2020 Stakeholder Sustainability Metric Summary
BETTER BUSINESS
2019

2020

Comments

1,560

684

10,523983

1 2 019 Scope 1 and 2 emissions were updated from previously published values toreflect improvement in data quality during the digitization efforts of our inventory.
The change is not material and represents less than 0.5%.

Scope 2 location-based

11,171

7,142

Scope 3Purchased goods and services2
Capital goods2
Fuel and energy-related activities2
Business travel
Employee commuting
Waste generated in operations

121,817
89,963
3,522
3,677
15,388
8,785
482

115,942
101,600
9,800
181
2,100
2,200
61

Total Scope 1, Scope 2 market-based, Scope 3
GHG intensity (Scope 1 and Scope 2 mtCO2e/sq ft)3

133,900
0.01

117,609
0.001

Total energy (MWh)Energy intensity ratio per sq ft (kWh/sq ft)3

38,134
1725,201
12

Scope 1 – direct
Natural gas (MWh)Other direct (diesel, liquefied petroleum gas) (MWh)

3,990
854

1,702324

Scope 2 – indirect
Total electricity consumption from operations (MWh)Renewable electricity use
Other indirect (purchased steam and cooling) (MWh)27,98411%
5,30618,731
100%
4,444

ClimateTotal absolute GHG emissions (mtCO2e)
Scope 11
Scope 2 market-based1
12 2019 emissions in these Scope 3 categories were restated due to improvements indata quality and calculations.
3 	Emissions include all offices under operational control. Square footage includes
Moody’s managed offices and excludes shared-space offices due to data accesslimitations. The impact is expected to be not material, with employees in sharedspace offices accounting for approximately 3% of total employees.

Energy consumption

Decarbonization plan indicators2020

TargetReduction of Scope 1 and Scope 2 from 2019 base year

86%

50% (by 2030)

Reduction of Scope 3 fuel and energy-related activities, business travel and employee commuting from 2019 base year

84%

15% (by 2025)

Supplier spend covered by science-based targets

26%

60% (by 2025)

Renewable electricity use (property portfolio)

100%

100%

Carbon neutrality of residual emissions from operations, employee commuting and business travel since year 2000

100%

100%1

2

BETTER BUSINESS
2018

2019

2020

Comments

4,102537

Landfill697

118

Actual waste represents 52% of reported volume. The reported figure represents anextrapolation to cover the full property portfolio.

Recycled goods

1,775

176

Recycled paper

1,630

243

ClimateWaste (metric tons)
Total waste from office operations

Responsible Sourcing
Supplier diversity
Diverse supplier spend

8%

10%

8%

Women owned

0.2%

0.3%

4%

Small businesses

1%

1%

1%

Percent of diverse supplier spend decreased in 2020 in part due to a significant
increase in software and hardware spend with larger suppliers to pivot to remote
working, as well as one of our large suppliers losing its diversity status. Data includes
addressable spend with suppliers that we do business with directly (Tier 1).

3

BETTER LIVES
201820192020

Comments

Diversity, Equity and Inclusion% changein female(2019 to2020)

Gender statistics: global workforce1,2Female

Male

Not disclosed

Executives

26%

74%

30%

70%

33%

67%

+3%

Senior managers

33%

67%

33%

67%

33%

67%

+0%

Mid-level managers

32%

68%

33%

67%

33%

67%

+0%

First-level managers

39%

61%

37%

63%

37%

63%

+0%

Non-managers

50%

50%

48%

52%

48%

51% 1% +0%

41%

58% 1%

41%

58% 1% +0%

Total
Race and ethnicity statistics: United States1

White

U.S. workforce
U.S. officers and managers3

49%

Underrepresented groups4

46%

5%

2020

Not disclosed

49%

46%

5%

53%

43%

4%

2021

Gender statistics: Board of Directors(as of respective annual stockholder meeting)Female

3

Male7

36

Race and ethnicity statistics: Board of Directors(as of respective annual stockholder meeting)
White

8

Underrepresented groups4

1 17

Not disclosed

2

Moody’s is an equal opportunity employer and does not make employment decisions
on the basis of race, ethnicity, gender or any other protected characteristic. Moody’s
recognizes that many different factors – for example, business growth and related
new openings, successful recruitment of diverse applicants, and turnover – willplay key roles in whether or not the Company achieves its goals. Where it is within
its control, the Company is focusing on each of these factors to create a robust
diversity, equity and inclusion strategy that reflects its desire to be a market leader inthis space.
1 The data represents employees that are integrated in our IT systems. For 2020,this coverage is approximately 85% of the total Moody’s full-time equivalent
employees as reported in the 2020 Form 10-K. Non-employees (such as nonpayroll consultants) and temporary employment workers (such as interns) areexcluded from the analysis. Headcount as of December 31 of respective year.
2 Executives represent managing directors, executive directors and CEO direct
reports; senior managers represent senior vice presidents and senior directors;
mid-level managers represent vice presidents and directors; first-level managers
represent assistant vice presidents and associate directors; non-managers
represent managers, associates and analysts.
3 	Officers and managers are calculated using the job categories: executives, seniormanagers, mid-level managers and first-level managers. The data is based on
Company records and may involve estimates or assumptions.
4 	Underrepresented groups include those who identified as Asian, Hispanic, Black,
Native American/Alaskan Native, Hawaiian/Other Pacific Island or two or moreraces.

4BETTER LIVES
20182019

2020

Comments

1,368

1,771

1,421

The data represents employees that are integrated in our IT systems. For 2020,
this coverage is approximately 85% of the total Moody’s full-time equivalent
employees as reported in the 2020 Form 10-K. Non-employees (such as non-payrollconsultants) and temporary employment workers (such as interns) are excluded fromthe analysis.

Americas (excluding U.S.)

633

681

1 The data represents the total Moody’s full-time equivalent employees asreported in the 2020 Form 10-K. Headcount as of December 31 of respective year.

Asia-Pacific

3,464

3,401

EMEA

3,074

3,183

U.S.

3,909

4,225

Voluntary turnover

12%

7%

Involuntary turnover

3%

4%

10%

10%

Employee engagement score

7176

Employees participating in employee engagement surveys

87%

86%

Absolute number of training hours

251,109205,419

Average training hours per employee

24

21

28

21

21

21

Human Capital
New employee hires

Global employee breakdown by region1

Employee turnover rate2

2 The data represents employees that are integrated in our IT systems. For
2020, this coverage is approximately 85% of the total Moody’s full-time equivalent
employees as reported in the 2020 Form 10-K. Non-employees (such as nonpayrollconsultants) and temporary employment workers (such as interns) are excluded
from the analysis. Headcount as of December 31 of respective year. The decline in
the Company's voluntary turnover rates in 2020 compared to 2019 are likely due tothe effects of COVID-19 on the labor market.

Collective Bargaining Agreements
Employees covered by collective bargaining agreements
Employee Engagement
Moody’s engagement score consists of an average of two questions: “How happy are
you at Moody’s” and “Would you recommend Moody’s.”

Training and Upskilling
Training hours

Officer2Non-officer

The decrease in training hours in 2020 is attributed to shorter format training anddata collection limitations due to the COVID-19 pandemic and the transition to100% virtual learning, as well as changes in data methodology.
The data represents employees that are integrated in our IT systems. For 2020,
this coverage is approximately 85% of the total Moody’s full-time equivalent
employees as reported in the 2020 Form 10-K. Non-employees (such as non-payroll
consultants) and temporary employment workers (such as interns) are excluded fromthe analysis.
Data includes hours captured in the Moody’s Knowledge Portal and online training
programs, related to topics such as compliance, professional development anddiversity, equity and inclusion. In addition, leadership development hours were
included for the first time in 2020.
2 Officer-level data is calculated using the job categories: executives, senior managers,
mid-level managers and first-level managers. The data is based on Company records
and may involve estimates or assumptions.

5BETTER LIVES
201820192020

Comments

The Moody’s Foundation grants1$4,200,000$3,100,000$3,832,400

1 Grants paid from the Foundation toward projects aligned with its strategy
focus areas.

Moody’s charitable contributions2$1,100,000$908,900$1,791,800

Value of volunteer hours3$809,700$874,300$581,400

2 Payments made by MIS, MA, MSS that have been classified as charitablecontributions. Payments to support volunteer events and payments to theFoundation are reported separately.

Communities
Social investment dollars$537,000$532,500$555,300

3 The data represents employees that are integrated in our IT systems. For 2020,
this coverage is approximately 85% of the total Moody's full-time equivalent
employees as reported in the 2020 Form 10-K. Non-employees (such as nonpayroll consultants) and temporary employment workers (such as interns) areexcluded from the analysis.

Dollars to support volunteer events$127,200$168,600$143,700

4 Grants paid from The Moody's Foundation toward the Matching Gifts and Dollars
for Doers programs.

Total social investment$6,773,900$5,584,300$6,904,600

5 Charitable contribution payments made by MCO to volunteering vendors.
* Figure has been updated since original publication$21,000,000

6 Value of complimentary content, trials of MA products, new and pro-bono
products or services made available to the public, as of December 31, 2020.

Number of employee volunteer hours3
Employee-driven giving4
57,842*COVID-19 response
In-kind: products and services (COVID-19)6
The Moody's Foundation programs
Empowering people with financial knowledge
Invested $Female beneficiaries

60%$1.4 million$1.2 million

79%

64%

$355,000$352,00053%

68%$1.2 million$1.1 million

54%

66%

$3 million$2.7 million

Activating an environmentally sustainable future
Invested $Female beneficiaries

58%

Helping young people reach their potential
Invested $Female beneficiaries

48%

All programs
Invested $Female beneficiaries

49%

54%

68%

Low-income beneficiaries

48%

30%

84%

Job readiness outcome in finance, technology
and economics

53%

52%

96%

Number of countries served

50

9972

Measured using Mission Measurement's Impact Genome Project methodology. Datais reflective of programming that was active in the calendar year and is not reflectiveof all Moody’s grant partners.

6BETTER SOLUTIONS2020CommentsESG Solutions and ESG Integration
Moody’s ESG solutions
ESG research
MIS research reports related to ESG considerations

Cumulative data as of December 31, 2020.

1,900+

ESG measures
ESG assessments assigned by ESG Solutions, powered by V.E

5,000+

Controversy monitoring and alerts coverage by ESG Solutions, powered by V.E

8,000+

Sustainable finance
Second Party Opinions (SPOs) for loan and bond issuance300+

Sustainability ratings issued 2019 vs. 2020 calendar year

70%+Entities assigned a climate risk score
Corporates scored

5,000

Sovereigns scored

140+

Real assets scored

10 million+

Vitality index
Revenue breakdown from product lines added in the last five years (Moody's Analytics and Moody's Investors Service)

New products include revenue from product expansion to new markets.

New products

2%

Acquired products

12%

Legacy products

86%

Questions? sustainability@moodys.com