ERG, is not included above.
Our internal programs are pivotal parts of our company culture and important sources of support for our employees andthe business.

12Harnessing the powerof belonging

We believe inclusion should be measured, and actively cultivated. We know that understanding the lived experiences of ouremployees and giving them a voice helps build a true sense of belonging.
In November 2019, we conducted our annual company-wide Belonging and Inclusion Survey, which asks our team to share theirexperiences and perceptions about our culture anonymously. Overall, respondents report high levels of belonging, valuing diverse
opinions, and respect across teams and between managers and direct reports:

Standing for equality

81%

92%

82%

of employees feel likethey belongof employees feel respected andvalued by their direct teammatesof employees feel that diverse
points of view are welcomed

To achieve our aspiration of genuine growth, our employees must be paid equitably for the work they do, regardlessof gender or ethnicity. On a biennial basis, we conduct a formal gender and ethnicity pay study and commit to addressing
any issues. The most recent study was conducted in 2020 and found that all employees were compensated equitably,regardless of gender or ethnicity.
Our work to promote diversity, equity, and inclusion is underpinned by SurveyMonkey for Good’s (SM4G) initiatives andmission to use technology for good. By engaging with local communities and society at large, SM4G provides the platform for
us to champion human rights, empower the voiceless, and create a more inclusive, just, and sustainable world.

“We measure our demographics to understand where wehave gaps and study our inclusion practices to further teardown barriers for our employees and the industry. By creating
an environment that strives to eliminate bias, we can unlock
the true potential of all groups to thrive.”
Zander Lurie, CEO13

Innovate for customers
We grow and innovate right alongside our customers.
To deliver value to them, we listen, we understand, we act—
and we keep at it.
Providing unbiased research
We provide the research that enables informed decision-making and equips professionals with theinsights to shape strong workplaces and build profitable companies.

Our approach to rooting
out research bias

Core to being a survey researcher is looking to identify and root out bias, both in the way questions are asked and the way
answers are framed. Our job is to measure things well—a job we don’t take lightly. Our team of survey methodologists standbehind our data because of 3 core principles that reduce bias:• Scale and Diversity: We talk to people from a broad range of demographic groups.
• Known Sampling: We ask for demographic information on all our respondents, which provides
important context for our results and allows for more sophisticated weighting of our data, making
it more accurate.
• Transparency: It’s our policy to be transparent about our weighting and sampling methods.
The details of our survey methodology are open to anyone. Want to see? Just ask.

Reducing bias inour software

Bias challenges the credibility of all surveys. As a survey tool, it’s important for us to guard against bias to make sure
our customers get reliable results. Over the years, we’ve offered best practices for designing surveys that address
different types of bias in research, such as unbiased wording, structure, and styling. Through our own research, we arecontinually learning about what constitutes bias for different groups of respondents. And we are adapting our tools
and approaches as needed.
For instance, we harness the power of SurveyMonkey Genius and the insights gleaned from millions of surveys tohighlight potential biases and errors in survey questions, responses, and logic. Thanks to AI and nearly 20 years ofmachine learning, SurveyMonkey Genius provides actionable tips and best practices to help customers make smart
improvements, maximize their response rate, and get back data that they can use.

14

Partnering to expose
ongoing barriers towomen in the workplaceand beyond

In 2019, we continued our partnership with LeanIn.Org to explore public awareness of gender bias. In a recent study, we
examined what people think companies, the government, and individuals can do to ultimately reduce the pay gap. In anotherstudy, we explored the lack of access to opportunity women are provided in the workplace. In working with our partners on
mission critical items, it is our goal to showcase what we can do with our scale of respondents to help tell an impactful story.
The opportunity for SurveyMonkey is to help our partners deploy high quality surveys so that, together, we can drive progressin areas that matter, such as public policy, social justice, gender equality, and economic opportunity.

Supporting
our customers’
research

While it’s critical that our stakeholders trust in the validity of the survey research SurveyMonkey conducts as a company,
it’s also important that our customers learn how to conduct unbiased methodologically sound survey research. That’s why
we publish thought leadership content on our blog that aims to teach customers about the science that goes into creatinga high-quality survey.
For example, people often shy away from asking about sexuality and gender in surveys. What if they say the wrong thingor use the wrong term? These are understandable concerns, which is why we share knowledge and best practices from both
our in-house experts and external industry voices.
Additionally, we’ve created a series of guides designed to walk customers through the entire process of running a survey
project suited for specific job functions, including customer feedback; measuring diversity, equity, and inclusion; concept
testing; and content marketing.
Through our thought leadership content, we want to give our customers the confidence to ask the tough questions in orderto get valuable information from their respondents.

Customer satisfaction.

We believe in treating our customers the way they want to be treated—with empathy and incredible service. At SurveyMonkey,
we aspire to create consistently wonderful experiences tailored to customer needs. And to understand what those needs are, we
continue to work on building relationships with our customers to foster trust.

Listening to create
a better customer
experience

We embrace curiosity in every aspect of our business to deliver for our customers. To truly understand their needs, we arecontinually striving to improve how we gather insights to develop new products and how we deliver customer service. In
particular, we continue to reinforce our culture of listening to customers—giving them a seat at the table with the decisions
we make. By prioritizing deep understanding and combining it with our data, we can create comprehensive solutions for abetter customer experience.

In 2019, SurveyMonkey also ranked #1 in Enterprise
Feedback Software Category in the Fall 2019 G2 Grid,and #1 Survey Software Solution by Capterra’s Top
20 Survey Software Report. In 2020, SurveyMonkey
ranked #2 on G2’s Best Software Companies.

15

Our customers can provide feedback on their experience digitally, following a transaction or through a relationship survey in thefollowing ways:••

Real-time feedback on the customer experience: We use
our own product, GetFeedback Digital at key points of theonline customer journey, as customer feedback provided
on the web via GetFeedback Digital helps us to respondin real-time to improve our products and customer
experience.

•

Feedback after a support case is closed: Customers provide
feedback on transactions every time a support case is closed tobetter understand the level of satisfaction.

•

Understanding the likeliness to recommend: All sales-assisted
customers and a subset of self-service customers provide
feedback through an emailed relational net promoter score(NPS*) survey via GetFeedback Direct, which helps us understandtheir likeliness to recommend SurveyMonkey and their level ofsatisfaction with our products.

Helpfulness of the help center content: We also gather
digital feedback in our help center to ensure that the help
content we provide answers our customers’ questions.

*Net Promoter Score is trademarked by Bain & Company and Satmetricx

Our Customer Experience team is dedicated to gathering and sharing customer feedback so we can continue to excel in adapting
to changing customer needs and to keep exceeding our own high standards. We use customer feedback to not only improve
our articles and better answer customer questions, but also to join that feedback with customer attributes and behaviors. For
example, we learned that some customers in their first 90 days were struggling to manage the devices they can use with theiraccount. In these instances, our team can use GetFeedback Digital to pop out access to the “how do I article” for customers intheir first 90 days to proactively educate our customers before a problem arises.

Connecting throughleadership roundtables

With so many organizations turning to SurveyMonkey’s solutions to run their customer experience (CX) programs, we had an
idea: What if we convened a roundtable of senior CX leaders from some of the most admired high-growth organizations in
the world to share stories and best practices?
Founded by SurveyMonkey’s Vice President of Customer Experience and Advocacy, our CX Leaders Roundtable has been
wildly successful. We originally convened 15 CX leaders to meet monthly for honest, practical conversations on a topic relevantto the group. Two months later, the group exploded to 80 participants and 3 roundtables, and the momentum continues to grow.
Feedback ranges from “I’m so appreciative that I’ve found my people” to “We always feel like our conversation could go on forhours” to “I can’t wait for our next session.” This is just another more way that we continue to build relationships withour customers.

Measuring how well we meet customer needs
We send a Net Promoter Score (NPS) survey to all customers tobetter understand how likely they are to recommend SurveyMonkey.
Over the last 3 years, our NPS score has been above 45, which isconsidered “excellent,” according to Bain & Company, the sourceof the NPS system.

100

50

Net Promoter Score Performance
48

47.5

49

SurveyMonkey
Excellent NPS
Good NPS
Poor NPS

0

-50

-100

2017

2018

2019

16

Make it happen
Our customers, colleagues, and community inspire us to compete, win,and give back. We focus, we act with integrity, and we own the results.
Social equity and community engagement
At SurveyMonkey, we believe that by empowering others with data, we can change the world. It’s SurveyMonkey forGood’s (SM4G) mission to unlock the potential of People Powered Data to improve our world and to give everyone a voice.
This idea drives how we do business and inspires our team to do their best work. SM4G accomplishes its mission byempowering local communities, cultivating diversity, equity, and inclusion, and using technology for good.

Empowering local
communities

We are committed to using our products, resources, and time to make our communities better
places for all. The stronger our communities are, the stronger we are. We do this through SM4G’s
signature giving initiatives and service events, including:•Social Impact Fund: Employees can participate in our planned giving through our strategic
giving fund by deciding where the funds should go.

•

Team Gives Back: This program allows the team to give back to the causes and organizations
they care about most. SurveyMonkey matches all contributions up to $1,500 per year
per employee. In 2019, SurveyMonkey donated over $61,000 through employee-matched
contributions.

•

Racial Justice contribution matching: We recently launched YourCause, a platform for
employee giving and volunteering. Through that platform, we have been double matching allcontributions made to racial justice organizations to the tune of over $300,000.

•

Power the Community: Power the Community is our opportunity to show our new employees
our passion for giving back by making it part of our onboarding experience. In 2019, newemployees worked with Hands of Gratitude to build over 100 3D printed prosthetic hands forchildren and young adults in need.

•

Week of Service: During our annual company-wide Week of Service, employees in each officehonor the legacy of our late CEO Dave Goldberg, by volunteering in their communities, engaging
in team-based give-back activities, and making an impact in a way that is meaningful to eachteam member. In 2019, our team volunteered 973 hours and served 29 organizations.

“Every year the events that happen as part of Week of Service have a special place on mycalendar. It’s a fantastic tribute to Dave and a great way to give back across the globe.”

SM4G impact
at-a-glance*$1.9M+ in product discounts(has increased by morethan 100% each year)$15M in non profit
donations via SurveyMonkey
Contribute since 2011
$300K+ in employeematched contributions
to racial equity-focusedorganizations in 2020
3100+ employee
volunteer hours during
Weeks of Service
2015–2020
260 nonprofits thathave received free productlicenses via Listen4Good*As of November 2020

Employee, San Mateo, CA

17

Cultivating diversity,
equity, and inclusion

Using technology
for good

SurveyMonkey is committed to fighting against systemic racism, white supremacy, and the historic oppression of the Black
community. There are 2 ways we are pursuing racial justice: internally within our company and externally in the world at large.
We’re committed to both. Recently, we have:•

Created the cross-functional Racial Justice Task Forceof leaders to develop a long-term strategy for furthering
racial justice at SurveyMonkey and in our broader
business community.

•

Launched a resource page that features free racial equity
resources, including half a dozen survey templates, findings on
the issue from our research team, and a statement reiterating
SurveyMonkey’s commitment to racial justice.

•Engaged The Justice Collective to develop anti-racist
training for the team and help in developing a longer-term
strategy to become a truly anti-racist organization.

•

Complemented our implicit bias and inclusivity trainings withallyship and anti-racism learning resources to help employees
learn without burdening our ERGs or DIIGs.

•

Established an internal Anti-Racism Resources page
which houses resources for managers, BIPOC (Black,Indigenous, People of Color) employees, allies, andcustomer-facing teams.

•

Spearheaded an initiative that brings together over 20 leadingorganizations in requiring diversity, equity, and inclusion
efforts from our largest vendors and partners.

•

Pledged to take action to improve the representation of Black
directors on our Board through the Board Challenge.

We want to use technology to build a better world—to improve the health of institutions, people, and the planet. We believein the power of data to help people solve tough problems and effect change. Our technology and our people, together, power ourability to create impact through data and bring value to customers.
Technology for Good takes this 1 step further. This initiative enables us to use technology—our own and others’—to champion
human rights, empower the voiceless, and create a more inclusive, just, and sustainable world.
•

SurveyMonkey Contribute: Millions of Americans takesurveys to earn dollars for their favorite charities. We
donate 50¢ per completed survey to the nonprofit of theirchoice, totaling over $15 million dollars to date.

•

Pledge 1%: Our surveys help Pledge 1% provide better
resources to the companies willing to donate time, equity,
product, and profit.

•

Listen4Good: Nonprofit organizations receive free
SurveyMonkey licenses as an initiative to collect feedback
from the communities they serve. “Listening” helps
improve their programs and scale their impact.

Empowering youth to move beyond homelessness
In 2019, we partnered with Larkin Street Youth Services, an organization that has helped
empower more than 75,000 youth in San Francisco to transition out of homelessness. Ourcontribution to this organization demonstrates our commitment to supporting organizations
that have a direct impact on our local community. Since 2017, there has been a 10% decreasein youth homelessness in San Francisco, and we know that together we can keep making
progress towards ending youth homelessness.

Protecting the environment
We understand that we have a role to play in minimizing the impact ourbusiness has on the environment, whether directly or indirectly.
Energy and emissions management
SurveyMonkey is committed to an environmentally sustainable future. As we grow, we hold ourselves to a higher standardof stewardship in areas where we have the greatest impact and influence. We push ourselves to operate efficient spaces, use
resources responsibly, reduce waste, and limit our greenhouse gas (GHG) footprint.

Reducing our energy use
and GHG emissions

Across our global footprint—10 offices in 7 countries—we have worked with our landlords to installenergy efficient fixtures in our spaces, including:• Motion sensor lights• Energy saving light bulbs• ENERGY STAR appliances

In addition to our offices, data centers are another contributor to our energy use and GHG emissions. To mitigate the impacts,
we are moving data center operations to the cloud. By storing data with large-scale cloud providers, SurveyMonkey will ultimately
reduce its overall environmental footprint. Large-scale cloud providers use a power mix that is 28% less carbon intense than the
global average, because they use world class facility designs, cooling systems, and workload-optimized equipment.

Encouraging public
transportation

Our team expects SurveyMonkey to be environmentally responsible as part of being a great place to work. As such, we have madethem a part of our emissions reduction strategy by promoting and subsidizing the use of public transportation by our employees
whenever possible.

Facilities and waste management
As we grow and scale, SurveyMonkey is working to implement best practices for managing the impacts associated with ourfacilities. This will help us drive environmental sustainability in the future.

Green building

We look for LEED-certified buildings when we establish a new office. Currently, 3 of our office spaces are in LEED-certified
buildings. We have also retrofitted some spaces with LEED design elements where possible.
We also conserve water using infrared taps, and water efficient faucets.

Waste management

Our waste reduction strategy includes 2 elements—waste reduction and recycling. We divert waste from landfill byrecycling paper, plastic, and glass in all SurveyMonkey facilities. In our Portland and San Mateo offices, the installationof flavored water machines has led to a significant decrease in plastic waste. To date, we have reduced by 40,000 ourconsumption of single-use beverage containers.

19

Acting with integrity
Our values drive our decisions and define our culture.
We use them to measure our success.
Corporate governance
SurveyMonkey is a values-driven organization. Our values are more than just words to make us feel good. They are guiding principles
for how we operate, and they are our expectations for each other and ourselves. These standards also drive the expectations that we set
internally for our team and externally for our partners.

Ethics and compliance

Our commitment to conducting business with honesty and integrity is captured in our Code of Business Conduct and Ethics.
The Code serves as a source of guiding principles and applies to all our employees, officers, and directors, including our chief
executive officer, chief financial officer, and other executive and senior financial officers. We require annual certification thatevery member of our team has received and will comply with the Code.

Board of directors

Our business is managed under the direction of our board of directors, which is currently composed of 10 members, 8 of whom are
independent. Our board is divided into 3 classes with staggered 3-year terms. At each annual meeting of stockholders, a class of
directors is elected for a 3-year term.
In 2018, we achieved equal gender representation on our board—5 women and 5 men—and 20% of our board is comprised of raciallydiverse individuals, including 2 women of color. To further punctuate our commitment to diversity, we became charter pledge
partners of The Board Challenge. As a charter pledge partner, we are among the organizations that already have at least 1 Black
director, playing a critical role in driving visibility around the importance and value of increasing diversity at the boardroom level.
Our board has adopted Corporate Governance Guidelines. These guidelines address items such as the qualifications andresponsibilities of our directors and director candidates and corporate governance policies and standards applicable to us ingeneral. A key function of our board is informed oversight of our risk management process which risks include, among others,
strategic, financial, business and operational, cybersecurity, legal and regulatory compliance, and reputational risks. Our board of
directors does not have a standing risk management committee, but rather administers this oversight function directly through theboard as a whole, as well as through its standing committees that address risks inherent in their respective areas of oversight.
Snapshot of 2020 Directors

Snapshot of 2020 Directors
280%
Independent
Directors
8

Directors

50%
FemaleRace

2Gender

80%
50%
Race
Independent
FemaleDirectors
8
White

50%
Male

20%
Black/African
American80%
Gender

80%

50%
Male

White

20%
Black/African
American20

Data privacy and security
As a data company, privacy and security are 2 of our biggest priorities. As SurveyMonkey expands in the enterprise and internationally,
we are dedicated to continuous privacy and security improvements that benefit our customers. To that end, we take continual, proactive
measures to remain transparent with users, protect all data and keep up with an evolving regulatory landscape.

Governance practices

Our Security and Data Protection Governance Committee works to ensure that data security and data privacy are properly
and clearly linked with the SurveyMonkey’s overall company strategy, that roles and responsibilities are defined and assigned
to the right people, and that privacy and security needs are considered alongside other business priorities.
We take a risk-based approach to both privacy and information security, which keeps our privacy and security controls
and practices relevant to our business and customers. The Security Governance Committee maintains and regularly reviews
and updates our information security policies on an annual basis and our Privacy team conducts quarterly reviews of allinternal data practices with our Data Protection Officer.
•

Our Security Statement demonstrates our commitment to complete transparency by detailing our security practices,which include physical security, compliance, vulnerability management, incident response and breach notification, among
other topics.

•

Our Privacy Basics page and Privacy Notice, which applies to all SurveyMonkey products, details how we handle personaldata, including which information we collect, how we use that information, and with whom we share it. These also offer
information for how users can exercise rights over their data.

Safeguarding the security and privacy of survey responses
As a leading global provider of survey software products, we know that survey-creators place a lot of trust in us. Respondents are
elemental to what SurveyMonkey does as a business and they are crucial for our customers to get the insights they need to makethe right decisions. We both benefit from respondents’ trust, which means both customers and SurveyMonkey must both do ourpart to make sure we keep it.
For our part, we continually strive to comply with our obligations under applicable laws and regulations—whether it’s theEuropean Union’s General Data Protection Regulation (GDPR), the California Consumer Privacy Act (CCPA), or HIPAA’s
requirements for collecting and handling protected health information. But given how important this issue is to our customers
and their respondents, we’re continuing to invest in more initiatives.
Here’s how we’re investing in data privacy and security:•

We’re proactively addressing security vulnerabilities. Our vulnerability management program performs a continuous review
and remediation effort of network equipment, workstations, servers, and applications. And to make sure that each of these
items is secure, we also partner with multiple third parties to perform biannual penetration tests.

•

We’ve carefully chosen hosting providers that adhere to security and technical best practices. Physical security controls at
our data centers include 24/7 monitoring, cameras, visitor logs, and strict entry requirements.

21

•We’re keeping our team informed and responsible. Our entire Team receives annual customer privacy and security trainings
to preserve our high standards. Our comprehensive annual privacy training, required for global regulatory compliance, has amore than 95% completion rate across the organization.

•

We are investing in governance. Both from a technological and an expertise perspective, we have invested in data privacy andsecurity governance in the past year and intend to continue this trend into the next 12 months because we view it as a longterm strategy for our privacy and security maturity.

We recently launched the Privacy Wizard—a new internal privacy impact assessment tool used during the development phaseof each product, service, or feature to assess potential privacy and data protection risks. The Privacy Wizard is designed to
streamline the privacy impact assessment process. This harnesses the power of our own tool SurveyMonkey Apply to collectresponses to privacy questions and facilitate a cross functional review process. This new measure enables us to more efficiently
assess that our products, services, and features and continue to meet stringent data privacy and security requirements.
Protecting sensitive information in the work-from-home era
Like the rest of the world, the recent surge of remote workers has increased the potential for data security risk, prompting
SurveyMonkey to rethink some information security policies protocols. For example, we:•Updated our employee-facing Privacy Notices and Acceptable Use Policy.

•

Deployed a new cloud-based firewall to protect all devices within our virtually protected network.

•

Launched data loss prevention technology to minimize any unintentional disclosure of sensitive data.

•

Launched a new framework for compliance trainings which will provide all of our employees with a focus
on security and privacy respectively for 1 month each year and ensure more focused trainings for thoseteams who really need it.

In 2019, SurveyMonkey achieved ISO/IEC 27001:2013 certification.
In regular person speak, that means that we’ve been recognized for implementing
one of the most comprehensive security frameworks in the world. ISO 27001 covers thelegal, physical, technical, and logical aspects of information security practices.
It reflects positively oh where we store data, how we treat it, and the processes andpolicies we have in place to keep it protected.

22

Appendix

23

2020 GRI content index

GRI 102: General Disclosures 2016*
Organizational Profile
DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-1

Name of the organization

SVMK Inc.

102-2

Activities, brands, products, and services

2019 Annual Report, pp. 4-8

102-3

Location of headquarters

San Mateo, California, USA

102-4

Location of operations

2019 Annual Report, pp. 7, 38
SurveyMonkey has offices in 7 countries.

102-5

Ownership and legal form

2019 Annual Report, p. 9102-6Markets served

2019 Annual Report, pp. 5, 38

102-7

Scale of the organization

2019 Annual Report, pp. 5, 8, 38, 72
Economic performance, p. 31
Workforce performance, p. 34

102-8

Information on employees and other workers

Workforce performance, p. 34

102-9

Supply chain

2019 Annual Report, p. 7

102-10Significant changes to the organization and its supply
chain2019 Annual Report, p. 1
In June 2019, we executed a 5-year, $25M agreement with AWS to migrate SurveyMonkey’s data processing
and storage to AWS’s cloud infrastructure.

102-11

Precautionary Principle or approach

Protecting the environment, p. 19
SurveyMonkey has applied the precautionary principle in its approach to environmental challenges byadopting sustainable practices in its facilities. These efforts include the reduction of resource consumption,effective management of our waste stream, and outsourcing data processing and storage to a provider withindustry-leading environmental performance.

102-12External initiatives

Pledge 1%
CEO Action Network
Leadership Now Project102-13

Membership of associations

Internet Association
Product Marketing Alliance
WatermarkDISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-14

Statement from senior decision-maker

CEO letter, p. 2

Strategy

Ethics and Integrity		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-16

Values, principles, standards, and norms of behavior

Stay curious, p. 4

*	 With the exception of GRI 403 that applies the 2018 version of the GRI Standards, SurveyMonkey’s 2020 Social Impact Report applies the 2016 versionof the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.			

24

2020 GRI content index

GRI 102: General Disclosures 2016*
Governance		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-18Governance structure

Governance

Stakeholder Engagement		DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-40

List of stakeholder groups

Board of Directors
Customers
Employees
Investors
Nonprofits102-41

Collective bargaining agreements

None of our U.S. employees is represented by a labor union or is the subject of a collective bargaining
agreement.

102-42

Identifying and selecting stakeholders

Board of Directors: The Nominating and Corporate Governance Committee of our Board is responsible forboard composition, evaluation, and nominations of new members.
Customers: Users of SurveyMonkey products, including both sales-assisted and self-service users
Employees: All SurveyMonkey employees globally.
Investors: SurveyMonkey shareholders and potential investors.
Nonprofits: Nonprofit partners identified through an application review and identification review process.

102-43

Approach to stakeholder engagement

All stakeholders groups were engaged as part of our 2020 Materiality Analysis. Regular channels andfrequency for engagement with each stakeholder group include, but are not limited to:
Board of Directors: Quarterly Board meetings and conference calls.
Customers: Monthly CX Roundtable, NPS scoring survey, real time feedback on customer experience.
Employees: Quarterly engagement surveys; annual belonging and inclusion survey; quarterly growth, impact,
and goal (GIGs) conversations with managers; Curiosity Chats with executive leadership team.
Investors: Quarterly earnings materials and conference calls, investor conferences and presentations, investor
meetings, annual meeting of shareholders, SEC filings, investor outreach.
Nonprofits: Ad hoc engagement with current partners, inclusion in materiality process for all current partners.

102-44

Key topics and concerns raised

Board of Directors: General oversight of the business, including: strategy, operations, crisis and risk
management; social impact and ESG efforts and performance; governance policies.
Customers: Feedback on products, support and help content, and likeliness to recommend SurveyMonkey
products and services.
Employees: Employee experience, development opportunities, racial equity, COVID-19 support.
Investors: Company performance.
Nonprofits: Community support through nonprofit partnerships, opportunities with SurveyMonkey Contribute,leveraging other SurveyMonkey resources to support communities, and impact of contributions.

*	 With the exception of GRI 403 that applies the 2018 version of the GRI Standards, SurveyMonkey’s 2020 Social Impact Report applies the 2016 versionof the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.			

25

2020 GRI content index

GRI 102: General Disclosures 2016*
Reporting Practice
DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

102-45

Entities included in the consolidated financial
statements

2019 Annual Report, p. 9102-46

Defining report content and topic Boundaries

Identifying our strategic focus, p. 5

102-47

List of material topics

Identifying our strategic focus, p. 5

102-48

Restatements of information

Because this is SurveyMonkey's inaugural report, there are no restatements of information.

102-49Changes in reportingNone.

102-50

Reporting period

This inaugural report provides information for the period beginning January 1, 2019 through December 31, 2019,
unless otherwise noted.

102-51

Date of most recent report

December 2020

102-52

Reporting cycle

Biennial

102-53

Contact point for questions regarding the report

Rebecca Nalder
Email: rnalder@surveymonkey.com
Mailing: One Curiosity Way, San Mateo, CA 94403

102-54Claims of reporting in accordance with the GRI
Standards

This report has been prepared in accordance with the GRI Standards: Core option.

102-55

GRI content index

GRI Content Index, p. 24

102-56External assurance

We have not received external assurance for this report.

*	 With the exception of GRI 403 that applies the 2018 version of the GRI Standards, SurveyMonkey’s 2020 Social Impact Report applies the 2016 versionof the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.			

26

2020 GRI content index

GRI 200-400: Topic-Specific Disclosures 2016*
Environmental
MATERIAL TOPICMANAGEMENT APPROACH CROSS-REFERENCERELEVANT EXTERNAL ENTITIESGRI 302: Energy 2016

Protecting the environment, p. 19

Customers
Employees
Investors

GRI 305: Emissions 2016

Protecting the environment, p. 19

Customers
Employees
Investors

MATERIAL TOPICMANAGEMENT APPROACH CROSS-REFERENCERELEVANT EXTERNAL ENTITIESGRI 403: Occupational Health and Safety 2018

Trust the team, p. 6

Board of Directors
Customers
Employees
Investors

GRI 405: Diversity and Equal Opportunity 2016

Trust the team, p. 6
Make it happen, p. 17

Board of Directors
Customers
Employees
Investors
Nonprofits

GRI 413: Local Communities 2016

Make it happen, p. 17

Board of Directors
Customers
Employees
Nonprofits

GRI 418: Customer Privacy 2016

Acting with integrity, p. 20

Board of Directors
Customers
Investors

Social*	 With the exception of GRI 403 that applies the 2018 version of the GRI Standards, SurveyMonkey’s 2020 Social Impact Report applies the 2016 versionof the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.			

27

2020 GRI content index

GRI 200-400: Topic-Specific Disclosures 2016*
Economic
TOPIC

GRI 201: Economic Performance 2016**

DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, EXPLANATIONS

201-1

Direct economic value generated and distributed

Economic performance, p. 31

Environmental
TOPIC

DISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, EXPLANATIONSGRI 302: Energy 2016

302-1

Energy consumption within the organization

Environmental performance, p. 32

302-4

Reduction of energy consumption

Protecting the environment, p. 19

305-1

Direct (Scope 1) GHG emissions

Environmental performance, p. 32

305-2

Energy indirect (Scope 2) GHG emissions

Environmental performance, p. 32

305-3

Other indirect (Scope 3) GHG emissions

Environmental performance, p. 32

305-5

Reduction of GHG emissions

Protecting the environment, p. 19

306-1

Waste by type and disposal method

Environmental performance, p. 32

GRI 305: Emissions 2016

GRI 306: Effluents and Waste 2016**

SocialTOPICDISCLOSURE

DESCRIPTIONCROSS-REFERENCE, OMISSIONS, EXPLANATIONSGRI 401: Employment 2016**

401-1

New employee hires and employee turnover

Workforce performance, p. 34

401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

Trust the team, p. 6

401-3

Parental leave

Trust the team, p. 6

GRI 403: Occupational Health and Safety 2018403-6

Promotion of worker health

Trust the team, p. 6

GRI 404: Training and Education 2016

404-2

Programs for upgrading employee skills and transition
assistance programs

Trust the team, p. 6

404-3

Percentage of employees receiving regular performance andcareer development reviews

Trust the team, p. 6

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

Diversity performance, p. X

GRI 413: Local Communities 2016413-1

Operations with local community engagement, impact
assessments, and development programs

Make it happen, p. 17

GRI 418: Customer Privacy 2016

418-1

Substantiated complaints concerning breaches ofcustomerprivacy and losses of customer data

We had no breaches of customer privacy(unauthorized access, disclosure, or use ofcustomer data) and there were no losses ofcustomer data in 2019.

***	 With the exception of GRI 403 that applies the 2018 version of the GRI Standards, SurveyMonkey’s 2020 Social Impact Report applies the 2016 versionof the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.			
** We have reported additional disclosures not related to material topics.			

28

2020 SASB table

Software & IT Services Sustainability Accounting Standard 2018*
Environmental Footprint of Hardware Infrastructure		
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

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

Environmental performance, p. 32

TC-SI-130a.2(1) Total water withdrawn,(2) total water consumed, percentage of each in regions withHigh or Extremely High Baseline Water Stress

Environmental performance, p. 32

TC-SI-130a.3

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

From 2015 to the end of 2019, SurveyMonkey housed its servers in leased space from Switch, a data
center operator that operates on 100% renewable energy.
In June 2019, we executed a 5-year, $25M agreement with AWS to migrate SurveyMonkey's dataprocessing and storage to AWS's cloud infrastructure, which took effect in 2020. AWS has a longterm commitment to use 100% renewable energy. By moving away from on premise infrastructure to
the AWS Cloud, SurveyMonkey can reduce emissions by up to 88% due to environmental economies
of scale.

Data Privacy & Freedom of Expression
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-220a.1

Description of policies and practices relating to behavioral
advertising and user privacy

SurveyMonkey, our service providers and/or other third parties that we work with place cookies
when users visit our website and open emails that we send. This is designed to provide ourcustomers with more tailored marketing content about our services and/or other services, and toevaluate whether the content is useful or effective.
For instance, we evaluate which ads are clicked on most often, and whether those clicks lead users
to make better use of our tools, features, and services. If users do not want to receive tailored ads
based on their online activity, they may “opt out.” This can be achieved by going to YourAdChoices.
com, the TrustArc Preference Manager, or, if located in the European Union, at YourOnlineChoices.eu
Opting out in this way does not mean users will not receive any ads; it just means that they will notreceive tailored ads based on their activities and inferred preferences.
Privacy Policy - Personalize marketing

TC-SI-220a.2

Number of users whose information is used for secondary
purposes

We only use information from users for the purposes of delivering the services, improving ourservices and marketing, and selling our services. We do not view any uses as secondary to theseprimary purposes as stated in our Privacy Policy:
Privacy Policy - How we use the information we collect

TC-SI-220a.3

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

There were no legal proceedings associated with customer privacy in 2019.

TC-SI-220a.4(1) Number of law enforcement requests for user information,(2) number of users whose information was requested,(3) percentage resulting in disclosureThis information is confidential and SurveyMonkey does not disclose it.

TC-SI-220a.5

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

SurveyMonkey does not have material presence in any country where our core products or services
are subject to these requirements. SurveyMonkey uses industry standard automated abusemonitoring technologies for specific abusive practices on our platform but SurveyMonkey does not
actively block, filter, or censor information on our platform, unless it becomes explicitly aware of an
infraction under our Acceptable Use or Anti-Spam Policies:
Acceptable Uses Policy
Anti-Spam Policy*SurveyMonkey’s 2020 Social Impact Report applies the 2018 version of the Software & IT Services Sustainability Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.		

29

2020 SASB table

Software & IT Services Sustainability Accounting Standard 2018*
Data Security
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-230a.1(1) Number of data breaches,(2) percentage involving personally identifiable information (PII),(3) number of users affected

SurveyMonkey does not publicly disclose this information.

TC-SI-230a.2

Description of approach to identifying and addressing
data security risks, including use of third-party cybersecurity
standards

Acting with integrity, p. 20

Recruiting & Managing a Global, Diverse & Skilled Workforce		
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-330a.1

Percentage of employees that are(1) foreign nationals and(2) located offshore

SurveyMonkey does not collect nationality information from our employees so this informationis unavailable.

TC-SI-330a.2

Employee engagement as a percentage

The overall SurveyMonkey Engagement score is 78%. We have taken 2 Core Engage surveys thisyear, and have taken 1 of 2 Workforce Happiness Index (WHI) surveys. The second WHI survey will bein Q4.

TC-SI-330a.3

Percentage of gender and racial/ethnic group representation for(1) management,(2) technical staff, and(3) all other employees

Diversity performance, p. 33

Intellectual Property Protection & Competitive Behavior
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-520a.1

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

There were no legal actions for anti-competitive behavior, anti-trust, or monopoly practices in 2019.

Managing Systemic Risks from Technology Disruptions
SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-550a.1

Number of(1) performance issues and(2) service disruptions;(3) total customer downtime(1) performance issues: None(2) service disruptions: SurveyMonkey systems and services were available 99.90% of the time
month-over-month as published to our customers.
(3) total customer downtime: None

TC-SI-550a.2

Description of business continuity risks related todisruptions of operations

2019 Annual Report, p. 13-14

SASB CODEACCOUNTING METRICANSWER, CROSS-REFERENCE, OMISSIONS, AND EXPLANATIONS

TC-SI-000.A(1) Number of licenses or subscriptions, and(2) percentage cloud based(1) Licenses or subscriptions: 12 product lines(2) percentage cloud based : 20%

TC-SI-000.B(1) Data processing capacity,(2) percentage outsourced(1) Data processing capacity: 200 terrabites(2) Percentage outsourced : 100%

TC-SI-000.C(1) Amount of data storage,(2) percentage outsourced(1) Amount of data storage: 87 terrabites(2) Percentage outsourced : 100%

In 2019, SurveyMonkey achieved ISO/IEC 27001:2013 certification. One of the requirements forcompliance is the disaster recovery standard, which is described in our Security Statement.

*SurveyMonkey’s 2020 Social Impact Report applies the 2018 version of the Software & IT Services Sustainability Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.		

30

2020 Performance data		

Economic performance
Financial performance1
REVENUE (IN THOUSANDS, USD)

Total revenue

2018

2017

2016

307,421

254,324

218,773

207,295

REVENUE BY REGION (%)

2019

2018

2017

2016

United States

65%

64%

65%

64%

International

35%

36%

35%

36%

2019

2018

2017

2016

76,524

77,982

62,67967,755

2019

2018

2017

2016

297,340

302,835

176,896

174,043

Research and development

90,545

106,188

53,66037,985

Sales and marketing(2)(3)

123,573

95,78373,51173,970General administrative2

83,28897,33947,94036,832

Restructuring

(66)

3,525

1,785

25,256

INCOME TAX

2019

2018

2017

2016

(2,779)148(16,047)

4,704

4%

-

40%

(7)%

COST OF REVENUE (IN THOUSANDS, USD)

Total cost of revenue(2)(3)OPERATING EXPENSES (IN THOUSANDS, USD)

Total operating expenses
2

Provision for (benefit from) income taxes (In thousands, USD)
Effective income tax rate
NET INCOME (IN THOUSANDS, USD)

Net income (loss)

1

2019

2019

2018

2017

2016

(73,859)(154,740)(24,010)(76,350)

For years ended December 31.

2

Includes stock-based compensation.

3

Includes amortization of acquisition intangible assets.

31

2020 Performance data		

Environmental performance
ENERGY CONSUMPTION (GIGAJOULES)

Total energy consumption1

Non-renewable energy consumption

2

Electricity
Fuel
Renewable energy consumption

3

Hydroelectric
WASTE DISPOSAL (METRIC TONS)4

2019

2018

2017

2016

2,954.2

2,722.8

2,879.1

2,552.8

2,312.1

2,208.6

2,544.3

2,255.1

1,868.0

1,807.3

1,875.3

1,909.3

444.1

401.3

669.0

345.8

360.2

379.8

334.8

297.7

360.2

379.8

334.8

297.7

2019

2018

2017

2016

Total waste disposal

5281.05288.05261.00.0

Landfill

1924.01925.01913.00.0

Recycling/composting

3357.03363.03348.0

0.0

WATER

2019

2018

2017

2016

Total water consumption (thousand m3 per year)5

10.9

9.3

2.3

2.7

Total water withdrawal (thousand m3 per year)6

7.2

7.0

0.0

0.0

Water intensity (thousand m3 per million dollars of revenue)5

28.3

27.3

0.0

0.0

GREENHOUSE GAS EMISSIONS

2019

2018

2017

2016

1715.91061.2

846.9

172.0

Scope 1 (natural gas, diesel, propane, refrigerants, gasoline)2

22.0

20.0

34.0

17.0

Scope 2 market-based (purchased electricity and heating)

151.0

147.0

152.0

155.0

1528.9

893.2

660.9

0.0

Total absolute emissions (thousands of metric tons of CO2e)8

Scope 3 (air travel and rental cars)

2

9

1

2018-19 figures include data from our offices in Amsterdam, Dublin, and Portland. 2016-17 figures include data from our Amsterdam and Portland offices only. 		

2

Figures include data from our Portland office only. 		

3

Figures include data from our Amsterdam office only. 		

42018-19 figures include data from our Portland and San Mateo offices only. 2017 figures include data for our San Mateo office only. Data for 2016 was unavailable. 		

5

2018-19 figures include data from all offices with the exception of our Ottawa office. 		

6

2018-19 figures include data from our San Mateo office only. Data for 2016 -17 was unavailable. 		

7

2018-19 figures include data from our Dublin office that could not be broken out by scope. 		

8

Figures for 2017-19 include data for all company travel. Data for 2016 was unavailable. 		

32

2020 Performance data		

Diversity performance
Racial/ethnic compositionof U.S. workforce and Boardof Directors1

AMERICANINDIAN/ALASKA
NATIVEBLACK/AFRICANAMERICANASIANHISPANIC/LATINONATIVEHAWAIIAN/
OTHER PACIFICISLANDERTWO OR MORE
RACES

WHITE

NOT SPECIFIED

U.S. WORKFORCE (%)

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

Total U.S. workforce

0.3%

0.3%

28.6%

28.5%

2.9%

3.2%

7.8%

6.4%

0.4%

0.8%

3.9%

4.1%

54.8%

54.9%

1.3%

1.8%

Regular

0.3%

0.3%

28.6%

28.5%

2.9%

3.2%

7.8%

6.4%

0.4%

0.8%

3.9%

4.1%

54.8%

54.9%

1.3%

1.8%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

U.S. WORKFORCE: FEMALE (%)

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

Total U.S. workforce

0.3%

0.3%

30.5%

30.0%

2.8%

2.4%

8.3%

6.1%

0.6%

1.4%

4.0%

4.8%

52.4%

52.6%

1.1%

2.4%

Regular

0.3%

0.3%

30.5%

30.0%

2.8%

2.4%

8.3%

6.1%

0.6%

1.4%

4.0%

4.8%

52.4%

52.6%

1.1%

2.4%

0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

U.S. WORKFORCE: MALE (%)

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

Total U.S. workforce

0.3%

0.3%

26.8%

27.3%

3.0%

3.8%

7.3%

6.6%

0.3%

0.3%

3.8%

3.6%

57.0%

56.8%

1.5%

1.4%

Fixed-term

Fixed-term

Regular

0.3%

0.3%

26.8%

27.3%

3.0%

3.8%

7.3%

6.6%

0.3%

0.3%

3.8%

3.6%

57.0%

56.8%

1.5%

1.4%

Fixed-term

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

BOARD OF DIRECTORS (%)

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

2019

2018

Board of Directors

0.0%

0.0%

0.0%

0.0%

20.0%

20.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

80.0%

80.0%

0.0%

0.0%

Age composition of workforce1

OVER 50YEARS OLD

130-50
YEARS OLD

UNDER 30YEARS OLDNOTDECLAREDEMPLOYEE CATEGORY (%)

2019

2018

2019

2018

2019

2018

2019

2018

Regular

6.4%

5.6%

66.1%

64.5%

27.5%

29.9%

0.0%

0.0%

Fixed-term

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

BOARD OF DIRECTORS (%)

2019

2018

2019

2018

2019

2018

2019

2018

Board of Directors

30.0%

30.0%

60.0%

60.0%

0.0%

0.0%

10.0%

10.0%

For years ended December 31.

33

2020 Performance data		

Workforce performance
Workforce breakdown by gender1

TOTAL

MALE
2019

Permanent (employees)

1,108

866

616

487

491

375

1

4

0

0

0

0

0

0

0

0

2018

2018

2019

2019

NOT DECLARED

2019

Temporary (contingent workers)

2018

FEMALEEMPLOYMENT CONTRACT

Full-time

1,105

855

615

485

489

366

1

4

Part-time

3

11

1

2

2

9

0

0

2019

1,080

852

595

483

485

365

0

4

28

14

21

4

6

10

1

0

2019

2018

2019

2018

2018

2018

Regular

EMPLOYEE AGE GROUP

2019

2019

EMPLOYEE CATEGORY

Fixed-term

2018

2018

2018

2019

2019

2019

2019

EMPLOYMENT TYPE

2018

2018

2018

2019

2019

2018

2018

2019

2018

Under 30 years old

318

290

165

140

153

147

0

3

30-50 years old

731

532

422

321

308

210

1

1

Over 50 years old

59

44

29

26

30

18

0

0

Not declared

0

0

0

0

0

WORKFORCE BY REGION

2019

0
2018

2019

2018

2019

2018

2019

2018

United States

746

659

395

366

351

293

0

0

International

362

207

221

121

140

82

1

4

2

Percentage of female employees1
2019

2018

2017

2016

Companywide

44.3%

43.3%

44.2%

44.8%

United States

47.1%

44.5%

44.8%

44.4%

International

38.7%

39.6%

41.9%

46.3%

1

For years ended December 31.

2

There are no fixed-term workers in the U.S. workforce, so only regular employees are included. 		

34

2020 Performance data		

Workforce performance
Employee turnover and rate(1)(2)

EMPLOYEETURNOVER
2019

EMPLOYEETURNOVER RATE

2018

2019

New employee hires(1)(3)

202

156

19.7%

19.9%

Involuntary (absolute)

45

19

4.4%

2.4%

Total (absolute)

247

175

24.1%

22.3%

TURNOVER BY REGION

2019

2018

2019

2018

United States

200

144

81.0%

82.3%

International

47

31

19.0%

17.7%

TURNOVER BY GENDER

2019

2018

2019

2018

Female

80

77

32.4%

44.0%

Male

155

98

62.8%

56.0%

Not declared

12

0

4.9%

0.0%

TURNOVER BY AGE GROUP

2019

2018

2019

2019

2018

Voluntary (absolute)

2018

Total (absolute)
NEW EMPLOYEE HIRES BY REGION

2018

625
2019

322
2018

United States

59.4%

74.5%

International

40.6%

25.5%

NEW EMPLOYEE HIRES BY GENDER

2019

2018

Female

42.4%

44.1%

Male

57.5%

55.9%

Not declared

0.2%

0.0%

NEW EMPLOYEE HIRES BY AGE GROUP

2019

2018

Under 30 years old

35.5%

35.7%

30-50 years old

57.6%

60.6%

Under 30 years old

79

69

32.0%

39.4%

Over 50 years old

4.0%

3.7%

30-50 years old

142

101

57.5%

57.7%

Not declared

2.9%

0.0%

Over 50 years old

13

5

5.3%

2.9%

Not declared

13

0

5.3%

0.0%

For years ended December 31.

1

Data represents regular employees only.

2
3

Data represents regular and fixed-term employees only.

35

2020 Performance data		

Philanthropic giving
PHILANTHROPIC GIVING (USD)1,2

2019

2018

2017

2016

Total giving$1,324,328$1,864,396$2,185,651$2,382,922

SurveyMonkey for Good

$10,364$14,045$17,971$8,639SurveyMonkey Contribute$884,286$1,705,250$2,108,386$2,324,292

Matching gifts$76,383$63,083$59,294$49,991

License and software donations (retail value of licenses)$353,295$82,018$-$-

EMPLOYEE CONTRIBUTIONS

Employee giving (USD)
Employee volunteer hours

1

2019

2018

2017

2016

$76,383$63,083$59,294$49,991

973

569

544

406

For years ended December 31.
Rounded to the nearest dollar.

236