Sustainability
ReportFISCAL YEAR 2023
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CEO Letter

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Appendix

No matter which way you cut it, the past
12 months have been a bumpy road forbusiness. Some could argue the bumpierand more turbulent the environment, theeasier it is to put long-term investments
like climate and DEI on the back burner.
Save them for a time of stability. Say,
“Not right now, but soon.”
The reality is, tough times need tough teams
that are willing to make trade-off decisions thatprioritize the goals most closely aligned with ourvalues and business objectives. This doesn’t comewithout friction. Choosing to invest in one areameans not investing in another. But when it comesto the long-term ambitions we’ve set across Planet,
People, Customers, and Community – we’re choosing
to push forward.
This year, Atlassian said yes to investing further
in a low-carbon future. We signed our first virtual
power purchase agreement to match our in-officeelectricity and work-from-home energy use in the
U.S. We also launched our Don’t #@!% the Planet
guide to how we’ve tackled climate action – withthe aim of encouraging other businesses to commit
to net zero. We continue to invest here because, in
2040, the next generation of Atlassian employees
won’t be pointing to the uncertain environmentof the past year to justify our lack of emissions
reduction. Our planet keeps warming regardlessThis is also a year of incredible technologicalThis isn’t good enough. We need to do better.

innovation. The advancements in AI – like any
world-changing innovation – present massive
opportunities and risks. It’s why we’ve developed
Responsible Technology Principles to guide how webuild and deploy AI and other technologies with ourvalues in mind. We’re saying yes to the opportunity,and yes to the due diligence we owe our customers.
And this year, more than most, we need to lean
into the S in ESG.
Outside Atlassian, our Foundation donated over
US$11.5 million and 4,700 free or deeply discounted
product licenses to nonprofits, and Atlassians
volunteered more than 60,000 hours to worthy

This work does not taper off over time – the stakes
only get higher, and the goals only get harder as
we knock down the easier wins, leaving us with big,structural changes to tackle.
Meaningful change can’t be done alone. We areurging companies of all shapes and sizes to join
us in making this a year of saying yes to ESG.
A year to look back on and reflect on the factthat – despite a difficult environment – we raised
the bar on our level of ambition to build a safe,
prosperous, and equitable world for everyone.
Because business can’t exist without that.

causes. We’ve also said yes to joining the Human
Rights Campaign’s Count Us In pledge because weknow LGBTQ+ equality is critically important to ouremployees, our customers, and the overall successof our business.

Mike Cannon-Brookes and Scott Farquhar
Co-Founders and Co-CEOs

Within Atlassian, we conducted our first global pay
equity audit and are pleased with the outcome.

Sydney, Australia, October 2023

That being said, we continue to assess our talentand pay programs to ensure equity for all Atlassians.
But we have more to do, as a company and as
leaders, to live up to our ambition. Vitally, we
fell short of our goals this year when it comes toimproving the hiring velocity of underrepresented
groups – one of our biggest levers to build a morediverse Atlassian team.

of Wall Street.

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progress

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Appendix

Our highlights

Where we fell short

Where we’re going

PlanetPlanetPlanetWe signed our first virtual power purchase

Our travel emissions rebounded and are now

Reducing emissions remains our top priority,

agreement to match our in-office electricity andhigher than when we set our baseline – a risk

and to get there, we’ll focus on building better

work-from-home energy use in the United States.

we knew was coming as travel restrictions lifted.

leadership accountability and visibility into our

We also launched our Don’t #@!% the Planet
guide to how we’ve tackled climate action.

Working for socialand environmental
progress in whatever
we doPeopleemissions data so we can act faster in a changing

PeopleThe velocity toward greater representation forAtlassian women globally and Hispanic/Latinx

PeopleWe conducted our first global pay equity audit,

Atlassians in the U.S. slowed this year. Despite

We’ll continue embedding bias mitigation into

finding no observable statistically significant

our best efforts, this reinforces what we know to

our hiring and talent processes; enabling leaders

gaps in salary or equity on the basis of either

be true: Progress isn’t always linear for increasing

to drive diversity, equity, and inclusion outcomes;

gender globally or race/ethnicity in the U.S. We

the representation of all underrepresented groups.

amplifying voices of our employee resource groups;

also assessed our talent programs and continued
to iterate our approach to ensure equity for all
Atlassians.

Customers
Alongside the launch of Atlassian Intelligence, we

and measuring our outcomes.

Customers
We designed frameworks to conduct due diligence

Customers

and improve our grievance mechanisms but have

Now that we’ve built human rights and ethicalnot yet implemented these, as we made trade-offs

commitments and frameworks, we will work to

to focus on the explosion of generative AI.

further integrate these into our operations andmake them usable for Atlassians in their day-to-day

shared Responsible Technology Principles, which
identify five tenets that outline how we uphold ourvalues when it comes to building, deploying, andusing new technologies like artificial intelligence.

Community
The Atlassian Foundation donated US$11.5 million

See appendix for context regarding forward-looking statements.

business and regulatory environment.

Community
We identified that a gap in product and practices
support is affecting nonprofit teams, as many

work, including due diligence, annual stakeholder
engagement, and responsible technology programs.

of these teams don’t have the same resources,

Community

capacity, and technical skills needed to effectively

We’re refreshing our Atlassian Foundation strategy

adopt and implement our products.

to scale up our operations, and we’re excited about

and 4,700 free or deeply discounted Community

making fewer, bolder moves in the next year andproduct licenses to nonprofits, and we surpassed

beyond to continue to back social impact teams

60,000 hours of employee volunteering during thewith a combination of Atlassian’s funding, people,

year. We continued to partner with 16 education

products, and practices.

changemakers.

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PlanetPeopleCustomers

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Appendix

Our fifth sustainability report details
the environmental, social, and governance(ESG) disclosures we believe are mostmeaningful for our stakeholders andreflects the progress Atlassian has
made – or failed to make.

We strive to be open about what we have done well,where we fell short, and where we’re going. And wewant our stakeholders to hold us to our words.
In the spirit of one of our values, “Open company,
no bullshit,” email us at sustainability@atlassian.com
to share your thoughts about this report.

Through key performance indicators and narratives,
we explain our progress in fiscal year 2023 (July
1, 2022 – June 30, 2023) and trajectory for fiscal
year 2024. We also identify emerging issues webelieve every company should be thinking about.
Our appendix section has a much larger set ofdisclosures, including details on our full carbon
footprint and workforce diversity data.
The world of ESG disclosures is changing, andwe are changing with it. For the first time,
we’ve opted to follow a reporting framework by
including an index in our appendix aligned with the
Sustainability Accounting Standards Board (SASB)
Software and IT Services Standard. We have also
expanded the disclosures in our appendix after
comparing various ESG raters’ methodologies, what
investors were asking us, and where the regulatory
landscape is headed. And we used third-party
partner Apex to verify scopes 1-2 of our carbon
emissions data. We hope that these new efforts
will help our report readers assess our progress.

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Appendix

PlanetCustomers

A net-zero future

Moving forward as a rights-aligned business(We can’t believe we need to say this, but...)Businesses have a responsibility to respect human

Climate change is caused by humans, and without

rights. As we continue to assess and address

immediate intervention, it will fundamentally

Atlassian’s impact, we are guided by our values,

disrupt the environment, society, and the economy

mission, and the UN Guiding Principles on Businessin very painful ways. Working together, the privateand Human Rights. We know that every decisionsector, public sector, and citizens must play

we make has a real impact on our employees,

Atlassian is built to be open, inclusive, fair,

as a team and take bold action. As part of ourcustomers, business partners, and community.

and just. When we face tough questionscommitment to combat climate change, AtlassianTransparency and accountability live at the core

has achieved its goal to run our operations onof our business and form the foundation of our

100% renewable electricity, starting in fiscal year

human rights approach.

about ethics, people, or the planet, we let

2020. We’ve also set science-based targets to limit

those principles guide us. Whether you callwarming to 1.5°C and achieve net-zero emissions

it corporate social responsibility, corporate

inspiring Atlassians and companies alike to act.

by no later than 2040. Finally, we are focusing on

citizenship, or sustainability, this is just about

Community

being human.

A new approach to corporate philanthropy

PeopleUnleashing the potential of our teamLong before we had a stock ticker symbol – andeven before we’d formally adopted our company
values – Co-Founders Mike and Scott built givingback into Atlassian’s operations, with a belief that

Atlassian is for everyone. We believe in the powerboth business and education can serve as forcesof diversity. We aim for nothing short of equity

for good and help transform our world. Atlassian

for every Atlassian and are committed to an

contributes 1% of its equity, profit, employee time,authentic culture of inclusion. Our vision is toand products to the Atlassian Foundation to do

integrate this across everything we do, whichgood on a global scale and in our own backyards.

will drive the structural shifts needed to unleash
the potential of our own team, deliver on our
promise of openness to our customers, and build
the kind of world we want to live in.

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PlanetWe’ve set science-based targets to limit warming
to 1.5 C and achieve net-zero emissions by 2040

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Key performanceindicators

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Appendix

Reduce scope 1 and 2 emissions by 50%
2,678 tC02e

1,339 tC02e

FY 2025 goal

968

935
675

517

We’ve set near-term science-based targets
to reduce our emissions by fiscal year 2025,

FY 2019

FY 2020

FY 2021

FY 202281% emissions decrease
compared to 2019in line with our commitment to achieve
net-zero emissions by 2040.

FY 2023

Run operations on 100% renewable electricity

For all climate key performance indicators, the fiscal year 2025 goal is based on a fiscal year 2019 baseline. tCo2e = metric tonnes of carbon dioxide
equivalent. See appendix for additional data.

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Key performanceindicators

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Appendix

Ensure 65% of suppliers by emissions* have set
science-based targets*Covering purchased goods and services and capital goods

FY 2025 goal

5.2%

3.5%

5.3%

6.9%

FY 2020

FY 2021

FY 2022

FY 2023

0.3%

FY 2019

We’ve set near-term science-based targets
to reduce our emissions by fiscal year 2025,

Reduce emissions from business travel by 25%

in line with our commitment to achieve
net-zero emissions by 2040.

65%

15,638tC02e

FY 2019

7,728

FY 2020

FY 2021

FY 202275
2,526
22,100FY 2023
FY 2025goal

41% emissions increase
compared to 201911,729For all climate key performance indicators, the fiscal year 2025 goal is based on a fiscal year 2019 baseline. tCo2e = metric tonnes of carbon dioxide
equivalent. See appendix for additional data.

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Appendix

Increasing the impact of
scope 1 and 2 reductions
Since fiscal year 2020, we’ve tracked ahead ofour scope 1 and 2 reduction goals by purchasingenergy attribute certificates (EACs) to cover 100%of office electricity use. This has helped us reduce
operational emissions by 81% compared to fiscal
year 2019. Two years ago, we went a step further
to include work-from-home electricity and gas use.

We’re embedding emissions reduction into

To increase our impact, we signed our first virtual

our operations, going beyond our goals topower purchase agreement (VPPA) covering ourincrease impact, and helping customers set

and gas use. Beyond ensuring we finance new

their own climate goals.

U.S. office electricity and work-from-home electricity
renewable electricity, our projects will need to meetenvironmental and social criteria, which includes
sourcing from suppliers with ethical labor practices
and bringing well-paying jobs to the community –ensuring we finance a just transition.

Engaging suppliers 2.0
New year, new list of suppliers, but the ask remains
the same: Let’s do this net-zero transition together.
Atlassian supplier relationship owners (SROs) have
led the charge in driving conversations with eachof the suppliers responsible for 65% of ouremissions as we build this ask into our regularsupplier cadence.
Our SROs and executive team have access totraining, supplier-specific briefings, and messaging– alongside the content we’ve given suppliers –so that they can meet suppliers where they are,and nudge them toward setting SBTs themselves.

A team approachto net zeroIt’s not enough for Atlassian to reduce emissions.
We need more businesses to jump in now:
To make getting started easier, we launched
our Don’t #@!% the Planet guide. It recounts
our journey from establishing our sustainability
program and setting SBTs, to our current
transformation work – and a look forward into
our U.S. VPPA to help green the power grid.
We hope that by sharing what did and didn’t work,
we can help others get there faster. With over 500
downloads in the first month, we think it’s doing
what we’d hoped.

Despite our best efforts, progress here is slow. This
is to be expected as it takes time, know-how, andresources for suppliers to set goals and implement
reduction measures.

While this is a big win for scope 1 and 2 emissions
reductions, the scope 3 story isn’t as rosy: Travelemissions have rebounded, exceeding our sciencebased target (SBT) baseline for the first time. This isdue to travel restrictions lifting, increasing customer
support activities, and Atlassian teams intentionallygathering for the first time in years – or ever.

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Appendix

Spotlight
Taking a long-termview for cash holdings

Atlassian is going beyond ourThis move also puts Atlassian out ahead of what’s

net-zero goals, taking what

accounting perspective. Currently, emissions

currently required from a scope 3 emissions

we’ve learned about climate risk

from cash and investments are captured in theand opportunity and applying it

leaves room for interpretation, which has led toto how we invest our cash.

GHG Protocol category 15, but the guidance
non-financial institutions deeming this category
immaterial. However, if we consider investments
as part of a company’s “financial supply chain,”

Last year, we highlighted an emerging issue broughtthen these emissions may be accounted for liketo light by The Carbon Bankroll report – several

those of any supplier.

tech companies’ cash and investments contributeto emissions that could far exceed their entire

In the end, the curiosity we had around category

operational and value chain emissions.

15 emissions simply helped us land a more holistic,
long-term investment view. It’s an example of theThat led us to get curious about our cash holdings

additional business upside of setting ambitious

and ultimately partner with our banks to land

climate goals.

a pragmatic ESG investment approach of our own.
We aligned around a version 1.0 investment policythat incorporates climate-related financial risk
and the realities of an emerging net-zero transition
when it comes to our cash investments.

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PlanetOur trajectoryand emerging issues

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Appendix

Our trajectory

Emerging issues

Achieve near-term net-zero targets

Climate resilience and nature

Our near-term SBT targets deadline is fiscal year

“Nature” is the next net-zero ambition, but

2025, and so we have to improve the velocity

as the Intergovernmental Panel on Climate Changeof our business-travel-emissions reductions andstates, investing in nature alone won’t be enough.

converting suppliers to setting SBTs. In the coming

Companies should explore how to address theyear, we’ll focus on improving real-time emissions

interlocking challenges of protecting nature,

data and leadership engagement to help us getbuilding resilience, and driving climate equity

there.

for people and communities.

Prepare for a net-zero 2040

Accounting game-changer

We’ll seek approvals from the the Science Based

The GHG Protocol, which sets emissions accounting

Targets initiative (SBTi) for our long-term net-zerostandards, is due to release its updated draft

emissions reduction targets and land a philosophy

guidelines in 2024 – which could be significant

for when and how we’ll integrate offsets into ourfor reporting and what tools are available toapproach.

reduce emissions.

Meet emerging regulations
As we keep an eye on the increasing regulatory
expectations in the EU, U.S., and elsewhere, weknow we’ll need to further invest in board oversightand executive accountability.

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PeopleWe believe in the power of diversity. We aim fornothing short of equity for every Atlassian and arecommitted to an authentic culture of inclusion.

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Appendix

PeopleKey performanceindicators

Improve hiring rate velocity of women globally
Hiring rate (global)
50%

41%
40%
30%

32.2%

34.8%

FY 2020

FY 2021

37.9%

36.1%

FY 2022

FY 2023

Women
Long-term hiring rate goal

20%
10%

Representation (global)
50%

Women

40%

30.7%

32.0%

34.7%

34.4%

FY 2022

FY 2023

30%
20%
10%

Please see the appendix for explanations about the data, additional data disclosures(e.g. leadership/technical team breakdowns) and our approach to hiring rate goals.

FY 2020

FY 202113

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Appendix

PeopleKey performanceindicators

Improve hiring rate velocity of Black/African Americanand Hispanic/Latinx Atlassians in the U.S.
Hiring rate (U.S.)
15.0%

16%
14%

Long-term hiring rate goal

12%

10.0%

10%
8%

7.6%
5.9%

6%
4%

Black/African American

2.7%

3.3%

6.1%
5.4%

7.4%

Hispanic/Latinx
Long-term hiring rate goal

6.5%

2%
0%
FY 2020

FY 2021

FY 2022

FY 2023

6.3%

6.2%

6.2%

Representation (U.S.)
7%

6.4%

6%

Black/African American
Hispanic/Latinx

5%
4%
3%

3.4%
2.4%

4.0%

2.7%

2%
Please see the appendix for explanations about the data, additional data disclosures(e.g. leadership/technical team breakdowns) and our approach to hiring rate goals.

1%
FY 2020

FY 2021

FY 2022

FY 2023

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Appendix

Accelerating hiring ratesof underrepresented
groups (URGs)
We focused on improving hiring rates for women
globally and Black/African American and Hispanic/
Latinx Atlassians in the U.S. by focusing on sourcing
candidates from URGs and bias mitigation acrossour hiring process.

While team representation didn’t improve

To support sourcing, we broadened and deepenedat the velocity we wanted, it wasn’t for lackCode2College, Techqueria, and AI4ALL.

of investment. We remained steadfast in
our DEI commitments, landing a numberof firsts and maturing our DEI approach.

our DEI strategic partnerships with /dev/color,

To improve our hiring process, over 95% of ourTalent Acquisition team have engaged with
an Equitable and Inclusive Hiring Playbook andonline course to make our processes and practices
more equitable.

Driving accountability
for equitable outcomes

Expanding ERG
communities

Our DEI philosophy is to take a structural approach

After launching nine remote-first employee resource– embedding anti-biasing principles and techniquesgroups (ERGs) last year, the communities haveacross our talent programs. This year, we went

grown, with more than 10% of Atlassians now

a step further in measuring the outcomes ofparticipating.

some of these programs (see Spotlight) andusing that insight to inform design improvement
recommendations.

ERG communities are driving monthly activations
across Atlassian in ways that authentically
represent them. For example, the Black Atlassian

We worked to provide Atlassian’s most seniorGroup celebrated Black History Month by hosting

leaders with data-driven insights across thea fireside chat with Atlassian’s Black senior leaders

employee lifecycle in addition to resources, likeand a special Ask Me Anything session with thean Inclusive Leadership course from Paradigm,

CEO of /dev/color.

so that they could build action plans with theirleadership teams.

To ensure we’re providing structure for ERGs tothrive, we provide US$5K annual operational

Investing in the Atlassian
Ecosystembudgets for each group and are partnering with Indi
to provide support in managing day-to-day group
operations. In addition, we provide ERG leaders withfinancial recognition: For example, the U.S. Global
Chair receives US$8K annually; U.S. regional leads

We partnered with Atlassian Ventures to provide

receive US$5K annually; and other ERG leaders

DEI expertise on potential investment opportunities,

receive comparable, location-adjusted recognition.

helped Atlassian Ventures broaden their networkof underrepresented founders and CEOs, andintegrated a DEI quick start guide into the Atlassian
Ventures welcome packet. In addition to improving
DEI outcomes among our Atlassian Venturescompanies, we know doing this will ensure we’remaking stronger returns on our own investments.

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Pay equity audit
and talent programassessment

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Appendix

We aim for nothing short of equity for

In the next year, we’ll explore ways to up-level

every Atlassian. And a foundational

performance and promotion assessment.

part of that is having confidence inthe fairness of how pay is determinedand performance assessed.

our program design, as informed by the

Iterate for the next build
Iterations for the next performance assessment
and promotions cycle will include giving managers
formulated pay adjustment suggestions as a

In fiscal year 2023, we conducted our first global
pay equity audit, as well as an assessment of
our talent programs, examining the equitability

starting point, as well as enabling managers
with bias-reduction guidance.

of our performance and compensation processes

Continue the commitment

and the outcomes they drive. Here was our process.

These analyses and actions represent important

Measure outcomesFirst, we partnered with Syndio for support
on the pay audit. We then conducted an internal
assessment of the programs that drive them –steps toward equity across everything we do.
As is done across Atlassian, we will embrace
an agile approach of build › measure › learn ›iterate › repeat to continue to evolve ourprograms and processes.

performance assessments and promotions.
In other words, we dug into the “why.”

Learn from the data
Our pay equity audit found that Atlassians doing
like-for-like work are paid fairly and equitably,with no observable statistically significant gaps
in salary or equity on the basis of either genderglobally or race/ethnicity in the U.S.

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Our trajectory

Emerging issues

Data-driven improvements

AI and people programsContinuing to improve our data collection and

As AI expands into People teams’ technology stacks,

analyses globally across hiring, pay, performance,

there’s an increased risk that biases in the data andand employee engagement will help us prioritize

models may worsen inequitable outcomes acrossthe highest-impact improvements across the

everything from hiring to performance reviews.

employee lifecycle.

Companies that build and deploy responsible AI will
have a unique opportunity to capture a market that

Increasing leadership accountability
Now that we’re equipped with the data basics, werewards ethical tech.

can set goals at the senior leadership level andExpanding DEI disclosuresdevelop team- and geo-specific strategies. This will

Regulators around the globe are requiring greater

help our leadership teams build change for a moretransparency and expanded DEI-related disclosures,

inclusive, equitable Atlassian.

increasing pressure and accountability forcompanies to walk the talk – which we welcome!

ERG input into business decisions
Now that we have a strong community of ERGs
and leaders, we can continue to build culturalawareness and influence business decisions. This
will include input into Atlassian events, so that
inclusion is a priority when we come together as ateam and with our customers.

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Customers
Transparency and accountability live at the coreof our business and form the foundation of ourhuman rights approach, as do our values, mission,and the UN Guiding Principles on Business andHuman Rights.

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Customers
Key Performance
Narrative

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Appendix

Make public
commitments

Identify and manage
salient issues

Address potential risks

Fiscal year 2023 progress: We have public

Annually, we identify and manage risks with the•commitments that outline our responsibility

help of the Human Rights Working Group. These

to respect human rights.

are tracked in Atlassian’s Enterprise Risk
Management system.

•

Human Rights Statement•

Responsible Technology Principles

Fiscal year 2024 goal: Revisit and update as
appropriate, work to integrate commitments into

Right to privacy•

What: customer and employee data•

Who manages: Risk, Privacy, Trust and Security,
and R&D teams

the day-to-day work of Atlassians.

Fiscal Year 2023 Goal
Due diligence frameworks definedand implemented•

External stakeholder engagement conductedFiscal Year 2023 Results•

Due diligence frameworks
Defined for specific areas
Not fully implemented•

Stakeholder engagement
Pilot engagement

Ethical use•

What: potentially harmful content hosted in

Fiscal Year 2024 Goal

our products or products being used in ways•that may harm customers, users, and others•

Who manages: Anti-Abuse, Privacy, and Trust &and capacity-building for relevant teams•

Security teams; Responsible Technology WorkingGroup

Due diligence: Conduct awareness-raising
Stakeholder engagement: Build and conduct
annual stakeholder engagement program•

Grievance: Explore reporting mechanisms

Discrimination and systemic bias•

What: as related to employees and customers/
users•
While this chapter is entitled “Customers,” our human rights program
encompasses any and all rights holders who may be affected by

Who manages: People, DEI, Employment Legal,and Accessibility teams; Responsible Technology
Working Group

Atlassian’s business operations and decisions. See appendix for
additional narrative, including about our accessibility program.

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Customers
Milestones

Atlassian | FY2023 Sustainability Report

AppendixCommitments
We published Atlassian’s first Human Rights
Statement and Responsible Technology Principles– North Stars as we work to integrate human rights
and ethical thinking within Atlassian.
The Human Rights Statement is aligned to the UN
Guiding Principles on Business and Human Rights
and reflective of Atlassian’s mission, values, andscope of impacts. The Responsible Technology
Principles are aligned to Atlassian’s values andWe built frameworks to align with our

Human Rights Statement.

We know that proactive due diligence in high-riskareas is key to an impactful human rights program,and so we designed frameworks for customers,
mergers and acquisitions, and Atlassian’s
geographic footprint.
The work of integration and cross-functional
collaboration can be complex and slow, requiringbuy-in from numerous teams, so while the latter
two frameworks are ready for use, we have morework to do to implement a customer due diligencecommitments, identify risks, and makedecisions in a rights-aligned way.

Due diligence and risk
management

program. And in the meantime, we’ve continued toAccessibility

use cross-functional collaboration, like our Ethical

Our Accessibility team overhauled its programprovide advice on gray-area questions for Atlassian.

Advisory and Responsible Technology groups, toand operations – this included launching an
Accessibility Center of Excellence, company-wide

As part of our annual risk identification andtraining, in-house testing services, and better

prioritization process, we surfaced the need forengineering tools, plus hiring accessibility experts

greater scrutiny of AI when it comes to our products,

into key teams. Product teams also began investing

third-party tools, and raising employees’ awarenessagainst a two-year roadmap to improve theabout potential risk. The Responsible Technology

accessibility of our flagship products.

Working Group is collaborating with product andVoice of rights holders
Article One helped us pilot an external stakeholder
engagement program to solicit feedback on
Atlassian’s approach to human rights. We spoke
to nine experts within civil society, business, andacademia who focus on rights and technology
issues and are based in the U.S., Australia, and India.
One key piece of feedback – and aim for the next
few years – is to build accountability mechanisms
for senior leadership so that we can be more
successful in integrating human rights throughout
the business.
We also started a project to improve reporting
channels for human rights issues (i.e. grievancemechanisms). We made the trade-off to expedite
responsible technology efforts and will revisit
grievance mechanisms at a future date.

other teams on integrating this thinking into thedesign, development, and use of AI (see Spotlight).

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From responsible
technology principles
to practices

Atlassian | FY2023 Sustainability Report

Appendix

Our Responsible Technology

Transparency

Principles outline how we uphold

What do we know (and need to ensure users know)

the Atlassian Values when it comesreminders we can put into the product about theabout the benefits and limits of the tech? Are there

to building, deploying, and using

limitations?

new technologies like Atlassian

Build for trustIntelligence.

What privacy controls can we apply to provide
users with better protection? Do we offer users

The principles serve as a “minimum viable product”

choice in how their data is used or whether theyor MVP: We didn’t want to wait for a perfectcan participate?

solution before meeting our customers’ urgent
needs today. We’ll be the first to admit we’readapting alongside everyone else – and do nothave all the answers – on emerging technologies
like generative AI.
Atlassian’s Responsible Technology Working Groupbuilt and is piloting an assessment for productand internal teams seeking to harness AI, as a firststep toward turning the principles into practice.
Going forward, we will be focused on building
Responsible Technology programs within
Atlassian. We commit to continuing to test,
iterate, and share openly as we learn, and we
encourage other companies to do the same.
Here’s a sampling of the questions, connected to thefive principles, that we advise teams to use whenassessing risk (which you are free to borrow):

Accountability, as a team
What is the level of human involvement in thetech’s operation? Who will make decisions about
whether to employ the tech for particular tasks?
Are there mechanisms for users to report issues?

Human (em)powered
Could use or misuse of the tech lead to amisalignment with Atlassian’s commitment
to human rights? Who are the users, how will
they experience the tech, and how might thisdiffer between user groups? Could the way thatthe tech works result in unfair biases for/against
certain groups of users?

Unleashing potential, for everyone
Is the tech being used fit for the use case it
relates to? How might a supervillain abuse
this product? What is the best-case scenario?
How do we optimize for the latter?

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Customers
Our trajectoryand emerging issues

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Our trajectory

Emerging issues

Responsibility, as a teamSupply chains in focus

We will continue to turn our responsible technology

New laws like the EU Corporate Sustainability Duecommitments into action via investments in

Diligence Directive and reports of a resurgence ofpractices and programs for Atlassian teams.

child labor in the United States underline that the“traditional” issues of corporate human rights aren’t

Listening outside our walls
We will collect insights from human rights experts
as a proxy for our customers and other rights

going away, even as new challenges like artificial
intelligence emerge.

holders via an annual stakeholder engagement

Corporate surveillance goes both ways

program.

As companies make trade-offs for a competitive
advantage, gains in efficiency, and new ways toDeepening risk management
We will extend our ability to identify and manage
risk by raising awareness and capacity-building

monitor productivity, expect employees to pushback when those trade-offs sacrifice ethics orrequire them to trade dignity for a paycheck.

among the teams responsible for these areas.

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GovernanceAtlassian | FY2023 Sustainability Report

AppendixCommunity
We created the Atlassian Foundation with thebelief that education and business have the power
to change the world.

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About the AtlassianFoundation

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Appendix

In Atlassian’s early days, Co-Founders
Mike Cannon-Brookes and Scott
Farquhar built giving back into thebusiness with the creation of the
Atlassian Foundation.
Atlassian contributes 1% of its equity, profit,
employee time, and products to the AtlassianFoundation to do good on a global scale and in•

Volunteering and giving – All permanent
employees get five paid days of leave every
year to volunteer for causes they care about,and Atlassian also offers a donation-matching
program.

Through these efforts, the Atlassian Foundation has
donated more than US$56 million, volunteered morethan 223,000 employee hours, and provided morethan 135,000 free or deeply discounted Community
licenses of our products to date.

our own backyards.
One of Atlassian’s values is “Be the change you
seek,” and the opportunities the Foundation
provides are a great way for employees to live
this value – and an important part of why manyjoin Atlassian in the first place.
We drive impact in three key ways:•

Education - We team up with some of the world’s
most impactful education changemakers to help
to educate millions of young people from underresourced communities, equipping them with theskills they need to thrive in the 21st century.

•

Pledge 1% – We co-founded the global Pledge 1%
movement to inspire businesses to bake social
impact into their DNA.

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Key performanceindicators

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Participation in volunteering efforts
Percentage of Atlassians who logged Foundation Time*

75.6%

79%

69%

79%

79%

66.7%

FY 2020

FY 2021

FY 2022

FY 2023

Goal

Result60%

60%

FY 2024

Delivering skilled-volunteering outcomes for our partners
Organizations Atlassian
partnered with

Number of projects
completed

141

130

Skilled-volunteering outcomesdelivered for our partners

160

168

109

52

79

64

N/A
FY 2020

FY 2021

FY 2022

FY 2020

FY 2021

FY 2022

FY 2023
goal

FY 2023
resultFY 2024
goal***All permanent Atlassian employees get 5 days (or 40 hours) of paid leave to volunteer every financial year (known as “Foundation Time”).
**In fiscal year 2024 we will launch a new program to incentivize Atlassian employees to volunteer and give. This program is currently underdevelopment and we look forward to sharing more about it in next year’s report.

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Milestones

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Education

Volunteering and giving

In fiscal year 2023, we donated US $6.47 million

During the year, Atlassian employees volunteered

to 16 of the world’s most impactful education

more than 60,000 hours and donated more thanchangemakers. We also worked to offer Atlassian’s

US$1.9 million* toward causes they believe in.

products and practices to these organizations.
For example, Atlassians used Jira Software to help
Code.org localize its computer science courses,
opening them up to students in 180 countries.

We put more energy into empowering Atlassians to
use their time, talent, and tools to help nonprofits
they care about – resulting in Atlassians delivering
168 skilled-volunteering outcomes. For instance, one

We continued to bring the bestof Atlassian to unleash the potentialof social impact teams.

We know that scale matters – which is why we’reof our software engineers used his Foundation leave

proud of our continued partnership with Room toto help families affected by birth trauma (you canRead, through which over half a million children

see his story in this video).

have benefitted. We also supported the launchof IFFEd at the UN General Assembly, the first-everfund designed to invest in the education of theworld’s poorest children and youth, which multiplies
donor dollars seven times and sets the stage forwider innovation in development financing.

Pledge 1%
Since we co-founded Pledge 1%, 17,000 members in
100 countries have used its flexible framework to
generate US $2 billion in new philanthropy. We were
thrilled to see Pledge 1% light up Times Square after
ringing the Nasdaq Opening Bell on Giving Tuesday,
and to celebrate #WomenWhoLead on International
Women’s Day.

Volunteering is an increasingly popular way
to connect as a team in a remote-working
environment, and four in 10 Atlassians volunteered
as part of a team, comprising 90% in-person
volunteering and 10% virtual.
More than 2,200 Atlassians participated in our
most popular internal campaign of the year,“May It Forward,” which encouraged acts ofkindness throughout the month. We supported
238 nonprofits and social enterprises, logging
more than 11,000 hours of virtual and in-person
volunteering.
*Including 100% matching from the AtlassianFoundation

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Preparing youth fromunder-resourced
communities for the
future of work

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Appendix

Education systems around the world

In addition to funding this initiative in fiscal

are failing to provide many students

with Teach For All partner organizations in Australia,

year 2023, the Atlassian Foundation worked

with the learning opportunities thatIndia, the Philippines, and the U.S. towill prepare them for the futurefrom under-resourced communities exposure to

co-design learning experiences to give youth

they’ll soon inherit. To help close

careers in STEM (science, technology, engineering,

this gap, the Atlassian Foundationand group mentorship sessions in our offices thathas committed US$1.5 million overand mathematics), including hosting career panels
were grounded in the local context.

three years to support Teach For All’s

We’re excited to expand this work in collaboration“Future of Work” initiative.

with other Atlassian teams who are also driven

Teach For All is a nonprofit that connects 60+

to build more equitable career pathways into STEM
around the globe.

partner organizations worldwide to help shareeducation innovations across borders. (A quick
Atlassian product shout-out…Teach For All uses
Jira Software and Jira Work Management tocoordinate and communicate with these partners
and its 94,000-strong alumni network.)
This initiative brings teachers, students, businessleaders, and other key people together to educate
students in more holistic and inclusive ways, andto make career readiness a bigger part of theircurricula. The vision: All children, particularly thosein low-income communities, deserve access to theeducation, support, and opportunity that will equipthem to not only navigate the world, but lead it.

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Our trajectoryand emerging issues

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Our trajectory

Emerging issues

Driving social impact with Atlassian

Global economic downturn creates
choppy waters for nonprofits

products…
We’ll ramp up our efforts to support nonprofitsand social enterprises in strengthening theirteam collaboration and scaling their impact. On
the product side, we’ll review our discount programfor nonprofits* and deliver more templates designed
for social impact use cases across our range ofComing out of the crises that have shaped thepast few years, nonprofits are now finding
themselves navigating new waves of uncertainty
from the global economic downturn. Many are
bracing for rising demands and falling resources.

products.

For businesses, it’s easy to do good when you’re…and practices

is a true measure of philanthropy.

doing well. But showing up when times are toughWe’ll make new support resources and engagement
opportunities available that meet the needs ofnonprofit and social enterprise teams aiming to
adopt Atlassian products, strengthen their ways
of working, and address their work management,
team collaboration, DevOps, and IT Service
Management challenges.
*Eligible nonprofits receive a 75% discount on
Atlassian’s cloud products through our Community
License program.

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GovernanceStaying on track as we strive to do the right thing29

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GovernanceOur approach

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Appendix

Re-affirming thebusiness case
The reason should be obvious, even to the mosthard-nosed capitalist: Business can’t thrive in an
unstable democracy or on an uninhabitable planet.
But being crystal clear on what role a cloud
collaboration software company like Atlassian playsin that is critical. Pragmatism is an important partof the story: We simply can’t – and shouldn’t – solve
everything. We need to focus on the areas where
we can have the most impact and that are mostcritical to driving a long-term, successful business.
Every year, we examine emerging business risks
and opportunities using an ESG lens, and thenprioritize to actively manage what is material.
This holistic view of our operating environment
has consistently kept us on the front foot whenit comes to delivering value for our customers
and other stakeholders.
When it comes to the environment, we’ve remained
focused on reducing our own emissions – so that
we can meet emerging regulation and customer
requirements. We also took the first steps towardsupporting our customers with the launch of
Atlassian’s Don’t #@!% the Planet guide – which
gives an “Open company, no bullshit” look at what
we’ve learned on our journey, so that others can
get there faster.

On the “S” (social) side, our investment in humanthat in partnership with Legal, we’ll be able torights helped us identify the emerging risks anddrive strong Board and executive team engagement.

opportunities of the shifting AI landscape, putting
us a half-step ahead in developing Responsible
Technology Principles. This allowed us to launch
the Principles alongside Atlassian Intelligence at
Team ‘23 and to collaborate with our product teams
from day one, as they experiment and innovate with
AI in support of our customers.

If we do this well, we should see more leadershipteams carrying goals tied to our sustainability
priorities and an increase in tough trade-off
conversations in the years ahead. After all,achieving our goals requires significant business
transformation, and we know that can only
be accomplished as one Atlassian team –We know there are a lot of feelings around ESG rightit’s impossible alone, but possible together.

now. But Atlassian’s strength has always been in
confronting challenges and meeting the moment
head-on.
To our investors, we continue to stand by thephilosophy that there is an advantage in using
all material data to inform long-term investment

Jessica Hyman
Chief Sustainability Officer

decisions. To our customers, we remain committed
to maintaining your trust that we care about you, aswell as our people, communities, and planet. And to
Atlassians, this is just who we are. It’s why peoplechoose to join our team, and it’s what keeps themhere year over year.
As we look to the future, our eyes are on the
evolving regulatory landscape and ensuring we’re
well-positioned to meet the disclosure requirements
and stakeholder expectations of tomorrow. As aresult, we’re moving our Sustainability team to theLegal organization (and out of the People org). It’s
become abundantly clear that the next phase of ourjourney requires strong governance, and we know

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GovernanceAccountability

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Appendix

Reporting lines
Starting at the top, our Co-Founders andSustainability Officer quarterly to provide input

Sustainability

and track progress against goals. We update•

Co-CEOs Mike and Scott meet with the Chief

the Board of Directors at least annually onsustainability program is to work as one
Atlassian team.

•Regulatory Affairs (4 levels from Co-CEOs)

Reporting Line: Head of Foundation reports
to Co-CEO (1 level from Co-CEOs)

reports to Deputy General Counsel – IP, Policy &our strategy, progress, and challenges.

•

Department: Own (Foundation)•

Team size: 26•

Focus: Grant-making, employee volunteering•

Department: Legal

three teams with full-time responsibility for driving•

Team size: 6

progress on the items in this report: Sustainability,•

Focus: Implementing and disclosing progress

and giving, and impact investing with a focus

on Atlassian’s climate and human rights

on global education

While our work crosses all of Atlassian, there are

We believe the best way to drive an effective

Reporting Line: Chief Sustainability Officer

Foundation

DEI, and Foundation.

commitments
During this reporting year, the Sustainability team
moved to the Legal department, while DEI remained
within People, which better reflects the type of workand most frequent collaborators for each team.
The Chief Sustainability Officer maintained dual
reporting into the Legal and People teams throughthe reporting year, as we evolved to the next phaseof our org structure in fiscal year 2024.
We remain confident that in building these two

DEI•

Reporting Line: Chief Sustainability Officer(interim) reports to Chief Administrative andLegal Officer (2 levels from Co-CEOs)

teams together we’ve set foundations that ensure•

Department: People

we progress the E, S, and G together. For example,•

Team size: 6•

Focus: Team and company-level representation,

we have upheld rhythms and practices to maintaincross-functional collaboration and strongly believethat Sustainability and DEI should not be siloedfrom each other, as each area of expertise informs,

equitable and inclusive employee experiences
and outcomes

strengthens, and complements the other.

Team data are as of June 30, 2023.

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Governance
Company-wide
collaboration

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Appendix

PlanetCustomers

ESG reporting

Six climate working groups include team members

The Human Rights Working Group includes team

A working group of the Sustainability, Investor

from Sustainability, Treasury, Procurement, Risk,

members from Sustainability, Public Policy, Privacy,

Relations, Accounting, Legal, and Internal Audit

Public Policy, Travel, Workplace Experience, andCommercial Legal, Risk, and Trust. They integrateteams analyzes trends, internal and external

Real Estate teams, as well as supplier relationshipour human rights approach across Atlassian andfactors, and stakeholder needs to inform annual

owners. These Atlassians help advance progress

track progress against work led by each team.

disclosures for the Sustainability Report andon our climate goals, including reducing emissions

The Responsible Technology Working group focusesother voluntary and mandatory disclosures.

in the built environment, engaging suppliers,

on implementing the Responsible Technology

understanding climate-related risk and business

Principles and includes members from Privacy,

impact, and advocating at the policy level.

Regulatory Affairs, DEI, and Human Rights. We havea Central Accessibility team, Accessibility ProductLeads team, and Accessibility Champions that drive,

The work that we do requires more thanPeoplea single team – here is how we get it done.

Some of the DEI team’s core collaborators
include: Talent Acquisition, Talent Management,
HR Business Partners, Total Rewards, Workplace

support, and advocate for initiatives to help teams
across the company research, design, build, test
and support products, content, and experiencesthat are inclusive and usable by the broadest rangeof people – especially people with disabilities.

Experience, Employee Relations, People Insights,
People Operations, Sustainability, Legal, and Brand.
group of cross-functional Atlassians acrossCommunity

different identities and cultures.

The Atlassian Foundation Board is our Foundation’s

Our nine global ERGs also represent a diverse

principal governing body. In fiscal year 2023,
Foundation Councils in the four regions where
Atlassian operates helped connect Atlassian
employees to volunteering opportunities with
nonprofits and social enterprises.

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Appendix

The Sustainability and Public Policy
teams work together on a variety
of initiatives to advocate for ourvalues before governments andpublic agencies.
That included joining corporate leaders and Ceres
to urge the U.S. Congress to pass the Inflation
Reduction Act. We celebrated the passage of thisbill, which is ushering in significant investments inclean energy and climate equity, at the White Housein September 2022.
We also signed the Human Rights Campaign CountUs In pledge, reaffirming our commitment to
LGBTQ+ equality in and outside of our workplaces.
Atlassian made corporate donations to support
the people of Ukraine, including over US$3 million
to Future Ukraine Limited (established by theAustralian Federation of Ukrainian Organisations
and covering both humanitarian support in Ukraine
and support for Ukrainian refugees in Australia) andover US$1.5 million to the United Ukraine Appeal(supporting food aid and civilian bomb shelters).

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A note regarding
forward-looking
statements

Atlassian | FY2023 Sustainability Report

Appendix

This report contains forward-looking statements,

to gather and verify data; the compliance of various

within the meaning of the Private Securities

third parties with our policies and procedures;

Litigation Reform Act of 1995, that involveand our expansion into new products, services,

substantial risks and uncertainties. In some cases,

technologies, and geographic regions. If any such

you can identify these statements by forward-

risks or uncertainties materialize or if any of thelooking words such as “may,” “will,” “expect,”assumptions prove incorrect, our results could differ“believe,” “anticipate,” “intend,” “could,” “should,”materially from the results expressed or implied“estimate,” or “continue,” and similar expressions

by the forward-looking statements we make. You

or variations, but these words are not the exclusive

should not rely upon forward-looking statements

means for identifying such statements. All

as predictions of future events. Forward-looking

statements other than statements of historicalstatements represent our management’s beliefs

fact could be deemed forward-looking, including

and assumptions only as of the date suchstatements about our sustainability or ESG-related

statements are made.

goals, our intended future actions related to thesematters, products, and product features, including AI
and machine learning.

Further information on these and other factorsthat could affect our financial results is includedin filings we make with the Securities and Exchange

We undertake no obligation to update any forward-

Commission (the “SEC”) from time to time, including

looking statements made in this report to reflect

the section titled “Risk Factors” in our most recently

events or circumstances after the date of this report

filed Forms 10-K and 10-Q. These documents areor to reflect new information or the occurrence ofavailable on the SEC Filings section of the Investor

unanticipated events, except as required by law.

Relations section of our website:
investors.atlassian.com.

The achievement or success of the matters
covered by such forward-looking statements
involves known and unknown risks, uncertainties,
and assumptions, including, without limitation,changes in global economic conditions; unexpected
delays, difficulties, and expenses in executing
against our ESG goals set forth in this report;changes in the environmental or other regulatory
landscape; technological innovations; climaterelated conditions and weather events; our abilityiIntroduction

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GovernanceAppendix
PlanetAtlassian | FY2023 Sustainability Report

Appendix

FISCAL YEARS 2019-2023 | Office electricity data
Electricity consumption (MWh) vs. renewable electricity matched (EAC per MWh)
COUNTRY

Australia

FISCAL YEAR 2019
(BASELINE)FISCAL YEAR 2020

FISCAL YEAR 2021

FISCAL YEAR 2022

FISCAL YEAR 2023

1,259

1,337

1,044

1,157

1,352

India

59

644

51

48

(Closed)

Japan

57

47

10

3

8

Netherlands

292

296

250

235

350

Philippines

514

413

201

283

313

Turkey

31

66

22

20

42

1,334

1,188

1,025

1,412

4,263

Canada——124 (New)(Closed)(Closed)Poland——59 (New)

29

18

Sweden——39 (New)

3(Closed)3,546*

3,991

2,825

3,190

6,346

-

3,991

2,825

3,190

6,346

United States

Total MWh
MWh matched with
EACs

*Correction: In last year’s report and data sheet, we stated that the total electricity usage for fiscal year 2019 was 3,548 MWh, which was incorrect.
We have now corrected this amount to 3,546 MWh.

ii

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Appendix

FISCAL YEARS 2022-2023 | Work-from-home energy data
Energy consumption (electricity + gas converted to MWh) vs. renewable electricity matched (EAC per MWh)FISCAL YEAR 2022

FISCAL YEAR 2023

Total Energy

18,78020,902

MWh matched with EACs

100%

100%

FISCAL YEARS 2019-2023 | Scope 1-3 emissions data in tons CO2e
CATEGORYFISCAL YEAR 2019
(BASELINE)FISCAL YEAR 2020

FISCAL YEAR 2021

FISCAL YEAR 2022

FISCAL YEAR 2023

% CHANGE FROMFISCAL YEAR 2019

SCOPE 1Natural

118

187

41

364

320

171.4%

Diesel

2

88

-

-

2

-15.4%

119

275

41

364

322

170.5%

Scope 1 totaliii

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Appendix

FISCAL YEARS 2019-2023 | Scope 1-3 emissions data in tons CO2e
CATEGORYFISCAL YEAR 2019
(BASELINE)FISCAL YEAR 2020

FISCAL YEAR 2021

FISCAL YEAR 2022

FISCAL YEAR 2023

% CHANGE FROMFISCAL YEAR 2019

SCOPE 2 | MARKET BASED
Fugitive emissions notcovered by EACs

146

201

211

207

195

33.6%

Purchased electricity
covered by EACs

1,940

2,308

1,357

1,573

2,800

44.3%

Purchased heating notcovered by EACs

394

492

423

363

N/A

-

Colocation data centers
covered by EACs

78

78

33

12

0.5

-99.4%

Scope 2 market-based
total before EACs

2,559

3,079

2,024

2,156

2,996

17.1%

SCOPE 2 market-based
total w/ EACs

2,559

693

634

571

195

-92.4%

-

2,386

1,390

1,585

2,801

-

Avoided Emissions

SCOPE 2 | LOCATION BASED
Fugitive emissions

146

201

211

207

195

33.6%

Purchased electricity

1,887

2,328

1,393

1,579

2,678

41.9%

Purchased heating

394

492

423

363

N/A

-

Colocation datacenters

78

78

33

12

0.5

-99.4%SCOPE 2 location-based
total

2,505

3,099

2,060

2,161

2,874

14.73%

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FISCAL YEARS 2019-2023 | Scope 1-3 emissions data in tons CO2e
CATEGORYFISCAL YEAR 2019
(BASELINE)FISCAL YEAR 2020

FISCAL YEAR 2021

FISCAL YEAR 2022

FISCAL YEAR 2023

% CHANGE FROMFISCAL YEAR 2019

SCOPE 3Category 1, purchased
goods & services

36,06646,22160,16567,68893,504

159.3%

Category 2, capital goods

8,418

12,992

11,42917,2585,233-37.8%

Category 3, fuel & energy
related activities

573

605

614

380

244

-57.4%

Category 4, upstream
transportation &distribution

191

166

176

80

83

-56.7%

Category 5, waste
generated in operations

124

298

16

5

18

-85.4%

Category 6, business travel

15,638

7,728

75

2,526

22,10041.3%

Category 7, employee
commuting

7,629

6,084

207

518

1,364

-82.1%

Category 7, work-fromhome electricity*

Not estimated

1,476

3,365

4,123

4,613

212.5%

Category 7, work-fromhome gas*

Not estimatedNot estimated

973

1,629

1,780

82.8%

Category 8, upstream
leased assets

28

22

20

5

0.2

-99.4%

68,66775,592

77,04094,212

128,455

87.8%

SCOPE 3 upstream totalv

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Appendix

FISCAL YEARS 2019-2023 | Scope 1-3 emissions data in tons CO2e
FISCAL YEAR 2019
(BASELINE)

CATEGORYFISCAL YEAR 2020

FISCAL YEAR 2021

FISCAL YEAR 2022

FISCAL YEAR 2023

% CHANGE FROMFISCAL YEAR 201995,147

129,455

81.4%

1,422

10,498

10.1%

TOTAL FOOTPRINT
Scope 1 + Scope 2 marketbased + Scope 3

71,34576,56077,715

ADDITIONAL EMISSIONS IN TONS CO2E
Radiative forcing

9,540(air travel)

311

20

*Voluntary categories within the GHG Protocol, usually reported as a total within employee commuting. We pulled these numbers out for moretransparency. The fiscal year 2023 data are compared to the first year data were available (not the fiscal year 2019 baseline year).

FISCAL YEAR 2023 | Atlassian footprint by scope
Scope 1

Scope 2

Scope 3

Scope 3 breakdown

99.6%
72.2%

17.1%
0.3%

0.2%
Purchased goods
and services

Business travel

4.9%

4.0%

Work from home(electricity & gas)

Capital goods

Notes: Scope 2 is Market-Based. Totals may not add to 100% due to rounding to one decimal place.

1.1%

0.2%

0.1%

0.0%

0.0%

Commuting (excl.
WFH electricity& gas)

Fuel & energy

Transportation

Leased assets

Waste

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FISCAL YEARS 2019-2023 | Carbon intensity

DESCRIPTIONFISCAL YEAR 2019

FISCAL YEAR 2020

FISCAL YEAR 2021

FISCAL YEAR 2022

FISCAL YEAR 2023

Total revenue (in thousands)

US $1,210,127

US $1,614,173

US $2,089,132

US $2,802,882

US $3,534,647

Carbon intensity trend: Scope
1 + Scope 2 Location-Based /Revenue [M/$MM REV]

2.2

2.1

1.0

0.9

0.9

59.0

47.4

37.2

33.9

36.6

Carbon intensity trend: Scope 1 +Scope 2 Market-Based + Scope 3/ Revenue [M/$MM REV]

Note: Carbon intensity calculation is the division of emissions by a relevant measure of activity. For this metric, the measure of activity is revenue.

vii

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Data sources
Atlassian measures and reports our scope 1-3
greenhouse gas emissions in compliance with••independent third party.

•

Our verification statement can be downloaded here.

utility bills. In fiscal year 2023, Atlassian owned
and operated a vehicle, adding a new emission
source for scope 1 (the vehicle was also sold thesame fiscal year). Unavailable data are estimatedbased on the average consumption per square foot.

•we collected actual heating data for all offices

associated emissions under scope 2.
•

based consumption.

extrapolated and an emissions factor based onweight of waste category was applied.

Scope 2, market-based consumption: EACs•

number of nights spent in a hotel, number of

Scope 2, refrigerants: An estimate for all officedays a car was rented, and number of rail miles
traveled. An EEIO factor was used for reimbursed
travel based on USD spent.
•attendance data and assumptions aboutcommuting distance and patterns used. For theSpecifically:

WFH portion of fiscal year 2023, basic energy

Category 1, purchased goods & services:

use intensities were used for electricity & gas

Emissions estimated based on USD spent and an

consumption, and emissions applied based on

environmentally extended input-output (EEIO)

country.

factor for the category of purchase.

•

Category 8, upstream leased assets: Emissions

Category 2, capital goods: Emissions estimatedestimated based on USD spent and an EEIO

based on USD spent and an EEIO factor for thefactor for the category of purchase.

category of purchase.
•

Category 7, employee commuting & workfrom home (WFH): Employee count and office(suppliers, expenses, business travel, etc.).

•

Category 6, business travel: Emissions factors
applied to number of passenger air miles flown,

Data is reported through various internal systems

with natural gas consumption. In previous years,
we reported estimated heating data and the

per regular not-home office employee was

Scope 3 data

Scope 1, natural gas & diesel fuel: Quantity used
multiplied by emissions factor. In fiscal year 2023,

factors available, those were applied for market-

emissions.

•Category 5, waste generated in operations:
Based on data received, weight of wastebuildings based on square footage for fugitive

Specifically:••purchased electricity & colocation data centers.

Scope 1-2 data
Generally, scope 1 and 2 data are collected throughpurchase.

building used. When market-specific emission

applied to market-based consumption coverprovide limited assurance of our scope 1 and scope 2(location-based and market-based) GHG emissions.

spent and an EEIO factor for the category of

Scope 2, electricity: kWh used multiplied by an
estimated usage based on square footage of

Category 4, upstream transportation &distribution: Emissions estimated based on USD

emissions factor. When actuals not available,

All emissions calculations are conducted by an

We engaged a third party, Apex, for the first time to•by emissions factor.

the GHG Protocol Corporate Standard and SBTi.

About third-party verification

Scope 1, mobile source: Mileage driven multiplied•

Radiative forcing (air travel): Radiative forcing

Category 3, fuel & energy related activities: Fuel

(RF) impact is reported separately from& electricity consumption was used to calculate

business air travel emissions to align with SBTi

related emissions.

requirements, which considers the inclusion of RF
as optional per the GHG Protocol.

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Appendix

A note on recalculating/rebaselining
We have restated our fiscal year 2019 through fiscal
year 2022 emissions data across a specific set ofPlanetcategories to reflect an improved data collection
methodology that aligns with guidance issued

Additional context
Energy Attribute Certificates
EACs are purchased and retired for us by an

by SBTi since we set our targets and to ensure
consistent estimation methods for each reporting

The long-term effects of climate change on theyear.

global economy and the technology industry inparticular are unclear, however we recognize that

The restated categories are business travel andthere are inherent climate-related risks wherevercommute:business is conducted.

We adjusted our travel emissions methodology
to adhere to SBTi’s requirements (i.e., exclude
radiative forcing from air travel, and add well-totank emissions).

•

We identified data sources for travel conducted
outside of our corporate travel portal, which
we included in the restating of business travelemissions.

•

To disclose how we are addressing this risk,
we are aligning to the Task Force on Climate-••Atlassian also commits to reduce absolute scope
3 GHG emissions from business travel 25% overthe same target period.

•

Atlassian further commits that 65% of its
suppliers by emissions covering purchased goods
and services and capital goods will have sciencebased targets by fiscal year 2025.

Memberships and collaborations
Science Based Targets initiative

•

RE100

•

Business Renewables Centre Australia

business operations, we’ve identified a set ofrisks and integrated them into our enterpriserisk management (ERM) system. In this reporting
year, Atlassian underwent third-party evaluation,

emissions data.

risks, likelihood, and impact to the business withfindings in our ERM system. We will continue to do
so on an annual basis.

methodology change that recategorized the data.

Science-based targets“-” means the emissions were not measured

Atlassian’s near-term fiscal year 2025 targets

occur during the reporting period.

fiscal year 2019 to 100% by fiscal year 2025.

•

approach. We are now validating the top potential

because the activity did not exist or it did notsourcing of renewable electricity from 15% in

Based on Atlassian’s emissions profile andfrom our air travel separately from our scope 3

for in the reporting period because of a

In addition, Atlassian commits to increase annual

Business Council on Climate Change

including a peer benchmark, to update our“N/A” means the emissions were not accounted••

an internal working group and will update these•fiscal year 2025 from a fiscal year 2019 base year.

Related Financial Disclosures (TCFD) framework.

We reported the emissions from radiative forcing“N/A” and “-”Atlassian Corporation commits to reduce
absolute scope 1 and 2 GHG emissions 50% by

independent third party, 3Degrees.

Climate risk••

Recognition
The design of our planned new Atlassian Central
office in Sydney has been recognized with the
Future Project Award 2023 Award of Excellence fromthe Council on Tall Buildings and Urban Habitat
Awards. You can find more information about ourbuilding and awards here.

are approved by the SBTi steering committee. The
targets are as follows:ix

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GLOBAL GENDER REPRESENTATION | Atlassian overall

GROUP

Men overall
Non-binary
Atlassians overall
Women overall

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

67.5%

69.0%

65.1%

67.8%

61.7%

65.1%

63.5%

65.1%

NR

NR

NR

NR

NR

NR

0.4%

0.4%

32.2%

30.7%

34.8%

32.0%

37.9%

34.7%

36.1%

34.4%

GLOBAL GENDER REPRESENTATION | Technical and non-technical roles

GROUP

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

Men intechnical roles

76.1%

79.8%

71.1%

77.4%

69.9%

74.3%

71.8%

73.6%

Women intechnical roles

12.1%

10.6%

14.7%

12.8%

14.3%

14.0%

28.1%

26.1%

Men innon-technical roles

56.9%

55.5%

56.4%

53.9%

52.8%

51.3%

51.3%

51.5%

Women innon-technical roles

20.0%

20.1%

20.1%

19.2%

23.5%

20.7%

47.9%

48.0%

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GLOBAL GENDER REPRESENTATION | Senior leadership roles

GROUP

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

Men in seniorleadership

60.0%

71.8%

42.9%

68.7%

58.3%

63.8%

58.0%

60.3%

Women in seniorleadership

38.1%

28.0%

56.5%

32.4%

44.7%

37.4%

42.0%

39.2%

GLOBAL GENDER REPRESENTATION | Executive leadership roles and board of directors
END OF FISCAL YEAR 2020
REPRESENTATIONEND OF FISCAL YEAR 2021
REPRESENTATIONEND OF FISCAL YEAR 2022
REPRESENTATIONEND OF FISCAL YEAR 2023
REPRESENTATION

Men in executive leadership

81.3%

81.3%

66.7%

68.2%

Women in executive leadership

33.3%

30.0%

33.3%

31.8%

NR

NR

70.0%

70.0%

22.0%

22.0%

30.0%

30.0%

GROUP

Men on board of directors
Women on board of directors

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U.S. RACE & ETHNICITY REPRESENTATION | Atlassian overall

GROUP

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

American Indian,
Alaska Native, Native
Hawai’ian, or other
Pacific Islander

0.5%

0.4%

0.5%

0.4%

0.3%

0.4%

N<5

0.3%

Asian

41.3%

31.9%

35.2%

32.9%

31.9%

32.6%

31.2%

33.0%

Black/African American

2.7%

2.4%

3.3%

2.7%

5.4%

3.4%

6.5%

4.0%

Hispanic/Latinx

7.6%

6.4%

5.9%

6.3%

6.1%

6.2%

7.4%

6.2%

Middle Eastern

0.5%

0.3%

0.1%

0.3%

0.7%

0.5%

1.1%

0.7%

Two or more races

2.3%

3.8%

4.6%

3.8%

6.6%

4.8%

5.8%

5.1%

White

42.8%

52.7%

47.6%

51.3%

47.2%

50.0%

45.9%

48.8%

Declined to state

2.2%

1.9%

2.8%

2.0%

1.8%

1.9%

1.9%

1.9%

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U.S. RACE & ETHNICITY REPRESENTATION | Technical roles

GROUP

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

American Indian,
Alaska Native, Native
Hawai’ian, or other
Pacific Islander

0.0%

0.1%

0.0%

0.1%

0.2%

0.1%

N<5

N<5

Asian

54.6%

39.7%

49.4%

43.5%

45.7%

44.0%

44.3%

45.1%

Black/African American

0.9%

1.2%

1.1%

1.1%

4.6%

2.0%

5.0%

2.6%

Hispanic/Latinx

3.9%

4.8%

4.5%

4.7%

5.3%

5.3%

6.3%

5.1%

Middle Eastern

1.3%

0.4%

0.4%

0.5%

0.9%

0.6%

1.5%

0.9%

Two or more races

2.2%

4.5%

3.4%

4.0%

5.7%

4.6%

5.4%

4.8%

White

34.5%

47.2%

39.3%

44.1%

35.8%

41.4%

35.5%

39.9%

Declined to state

2.6%

2.0%

1.9%

1.9%

1.8%

1.8%

1.9%

1.7%

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U.S. RACE & ETHNICITY REPRESENTATION | Non-technical roles

GROUP

American Indian,
Alaska Native, Native
Hawai’ian, or other
Pacific Islander

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

N<5

0.5%

N<5

0.8%

N<5

0.7%

N<5

0.6%

Asian

30.9%

25.3%

24.4%

23.4%

22.5%

20.8%

16.8%

19.3%

Black/African American

3.8%

3.2%

5.1%

4.2%

5.9%

4.8%

8.1%

5.6%

Hispanic/Latinx

10.3%

7.7%

7.3%

7.7%

6.6%

7.1%

8.7%

7.5%

Middle Eastern

NR

NR

NR

NR

N<5

0.5%

N<5

0.5%

Two or more races

2.8%

3.3%

5.9%

3.7%

7.4%

4.9%

6.5%

5.5%

White

49.4%

58.0%

52.8%

57.6%

54.5%

58.8%

57.3%

58.9%

1.9%

1.7%

3.7%

2.3%

1.9%

2.3%

1.8%

2.2%

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U.S. RACE & ETHNICITY REPRESENTATION | Senior leadership roles

GROUP

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

American Indian,
Alaska Native, Native
Hawai’ian, or other
Pacific Islander

0.0%

1.3%

0.0%

1.1%

0.0%

0.8%

0.0%

N<5

Asian

33.3%

29.1%

21.2%

28.7%

36.1%

29.5%

36.6%

33.1%

Black/African American

0.0%

0.0%

5.3%

2.1%

8.3%

4.1%

N<5

5.1%

Hispanic/Latinx

0.0%

0.0%

0.0%

0.0%

5.6%

2.5%

N<5

3.7%

Middle Eastern

NR

NR

NR

NR

N<5

N<5

N<5

N<5

Two or more races

0.0%

1.3%

0.0%

2.1%

0.0%

2.5%

N<5

N<5

White

66.7%

67.1%

52.6%

61.7%

50.0%

59.0%

43.9%

52.9%

Declined to state

0.0%

1.3%

21.1%

4.3%

0.0%

1.6%

N<5

N<5

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U.S. RACE & ETHNICITY REPRESENTATION | Executive leadership roles
END OF FISCAL YEAR 2020
REPRESENTATIONEND OF FISCAL YEAR 2021
REPRESENTATIONEND OF FISCAL YEAR 2022
REPRESENTATIONEND OF FISCAL YEAR 2023
REPRESENTATION

American Indian, Alaska Native,
Native Hawai’ian, or other
Pacific Islander

8.3%

9.0%

6.2%

N<5

Asian

16.7%

18.1%

18.8%

N<5

Black/African American

0.0%

0.0%

6.3%

N<5

Hispanic/Latinx

0.0%

0.0%

0.0%

0.0%

Middle Eastern

NR

NR

0.0%

N<5

Two or more races

0.0%

0.0%

0.0%

0.0%

White

66.7%

72.7%

68.8%

60.0%

Declined to state

8.3%

0.0%

0.0%

0.0%

GROUP

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U.S. RACE & ETHNICITY REPRESENTATION | Board of directors
END OF FISCAL YEAR 2020
REPRESENTATIONEND OF FISCAL YEAR 2021
REPRESENTATIONEND OF FISCAL YEAR 2022
REPRESENTATIONEND OF FISCAL YEAR 2023
REPRESENTATION

American Indian, Alaska Native,
Native Hawai’ian, or other
Pacific Islander

0.0%

0.0%

0.0%

0.0%

Asian

0.0%

0.0%

10.0%

0.0%

Black/African American

0.0%

0.0%

0.0%

0.0%

Hispanic/Latinx

11.1%

11.1%

10.0%

10.0%

Two or more races

11.1%

11.1%

20.0%

20.0%

White

55.6%

55.6%

50.0%

40.0%

Declined to state

22.2%

22.2%

10.0%

30.0%

GROUP

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GLOBAL AGE REPRESENTATION | Atlassian overall

GROUP

FISCAL YEAR 2020
HIRING RATEEND OF FY2020
REPRESENTATIONFISCAL YEAR 2021
HIRING RATEEND OF FY2021
REPRESENTATIONFISCAL YEAR 2022
HIRING RATEEND OF FY2022
REPRESENTATIONFISCAL YEAR 2023
HIRING RATEEND OF FY2023
REPRESENTATION

20s

26.3%

16.6%

33.3%

21.9%

34.5%

26.3%

33.3%

22.9%

30s

52.7%

54.7%

47.3%

52.9%

47.4%

51.1%

47.6%

51.5%

40s

17.2%

23.0%

15.7%

20.3%

14.5%

18.2%

15.1%

20.5%

50+

3.7%

5.7%

3.7%

5.0%

3.7%

4.4%

4.0%

5.0%

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Appendix

Data sources
and methodology
Workforce data was based on demographic dataand categories in Workday, some of which are self-

Peoplereported, and reviewed by our People Insights team.
The analysis includes full-time employees who were
employed on the last day of the fiscal year (for thisreporting cycle, June 30, 2023).

•

which is a departure from previous years, to•better illustrate the demographic diversity withinwere allowed to select only one race/

technical and non-technical roles. Regardless of

ethnicity option (White, Asian, Black,their role type, all Executive Leaders are classified

Latinx, American Indian/Alaska Native/

as non-technical roles.

Hawai’ian/other Pacific Islander, or
Decline to State).

Employee demographic data sources: Atlassians•

voluntarily self-report their demographic•

Some notes on terms and definitions:N<5: There are fewer than five Atlassiansin the category, and we elect not to provide
percentages to protect individual anonymity•

and privacy.
•

expanded, multiple-select options.

Because Atlassians are allowed to update••

demographic representation of new hires andinternal transfers and promotions). Given small•

reported.
Senior leadership roles: These are defined as

manager levels below the CEOs.
•

Technical roles: These are defined by an
employee’s job family. We use technical and nontechnical populations as separate denominators,

percentages represent the distribution

Additionally, we have been working toof the 89.9% of U.S.-based Atlassians
who provided data.
Board of Directors demographic data sources:
Members of the Board of Directors voluntarily

re-run historical analyses to match ourself-report their demographic information via

current methodology.

an annual survey. In a departure from our N<5

Gender: Gender data is self-reported

reporting rule, we do disclose demographic data
for fewer than five people.
•

Gender: Since we only began sending thecategories beyond the binary for our overall

survey in fiscal year 2022, we have limited

gender representation breakdown. We havegender demographic data.

sufficient representation (N>5).
••

our People data. Where relevant, we haveleadership roles, where we do not haveindividual contributor level below CEO.
roles are defined as our CEOS, plus the two

ethnicity analysis. Therefore, thenot included breakdowns for technical and

our CEOs, plus the four manager levels and one
Executive leadership team: Executive Leadershipdata from previous reports may differ.

time, we are reporting on gender identity

Leadership hiring rates by demographic are not•therefore are excluded from race/and reflects our global team. For the firstteam sizes, Board of Directors and Executive•

current demographic information, historical

our methodology for how we calculate

Hiring rate: This notes the diversity andincludes external candidates only (i.e., excludes

missing ethnicity information, andover time, and this year we have updated

and/or not collected.

10.1% of full-time U.S. employees haveand analysis is conducted using the mostimprove the accuracy of our data analyses

NR (not reported): Data was not reported

In July 2021, Atlassians were invited
to respond to this question withinformation in Workday.
their demographic information at any time,•

Prior to July 2021, all Atlassians•

Race/ethnicity: The annual survey does notinclude the same ethnicity categories as our
employees.

Race/ethnicity: Data is self-reported andreflects only our team in the U.S. A few othernotes:•

Approximately 39.1% of our employees
are based in the U.S.

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Additional context•

Our approach to hiring goals
Atlassian has set long-term hiring rate goals to help
us focus on increasing the diversity of candidates in
our applicant pool. These are not quotas or targets,
but high-level goals co-owned by the People teamand Atlassian leaders to move us in the right
direction at a pace we can be proud of.
For more on how we are working to meet thesegoals, see the next section.

Recruiting practices•

The vast majority of recruiters (95%) have taken

approach allows for greater flexibility for ouran online inclusive hiring training, and we’re

employees, opens up new talent pools beyondin the process of rolling out the training to

the urban hubs where our offices are located,managers and interviewers.

and imagines new ways of working for both our

We started a refugee hiring pilot in fiscal year
2023 and gained approval for an ongoing earlyin-career program that will also support our
diversity goals.

workforce and customers.
For more about our approach to Team Anywhere,
visit: TEAM Anywhere: Distributed Workforce.

Annual compliance demographic
reportingAtlassian’s annual demographic compliance reports
include those for the U.S. Department of Labor,
Nasdaq, the California Civil Rights Department,
and the Australian Workplace Gender Equality

At Atlassian, we take recruiting seriously. All of our

Agency (WGEA). Please follow the link for ourinterviewers are trained to assess candidates for2022-2023 WGEA report.

alignment with our company values. In regards
to overall recruitment procedures, all Atlassianinterviewers undergo training, including specificinstruction on how to evaluate for Atlassian’svalues. We also have an internal mobility effort
to support employee development, career change,
and retention. You can learn more in our Candidate
Resource Hub and Careers page.
To support our efforts to attract and source adiverse pool of candidates:•

We’ve been deepening our DEI strategic
partnerships with groups like /dev/color,
Code2College, Techqueria, and AI4ALL.

•

In fiscal year 2024, we will be onboarding newparters to deepen our applicant pool fromunderrepresented groups in the U.S. and India.

Employee benefits
For more on Atlassian’s approach to employee
benefits (including employee support, perks,
and work-life balance), visit our global benefits
page. For a granular view, visit our local pages forAustralia, Canada, France, Germany, India, Japan,
Netherlands, New Zealand, Philippines, Poland,
Turkey, United Kingdom, United States.

Distributed work
Team Anywhere is Atlassian’s approach to
distributed work: Employees can work from home,the office, or a combination of the two within 13
countries in which the company has legal entities,
with the option to work outside of a employee’s“home base” for short periods each year. Thisxx

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Other resources••

India’s Best Companies to Work For, Great Place
to Work (2021-2022)

How to advocate for yourself at work (AtlassianWork Life blog)

India’s Best Workplaces for Women, Great Place
to Work (2021-2022)

How Employee Resource Groups build belonging(Atlassian Work Life blog)

•

•

•

Australia Best Workplaces, Great Place to Work
(2021-2022)

Memberships and collaborations•

Afrotech•

AI4ALL•

Anita Borg Grace Hopper Celebration•

Code2College•/dev/color•

Lesbians Who Tech•

Techqueria•

Women Impact Tech•

Women in Tech•Philippines Best Workplaces, Great Place toWork (2021-2023)•

Netherlands Best Multinational Workplaces,
Great Place to Work (2021-2023)•

See Atlassian Company Awards for additionalrecognition

Recognition•

Fortune Best Companies to Work For (2019-2023)•

PEOPLE Companies that Care (2020-2023)•

Fortune Best Workplaces for Millennials (20192023)•

Fortune Best Workplaces for Women (2018-2019,
2022)

•

Best Workplaces for Parents, Great Place toWork (2020-2022)•

Human Rights Campaign Best Workplaces for
LGBTQ+ Equality (2022)xxi

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Data sources
Narrative and data were gathered and reported by
our Human Rights team and/or are available publicly
on Atlassian’s website.

The Atlassian accessibility strategy is built on five
strategic pillars:•

People: invest in people, expertise, andrelationships to accelerate our accessibility
journey

Additional context•

teams and partners create accessible solutions

Why we don’t (yet) disclose key
performance indicators for human rights•

As we stated in our last report, we’ll continue to•or included in frameworks do not demonstrate theefficacy of human rights management programs.

Products: make Atlassian experiences fully
accessible and easier for everyone to use
Practices: integrate accessibility into all facets ofour product development lifecycle

publish a key performance narrative as we believethat many of the indicators disclosed by companies

Platforms: develop core technologies to help our•

Program: build the tools, services, andoperational capabilities to achieve accessibility
at scaleWe’ll continue to monitor best practices andevaluate reporting frameworks as we seek to
identify material metrics to disclose publicly.

Overview of fiscal year 2023 accessibility
investments
Our accessibility investments are an essential partof the company’s mission to unleash the potentialof every team. Achieving this mission requires
unleashing the potential of every member of ateam. Accessibility offers a pragmatic way to dothat by creating fully inclusive experiences that
support the individual work requirements of people
with permanent disability, temporary injury, or
situational constraints.

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Our fiscal year 2023 People investments included

engineering investments began at the end of fiscal

allocation of 20 new full-time Accessibility

year 2023.

positions. These roles allowed us to hire
deep subject matter experts to jumpstart ouraccessibility investments in the UI Platformand Design System, Jira Platform, engineeringsystems, and Central Accessibility team. To raiseawareness and develop the skills of every Atlassian,
we launched a company-wide Accessibility
Fundamentals Training and detailed role-based
trainings for researchers, designers, engineers, andsupport engineers. We also launched the Disability
at Atlassian ERG to encourage the growth of thisinternal community and gain a better understandingof their experience working at Atlassian.
Our fiscal year 2023 Platform investments
included technical assessments of the accessibility
capabilities of our technology stack, design
system, and component libraries. We havenow begun investing in the core accessibility
capabilities we were missing to offer a modern UI
experience platform. Over the next few years, ourOur fiscal year 2023 investments in Practices
focused on developing tooling and guidance forthe research, design, and engineering crafts andexplorations related to integration throughout the
product development lifecycle. In fiscal year 2024,
we will continue this work to refine and evolve ourdesign and engineering methodologies to increase
the presence of people with disabilities in our
research and design work, and the frequency ofusability testing with users of assistive technologies
like screen readers, screen magnifiers, and voiceinteraction.
In addition to the work discussed above, our fiscal
year 2023 Program investments established theessential components to accelerate accessibility
work across the company. This included:•

Quality Assurance Service to conduct productplatform teams will complete the work to achieveassessments and publish conformance

conformance with established standards, like the
Web Content Accessibility Guidelines (WCAG).
Our fiscal year 2023 Product investments included

Those results were used to develop an accessibility
roadmap for our flagship products: Jira Software,
Jira Service Management, and Confluence. The
major milestones are included in Atlassian’s public

Atlassian employees and contractors undergo
security awareness training during the onboarding
process and then on an annual basis. Training topics
include current threats and scams, secure working
practices, potentially risky behaviors that create
security risks, and compliance and regulatory issues.
Atlassian also conducts phishing simulations.
Additional security training is provided for specificroles. For instance, developers are trained on securecode and vulnerability management practices.
The Security team maintains open channels ofcommunication with employees through instantmessaging channels, blog posts, FAQs, etc. andhosts a Security Awareness Month for all employees
and partners in October of each year.
All Atlassian employees are required to complete an
Annual Privacy Training. Atlassian staff that accessand process Atlassian customer personal data
are trained on how to handle it, and are bound tomaintain its confidentiality and security.

documents•

Integration with the company’s Trust initiative•

An accessibility champions program to increase
adoption of best practices

detailed assessments of each major product’s levelof accessibility as measured against WCAG 2.1.

The launch of an in-house Accessibility

Atlassian security and privacy trainings•

Establishing accessibility drivers in key product
teams

•

A planning exercise to develop our accessibility
cloud roadmap for the next two years.

roadmap beginning in fiscal year 2024; however,xxiii

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Principles, policies, andpractices

Accessibility

Memberships and collaborations••

Article One Roundtable on Human Rights and AI

These are some of the policies and pages that

Privacy•

Australian Information Security Association•

Business Software Alliance•

Cloud Security Alliance•

Cybersecurity Tech Accord•

Electronic Frontier Foundation•

FedRAMP•

Future of Privacy Forum•

Human Technology Institute•

Information Security Forum•

International Association of Privacy

detail our approach to trust, privacy, security, andCustomers

compliance. Like all Atlassian policies, they arereviewed at least annually and updated as needed.

Acceptable Use, Compliance, and Ethics•

Atlassian Human Rights Statement•

Atlassian Responsible Technology Principles•

Compliance page, including certifications like ISO
and FedRAMP

Accessibility page•

Privacy page•

Privacy Principles•

Privacy policy•

How we handle your data•

Manage your personal data privacy•

Transparency Report•

Guidelines for Law Enforcement•

Common Controls Framework

Trust and Security•

Atlassian Intelligence•

Trust Center•

Risk Management Program•

Security page•

Modern Slavery Act transparency statement•

Security practices•

Code of Business Conduct and Ethics•

External Security Testing•

Third-party Ethics and Compliance Portal•

Handling Security Incidents•

Supplier Code of Conduct•

Bug Bounty Program•

Acceptable Use Policy•

Security Bugfix Policy•

Atlassian Intelligence Terms of Service

Professionals•

Open Web Application Security Project•Open Source Security Foundation•

Technology Council of Australia•

Trusted Cloud Principles

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Data sources
Our Foundation team provided this data. To collectdata on Atlassian employee volunteering hours
and financial donations, the Foundation team uses
employees’ self-reported hours and donations
logged in the online platform Benevity. Facts about
our partners were confirmed via their websites.

Other resources•

Atlassian Foundation•

Atlassian Impact Hub, which helps nonprofits
make the most of Atlassian’s products, practices,and support•

Pledge 1% Communityxxv

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Data sources
Company facts and data were provided by
our Legal team.

Atlassian public policy activities

Design and photography credits

We work with governments around the world withThis report was designed in-house by the Atlassiana very small public policy and regulatory affairs

Creative team, led by Designer Megan Rowe andteam of three. Given our limited resources, thiswith support from Designer Sarita Hangtagool.

activity centers on Australia, the U.S., and Europe.

Additional context

As part of this we disclose relevant lobbying activity
and expenditure with third-party consultants(including LD-1 and LD-2 filings in the U.S.).

Board of Directors•

Members: 10•

Independent directors: 80% (8 members)•Standing board committees: 3•

Separate CEO and chair roles: yes•

Formal board diversity policy: no•

Sustainability formally considered at board/

Atlassian does not currently make political

The photography in this report is a mix of stock
imagery and Atlassian photos.
The photos were taken by:
•

AllGo

For more about our public policy approach, please•

Arkin Sivisit Atlassian’s Public Policy page.

•

Christina at wocintechchat.com•

Desola Lanre-Ologun•

Florian Krumm•

Freestocks.org

Sustainability Report page•

Gabriel Zainescu•

Code of Business Conduct and Ethics•

Good Faces•

Investor relations•

Jason Goodman

Company facts•

Corporate governance•Mick Truyts

Via Atlassian’s fiscal year 2023 fourth quarter•

UK Tax Strategy•

Moritz Kindler•

Board of directors•

Nathana Reboucas•

Public policy•

Nishaan Ahmed•

Member of BSR, Business for Social•

Peggy Sue Kim

Responsibility•

Priscilla Du Preez•

Shingi Rice•

Tachina Lee•

Thought Catalog•

Towfiqu Barbhuiya•

Umar Ben

committee level: yes, see Accountability in thecontributions to any political party in any country.

Other resources•

About our sustainability program•

To see our past reports, visit Atlassian’s

Governance chapter
See People Appendix for Board diversity data.

shareholder letter.
•

Customers: over 260,000•

Revenue: USD$3.5 billion•

Cash flow from operations (GAAP): USD$868
million•Free cash flow (non-GAAP): USD$842 million•

Employee headcount: 10,000+

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ACCOUNTING METRICRESPONSE/ LOCATION
Atlassian’s total energy consumption was 29,677
gigajoules (GJ) in the reporting year, of which 77% was
grid-based electricity.

SASB Index

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

TC-SI-130a.2

Environmental Footprint of Hardware
Infrastructure(1) Total water withdrawn, (2) total water
consumed, percentage of each in regions withHigh or Extremely High Baseline Water StressAtlassian purchases energy attribute certificates (EACs)
to cover 100% of office electricity use, as well as workfrom-home electricity and gas use, as part of our 100%
renewable commitment.
Please refer to page ii of Atlassian’s Fiscal Year 2023
Sustainability Report for additional data, as well as
our data sources and methodology. The total energy
consumption reported in this index includes ourconsumption from all the energy sources in our scopes
1 & 2.
Since we don’t operate our own data centers, themajority of our water use comes from our leased offices.
Within our office space, we implement water efficiency
measures. To date, we’ve implemented touchless faucets
at seven offices, as well as sensors for water taps andtoilet flushes at one office.
The emissions from our colocation data centers comefrom the electricity consumption associated with owned
equipment, and we apply EACs to the market-based
consumption.

TC-SI-130a.3

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

The location-based GHG emissions amount to less than
1% of our overall GHG footprint and are included in thescope 2 emissions. Moreover, our business is continuing
to migrate to the cloud, and we expect this GHG emission
source to remain immaterial.
Atlassian is engaging with the suppliers responsible for
65% of our emissions, which includes cloud providers,to encourage them to set science-based targets.
Please refer to page 9 of Atlassian’s Fiscal Year 2023
Sustainability Report for details.
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ACCOUNTING METRIC

TC-SI-220a.1

SASB Index

Description of policies and practices relating tobehavioral advertising and user privacy

TC-SI-220a.2

Number of users whose information is used forsecondary purposes

Data Privacy & Freedom of Expression

TC-SI-220a.3

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

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

TC-SI-220a.5

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

RESPONSE/ LOCATION
Atlassian conducts advertising activities in line with thelaws of the nations in which it operates. Our Privacy
Policy is continually updated with reference to global
standardized processes to facilitate compliance with
global privacy laws. In addition, Atlassian maintains
extensive internal privacy-related policies and procedures
to ensure a comprehensive approach to privacy
management.
Atlassian is not a data broker. When personal information
is used for outbound marketing purposes, Atlassiancomplies with all applicable laws in each jurisdiction,and customer data is always used within the parametersdisclosed in our Privacy Policy and customer contracts.

In the last fiscal year, Atlassian has not incurred any
fines or penalties relating to user privacy or freedom of
expression.

Per our Guidelines for Law Enforcement, Atlassianstrictly construes requests for data and objects where
production is prohibited or where the process served isinsufficient to compel production of the requested data.
Atlassian also publishes a Transparency Report withinformation about government requests to access data.
Atlassian complies with any applicable laws andregulations, including, but not limited to, requirements
under the U.S. Foreign Corrupt Practices Act and Export
Control Regulations. Additionally, Atlassian products are
not offered for sale in countries and/or regions on the U.S.
sanctions list.

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TOPIC

SASB Index

ACCOUNTING METRIC

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

Data Security

TC-SI-230a.2

Description of approach to identifying andaddressing data security risks, including use ofthird-party cybersecurity standards

RESPONSE/ LOCATION

While Atlassian does not specifically disclose TC-SI230a.1, the company is committed to transparency
around incident notification and accordingly complies
with all applicable data breach notification laws.
Additionally, as demonstration of our holistic approachand commitment to incident management, Atlassian
maintains a Trust Resource Center which aggregatesinsights and data to help the global community
strengthen the defense of the digital ecosystem.

For a comprehensive discussion of Atlassian’s approachto cybersecurity practices, please see our Security
Practices page in our Trust Center. This includes details ofteams and roles, third-party and other risk management,
how we identify and mitigate threats, and how we
respond to incidents.
We also have pages detailing our approaches to External
Security Testing, Vulnerability Management, TrustManagement System, and Security and Trust Policies.
Our list of certifications and standards is available in ourCompliance Resource Center.

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ACCOUNTING METRIC

TC-SI-330a.1

SASB Index

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

Recruiting & Managing a Global, Diverse &Skilled Workforce

TC-SI-330a.2

Employee engagement as a percentage

TC-SI-330a.3

Percentage of gender and racial/ethnic grouprepresentation for (1) management, (2) technicalstaff, and (3) all other employees

RESPONSE/ LOCATION

Atlassian does not specifically disclose TC-SI-330a.1.
Atlassian is a global company with more than 10,000
employees working in 13 countries (as of fiscal year2023): Australia, the U.S., the UK, the Netherlands,
the Philippines, Poland, India, Turkey, Canada, Japan,
Germany, France and New Zealand.

Atlassian does not specifically disclose TC-SI-330a.2. We
conduct a monthly employee experience survey, which
includes measures on topics including team effectivenessand individual experience. Atlassian is revamping its
employee survey and therefore has opted not to disclose
employee engagement data for this reporting year.

Please refer to page x of Atlassian’s fiscal year 2023
Sustainability Report for our workforce data, including
breakdowns of our employees by gender (globally) andrace/ethnicity (in the U.S.), as well as our data sources
and methodology. Details on Atlassian’s policies andprograms related to diversity, equity, and inclusion can befound on pages 13 and xxv of Atlassian’s fiscal year 2023
Sustainability Report.

TC-SI-520a.1

Intellectual Property Protection &Competitive Behavior

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

In the last fiscal year, Atlassian has not incurred any fines
or penalties relating to anti-competitive behavior.

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ACCOUNTING METRIC

TC-SI-550a.1

SASB Index

Number of (1) performance issues and (2) service
disruptions; (3) total customer downtime

RESPONSE/ LOCATIONThe company does not specifically disclose TC-SI-550a.1.
However, Atlassian reports real-time performance andpast incidents of our products at Atlassian Status.

Managing Systemic Risks from Technology
Disruptions

TC-SI-550a.2

Description of business continuity risks related todisruptions of operations

Please refer to the Risk Factors discussion starting on
page 13 of Atlassian’s fiscal year 2023 Form 10-K.

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ACCOUNTING METRICRESPONSE/ LOCATION
Atlassian ended fiscal year 2023 with 262,337 totalcustomers. More than 250,000 Atlassian customers use
at least one of our cloud products.

SASB Index
TC-SI-000.A(1) Number of licenses or subscriptions, (2)percentage cloud- based

Atlassian’s business currently includes on-premises andcloud offerings of certain products. For these products,
our cloud offering enables quick setup and subscription
pricing, while our on-premises offering permits morecustomization, a perpetual or term license fee structure,and complete application control. In some cases,
customers may use both types of deployment.
Given these complexities, we report customer numbers
rather than subscriptions or licenses, or a percentage ofcloud-based licenses/subscriptions.
For a carbon intensity metric based on revenue,
please refer to page vii of Atlassian’s fiscal year 2023
Sustainability Report. For Atlassian’s definition ofcustomer numbers, see page 49 of Atlassian’s fiscal year
2023 10-K.

Activity Metrics

TC-SI-000.B(1) Data processing capacity, (2) percentage
outsourced

TC-SI-000.C(1) Amount of data storage, (2) percentage
outsourced

We do not disclose additional activity metrics, including
TC-SI-000.B.

We do not disclose additional activity metrics, including
TC-SI-000.C.

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