Delivering on
our Promises
2020 Corporate Social Responsibility Report1Table of contents
Letter from the President

5

About Agilent Technologies

8Mission, promise, core values

10

Our One Agilent culture11

Our Sustainability statement

13

Sustainability guiding principles

13

Specific Agilent actions

13

Agilent during COVID-19

15

Our approach to COVID-19

15

Stories from COVID-19
14 employees caught between 2 COVID-19
lockdowns: Singapore and Malaysia

18

Business operations
Product environmental management

22

Materials declaration requirements

22

Information security approach

22

Business growth23

Supply chain

24

Materiality assessments andthe UN Sustainable Development Goals

26

ESG responsibilities

26

Agilent and the UN Sustainable
Development Goals

29

Stories from COVID-19
Superior customer service in spite of
COVID-19: A One Agilent Effort

Key policies

2

22

30

32

Operations policies

32

People policies

33

Stakeholder engagement
Stories from COVID-19
Building relationships: Ayana Takeyama

34
38

Sustainability highlights

40

Business highlights

41

Recognition and awards

44

Stories from COVID-19
Joy in listening: Shok Chan Phuah

Sustainable innovations

46

48

Project air to ocean

48

Contract management improves

51

Sustainable transportation in Denmark

52

Reducing paperwork in shipping

54

Strengthening supplier diversity, sustainability

55

Stories from COVID-19
From hobbyist to 3D-printing hero:
Tiong Seng Pung

56

Our markets

59

Good governance60

Anti-corruption

61

Anti-competitive behavior

62

Economic performance

63

Indirect economic impacts

66

Stories from COVID-19
Joining Agilent during a pandemic:
Julie Morley72

Our environment

75

Energy75

Water and effluents

80

Emissions82

Effluents and waste

86

Environmental compliance88

Stories from COVID-19
Agilent CTO expands STEM education
research: Darlene Solomon

90

Customer health and safety

93

Assessment of impacts of productand service categories

93

Marketing and labeling

93

Customer privacy

94

The One Agilent experience96

Diversity & inclusion

96

Diversity & equal opportunity

104

Employment & benefits

108

Occupational health and safety

111

Stories from COVID-19
Learning about fatherhood: Jinho Kang

Our communities and our giving

115

116

Community engagement

116

Our giving

118

Research awards

121

External assurance

122

About this report

123

SASB index

124

GRI content index

128

3

4
4

Letter from the
President
Some 21 years ago, Agilent opened its
doors with a bold vision.
We soon published our first Environment and Social
Responsibility report, explaining that, “To build a
successful company for the long term, we need toaddress the challenge of sustainable development.”
We declared our priorities in our policies. We committed
to providing, “… products and services that areenvironmentally sound throughout their lifecycles
and conduct(ing) our operations worldwide in anenvironmentally responsible manner.”
We also promised to “Honor our obligations to society by
being an economic, intellectual and social asset to eachnation and community in which we operate.”
Fast forward to 2020, Agilent’s 20th anniversary as
an independent company and this report, our 21stannual publication. Our commitment to progress onenvironmental, social responsibility and governanceissues hasn’t changed; it has only deepened.
2020 was a year that defied expectations. A year
when so much we took for granted in our daily lives
changed dramatically.
We were shocked by the rapid onslaught of COVID-19,
saddened by the isolation and loss of lives, horrified andhurt when long-simmering racial injustice erupted into civil
unrest, and worried as the global climate crisis loomed
larger than ever.
Through it all, our commitment to our mission – toadvance the quality of life – remained strong. We
maintained our focus and continued to work together

5Letter from the President

as One Agilent. Progress was painful at times, but there
was good news, too.
Our products, our expertise and our donations have surely
contributed to stemming the tide of COVID-19.
We promised employees there would be no job losses orsalary cuts due to COVID-19 and we kept our word.
We also promised employee safety would be our top
priority, so we quickly and safely transitioned more than
13,000 employees to working remotely. Those who worked
on-site or in the field were well-equipped with protective
gear and trained to minimize risks.
We conducted a series of employee focus groups togain insights about the Black experience at Agilent,
increased mandatory training, and hired an associate
vice president of Diversity and Inclusion. Additionally,
employee volunteers launched CoBE, our Council ofBlack Employees network group.
We maintained an uninterrupted inventory, delivering
products and installing equipment to meet customer
needs. We provided outstanding customer service,sometimes in amazingly creative ways.
And we increased our focus on environmental, social andgovernance (ESG) objectives, increasing transparency
by adding Sustainability Accounting Standards Board(SASB) data. We elevated and expanded the role of the
ESG function, which reports directly to me as CEO. We
are building a more detailed report for 2021, when we willtransition from our traditional CSR approach to a morecomprehensive ESG report.
By the end of 2020, we had grown our business, deliveredon our promises and made substantial progress toward
critical ESG goals.

6

I am incredibly proud of our employees, whose sacrifices
and hard work delivered these results in the most difficult
circumstances many of us have ever experienced.
I am also thankful for you, our stakeholders, who continue
to support, challenge and inspire us on this ESG journey toadvance the quality of life.
Together, we are stronger and better. And that’s anotherpromise we will keep.

Mike McMullen
President and Chief Executive Officer
Agilent Technologies, Inc.

7

About Agilent
Technologies
Agilent (NYSE: A) is a global leader inlife sciences, diagnostics and analyticallaboratory technologies, recognized
for uncompromising integrity in all
we do. Whether we are working withour customers to keep food supplies
safe, improve the quality of air, waterand soil, or fight cancer with more
precise diagnoses and targeted
treatments, Agilent’s approximately
16,400 employees, serving customers
in 110 countries, share a passion andcommitment to solve our customers’
most ambitious scientific challenges,
increase their laboratories’ performance,
and advance the quality of life.
Leveraging more than 50 years of laboratory, clinical,
and enterprise level expertise and innovation, we
produce advanced instruments, software andconsumables, supported by teams of highly skilled
and knowledgeable people.

88

For the fiscal year ended Oct. 31, 2020, Agilent generated
revenues of $5.3 billion with its three business groups: Life
Sciences and Applied Markets, Diagnostics and Genomics,
and Agilent CrossLab.
• Life Sciences and Applied Markets provides
application-focused solutions that include instruments
and software that enable customers to identify, quantify
and analyze the physical and biological properties ofsubstances and products, as well as enable customers
in the clinical and life sciences research areas tointerrogate samples at the molecular and cellular level.
• Diagnostics and Genomics is composed of six areas
providing active pharmaceutical ingredients (APIs)
for oligo-based therapeutics as well as solutions
that include reagents, instruments, software andconsumables which enable customers in the clinicaland life sciences research areas to interrogate samples
at the cellular and molecular level.
• Agilent CrossLab spans the entire lab with its extensive
consumables and services portfolio, which is designed
to improve customer outcomes.
In addition, we provide centralized order fulfillment andsupply chain operations resources for manufacturing,
engineering and strategic sourcing to our respective
businesses. The Order Fulfillment and Supply Chain
organization (OFS), together with Agilent Technologies
Research Laboratories, is supported by our global
infrastructure organization, which provides shared services
in the areas of finance, information technology, legal,
certain procurement services, workplace services andhuman resources.

99About Agilent Technologies

Our Mission
To deliver trusted
answers and insightsthat advance thequality of life.

Our Promise
To deliver trusted
answers to ourcustomers’ criticalquestions andchallenges – helping
them achieve
superior outcomesin their laboratories,
clinics, organizations
and the world theyseek to improve.

Our Core Values• Innovation and contribution.
We differentiate our contribution in
the eyes of our customers. We inventand discover solutions and seek new
ideas to help our customers.
• Trust, respect and teamwork.
We treat all individuals with respect.
We create a diverse and inclusive
environment built on respect for each
person's ideas and contributions.
We value the power of a global,
diverse workforce.
• Uncompromising integrity.
We never compromise integrity in
any relationships with customers,competitors, suppliers or employees.
We adhere to the highest standards ofbusiness ethics and regularly provide
updated training for all employees.
• Speed. We anticipate and respondto customer and business needs
with a sense of urgency. We act
decisively to make rapid course
corrections if needed.
• Focus. We make tough trade-offs.
We prioritize and simplify tounderstand what’s really important.
We focus on anticipating andsatisfying customer needs.
• Accountability. We do what we
say we'll do. We make straightforward
commitments and follow throughon them.

10Our One Agilent Culture
We are a community
We are inclusive as we lead, win and grow as one company.
We are diverse, passionate and driven to provide trusted answers.
We embrace flexibility to balance work demand with personal life.

We work collaboratively
We focus intensely on our customers to deliver differentiated outcomes.
We lead in innovation and simplify continuously in all we do.
We act like owners with positive urgency.

We develop continuously
We openly recognize and learn from our wins and mistakes.
We welcome feedback and adapt, always developing ourselves and others.
We celebrate our achievements and share in the company’s success.

11
11

12

Delivering on our Promises

Our Sustainability
statement
We strive to consistently improve oursustainability in our operations, andalso through our innovative products
and technologies that address complex
issues in a sustainable way.

Specific Agilent actions

Our mission is to provide trusted answers and insightsthat advance the quality of life, and we believe thatsustainability is an important part of meeting that mission.
We are committed to being a good corporate citizen, toacting responsibly in pursuit of our goals. That means wemust operate in a sustainable manner and help others do
the same.

• Continue to provide the most healthful and safe
workspaces possible through sustainable renovations,operations and certifications.

This is nothing new for us. All of our actions are
based on our long-standing values and achieved with
uncompromising integrity. Our culture has always included
respect for the contributions of every employee in our
global workforce. We support the communities in which welive and work and encourage employees to share their time
and talents to help others.

Sustainability guiding principles• Create employee work environments that are safe,
healthful and conducive to collaboration and innovation.

• Develop products designed to enhance the sustainability
initiatives of our customers.
• Partner with our suppliers to operate sustainably
and drive full transparency from vendors regarding
sustainable products and services.

• Implement sustainability opportunities, identify metrics
and track progress throughout our operations andsupply chain; ensure compliance through a combinationof self and third-party audits and certifications.
• Continue to encourage and develop diversity andinclusion in our workforce, investing in programs that
advance these principles.
• Encourage employees to share their knowledge andtalents in building sustainable communities by providing
paid volunteer time off, matching their charitable
contributions and encouraging science education
through a variety of Agilent science programs.
• Report on our sustainability practices and progress toemployees, investors and customers on a regular basis.

• Enable our customers to operate more sustainably
and address world challenges through the use of our
products and services.
• Reduce environmental impact of our operations throughresource conservation, reducing our carbon footprint
and waste.
• Drive consistent, responsible profit.
• Embrace diversity and inclusion in all aspects ofour business.
• Be an economic, intellectual and sustainable leader incommunities and countries where we operate.

13

14

Delivering on our Promises

Agilent during
COVID-19
Agilent and COVID-19
As COVID-19 quickly started to spread, no one could havepredicted the enormous obstacles we would all be facing or
how we would navigate this crisis.

and have been successful in ensuring we can continue
to support our customers during the evolving situation
with COVID-19.

Agilent immediately reached out to employees, letting
them know that their health and safety would be our top
priority, and there would be no job losses or pay cuts asa result of the pandemic. We also informed our external
stakeholders that we would continue to provide products,
services and support during this critical time of need. We
created online resources addressing COVID topics on our
corporate website.

Our employees

Our approach to COVID-19
Agilent has an established Enterprise Risk Management
Program that incorporates Business Continuity Plans(BCPs) for all our critical activities, risk assessments andcrisis-management protocols. We activated this structurewith the initial outbreak of COVID-19, with teams meetingat the country, function and enterprise levels. Our executive
staff continues to meet regularly to monitor activities.

The Agilent Enterprise Risk
Management (ERM) program
The ERM program provides a framework for identifying
material risks. The program supports the businesses
and functions in the documentation of the risk, how therisks are managed, and the update/creation of business
continuity plans (BCPs) where appropriate. Oversightis provided by the Executive Risk Committee, which
comprises CEO staff.
The ERM program has identified material risks, including
supply chain disruption, loss of strategic suppliers, logistics
disruptions and site closures. BCPs exist to mitigate
and manage these risks, and we regularly assess andupdate them. We've successfully activated these BCPs—
proactively in many cases—for surety of supply purposes

Agilent is committed to providing a safe environment forour employees, their families, and the communities inwhich we operate. Initially we asked employees to work athome where possible to reduce transmission risks and tokeep them safe. Some employees have now returned tothe office based on local conditions and in line with global
approvals under our return to office process. For those
employees still working at home, we want them to workfrom home safely and comfortably, and they are authorized
to purchase additional equipment if needed.
In the early phases of the pandemic, Agilent restricted
all international travel by air and rail to business-critical
purposes only, with prior executive approval. Domestic
travel is also restricted to critical activities, with no travel
permitted for internal Agilent meetings. A detailed protocol
exists for employees wishing to attend or participate
in exhibitions, trade shows and similar events. These
restrictions are in place to reduce transmission risks andprotect our workforce from a dynamic environment ofgovernment-imposed restrictions and quarantine. Whenemployees do need to travel, extensive support networks
are in place.
Our Human Resources and Environmental Health and
Safety (EHS) teams have detailed processes in place tosupport our employees, including loosening of sickness
and time off policies for those who need to self-isolate,fall ill or need to make other work-life adjustments for childcare and elder care.
Employees have been provided with an “employee care kit”
comprising masks, sanitizer, a digital thermometer andother items to keep them safe while at work and at home.

Related UN Sustainable Development Goals

3

8

15

Agilent during COVID-19

Our sites
All our sites remain open for key on-site activities suchas manufacturing, training and customer demos. We
have taken extensive precautions to protect our on-site
workforce, including increased cleaning and disinfection,
signage, restricted conference room usage, closure ofamenities, screening and restricted access for visitors andthe availability of personal protective equipment. Internaland external events have been rescheduled virtually,
postponed or canceled.

the workplace. Our priority is the health and safety of ourworkforce and the broader implications a return to work
locations will have on their lives and families.

We have comprehensive plans to temporarily close partof or all of a site to perform deep cleaning in the event an
employee is considered a risk, shows symptoms or tests
positive for COVID-19.
At our manufacturing sites, we have introduced split shifts
where possible to minimize transmission risks.

Facilities have been adapted to provide appropriate
screening and social distancing, and employees will
return to the site in carefully managed phases. Phases areprioritized to those who need to use on-site infrastructure
and in customer-facing roles. Many of our employees willcontinue to work from home until well into 2021.

Returning to Agilent work sites

Our products and services

Agilent has developed an extensive Return to Office
Protocol to manage employees returning on-site once local
authorities begin to allow nonessential workers to return toAgilent has a diversified manufacturing strategy with morethan 20 locations globally. All our manufacturing sites have

Our evaluation of site readiness includes a broad setof important issues such as if the number of cases of
COVID-19 are on a clear downward trend; the availability ofcritical infrastructure such as public transport and parking;the availability of social infrastructure such as doctors andschools; and the readiness of our sites.

Related UN Sustainable Development Goals
16

3

8

Delivering on our Promises
continued to operate at normal capacity. Our teams are
hard at work to minimize the risk of potential disruption byidentifying diversified second- and third-tier direct material
suppliers and securing additional logistics uplift.
All Agilent manufacturing sites have established BCPs
that cover the physical infrastructure of the site, supply
chain disruptions and logistics/distribution. Our parts andcomponents come from a complex and diversified supply
chain, and we regularly meet with our strategic suppliers toassess the robustness of their model and their own BCPs.

We have proactively initiated these plans to help guarantee
surety of supply.
We do not believe our products or packaging pose
any transmission risk of COVID-19. Currently, there isno evidence to support transmission of COVID-19 inthis manner; the U.S. Centers for Disease Control andPrevention, the World Health Organization and otherauthorities have confirmed there is very short survivabilityof the COVID-19 virus on hard surfaces. Over the days or
weeks of shipping at ambient temperatures, the risk of
spreading the virus is very low.

17

Stories from COVID-19

14 employees
caught between
2 COVID-19
lockdowns:
Singapore and Malaysia

In pre-pandemic days, more than
100,000 Malaysians crossed the border
every day to work in Singapore.
But when Malaysia announced its movement-control order(MCO) in March and closed the border, many workers –including several Agilent Singapore employees who live in
the Malaysian state of Johor – were caught off-guard as
they could no longer travel to work.
While non-production employees could work from theirhomes in Johor, some employees in manufacturing could
not. To assist these employees, managers at Agilent
Singapore quickly offered them the option of going home
to Malaysia and waiting out the MCO, or remaining in
Singapore indefinitely and continuing to work, with Agilent
covering accommodation costs.

Not an easy time
On March 17, following discussions in the office, 14
production employees chose to stay in Singapore. For thisgroup, it was a race against time to beat the traffic as theyjoined thousands of Malaysians rushing to cross the border
before the lockdown kicked in at midnight March 18.

18

“After our meeting ended at 9:30 a.m., we hurried home to
inform our families and pack some daily necessities andreturn to Singapore before the border closed,” said Jimmy
Wong Shaw Wai.
Kum Chee Phang and Aziz Yahaya rushed home andreturned, carrying their personal belongings as they hiked
across the bridge linking Singapore and Malaysia to prevent
getting caught in a major traffic jam. In ordinary times, Kum
Chee Phang crossed the border on his motorbike every day,but chose to stay in Singapore out of commitment to his
family and Agilent.
Chai Man Bin also decided to stay in Singapore. He
explained, “When the MCO was announced, we didn’t know
how long the situation would continue. We had to consider
our jobs and also the impact on production.”

Where would they live?
Many arrangements for hotels and meals had to be madequickly to accommodate employees living in Singapore foran extended stay. Lodging was a major challenge, as hotel
rooms were already at a premium and other companies
were racing to find rooms for their employees.
Fortunately, Agilent managed to secure a block of rooms
at the Concord Hotel Singapore within the day. Breakfast,
19

Stories from COVID-19

14 employees
caught between
2 COVID-19
lockdowns:
Singapore and Malaysia
Continued

lunch, laundry and the daily commute between the hotel
and work site were also arranged.
As the pandemic dragged on, the group later moved to the
Pan Pacific Serviced Apartments, which provided moreliving space as well as the freedom to cook and do laundry
within the apartment.
“Even as the team braced for impending operational
disruptions, our priority has always been the well-beingof the affected employees,” said Ching Soon Tee, theSingapore manufacturing director for OFS Instrument
Manufacturing. “We will always do our best to make suretheir needs are taken care of while they are residing here.”

Lockdowns continued, stays extended
As the pandemic continued to worsen, Malaysia extended
its MCO twice and Singapore announced its own so-called
Circuit Breaker measures beginning April 7. Stuck between
two lockdowns, these employees continued to rely heavily
on video calls and WhatsApp messaging to stay in touchwith families.
20

Chan Khai Luen said continuing to work in Singapore has
been tough but manageable.

stride and have carried on with their work diligently. Thankyou, all, for your commitment and loyalty to Agilent.”“I chose to stay as my wife is working from home during
this period and she can take care of our daughter,” he said.
“I miss my family and I don’t know when I can go home. But
I am also grateful to Agilent for providing accommodations
that allow me to work with peace of mind.”

He added, “We overcame this unprecedented challenge andensured operations continued smoothly. In many ways all
14 employees – and everyone involved in supporting them– have taken the One Agilent spirit to a new level.”

After Singapore introduced its Circuit Breaker, shops andrestaurants were shut down, meaning colleagues could nolonger get together on their days off. Most of them kept
busy by jogging and cooking.

Sacrifices met with gratitude, great results

In recent weeks1, both countries have begun easing
their lockdowns and have committed to holding talks onreopening the border. A few of the 14 have managed toreturn home or make a visit. This is good news for thisgroup of dedicated employees, who are looking forward togoing home and once again, living there.

Chow Woai Sheng, VP of OFS Instrument Manufacturing
and country general manager for Singapore, said he was
grateful to the employees for the grace with which they
have handled this challenge.
“It is not easy to be away from our families for an extended
period,” he said. “But these 14 employees took everything in

1

As of April 26, 2021

21

Business operations
Each year, Agilent’s CEO and president and top
management outline the company's Measure of Success,which provides focus areas and related goals that thecompany aims to reach over the next fiscal year.
Measuring performance toward these goals throughthe Executive Quality Review process and related
Business-level Management Review serves as a reportcard of our progress.

Product environmental management
Agilent aims to minimize the environmental impact ofour products and their packaging. We are committed
to conforming with applicable regulations related to the
Restricted Substances in Products. When a customer
decides it no longer needs a product, Agilent will take itback for reuse or ensure it is properly recycled. For more
information, go to Agilent's Product Take-Back program. In
addition, we use tools such as the General Specification for
the Environment and our recently updated Design for theEnvironment Guidelines to help minimize the environmental
impacts of our products and their packaging.

Agilent's materials declaration
requirements
Agilent requires hazardous and restricted material
composition data for the purchased materials used inAgilent's products, including parts procured on Agilent's
behalf by third parties, such as contract manufacturers,
distributors and third-party logistics suppliers.
To meet the various requirements of our customers
and product chemical content restrictions imposed bynumerous country laws and regulations, Agilent must
maintain material composition data on hazardous
substances. Agilent requests data about regulated
hazardous substance content of materials in order totrade in legal compliance worldwide – we do not ask
suppliers about other, non-regulated substances.
Agilent's General Specification for the Environment (GSE)
consolidates all material restrictions into one document,
which covers environmental laws in the Americas, AsiaPacific and Europe.

Agilent's information security approach
Agilent Technologies security program is based on industry
standards including ISO 27002 Code of Practice, NIST
and the COBIT 5 framework. Our policies, standards andoperating procedures provide a comprehensive approachto maintain the confidentiality, integrity and availability ofthe data and systems in our environment. Security is acompanywide priority and we continuously invest in ourpeople, processes and tools to strengthen our security
posture to protect both Agilent's and our customers’ data.
To support our companywide approach, we have a
dedicated IT Information Security and Risk
Management (ISRM) department that is accountablefor key areas.

Policy, standards and operating procedures:• IT compliance• Security operations• Risk management• Threat and vulnerability management• Security awareness

Related UN Sustainable Development Goals
22

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9

Delivering on our Promises

Growing the business: investing andpartnering for the future
Agilent continued its “Build and Buy” growthstrategy in 2020.
In August, we announced plans to invest $150 million
to more than double the capacity of our state-of-the-art
oligonucleotide production facility in Frederick, Colorado.
Oligonucleotides are short DNA and RNA molecules used
to create nucleic acid-based therapeutics.
They hold the potential to be used in developing treatments
for cancer, COVID-19, cardiovascular disease, rare andinfectious diseases and other conditions. With thismanufacturing capacity expansion, Agilent expects tocreate new job opportunities as well as improve quality oflife for many people.
We also announced plans to ramp up genomics productsupplies in China, with a facility for manufacturing our
SureSelect Custom Probes used in next generation
sequencing workflows opening in 2021.

Two Centers of Excellence open;
new partnerships announced
Agilent invested in opening two Genomics Applications
Centers of Excellence in China. Our Guangzhou lab opened
in January and Shanghai in October. These centers expand
upon the customer support and training facilities alreadyin place with our Agilent Dako Academy Pathology Lab andTraining Centers. Our facilities will provide customers
with better technical support and demonstrations of
products and could potentially be used to develop new
customer applications.
Agilent joined forces with the Indian Institute of Technology
Delhi (IIT Delhi) to promote biopharmaceutical research.
Agilent is contributing funds to support the Institute’s
incubator site, with the goal of enhancing the quality andsafety of biotherapeutics.
Agilent and IIT plan to establish global best practices
for identifying and characterizing biopharmaceuticals
and offer world-class training on protein characterization
to researchers from academia and industry. They will
operate under the Department of Biotechnology, Centerof Excellence for Biopharmaceutical Technology and will
support incubated startups at IIT Delhi performing protein
analysis, with results providing critical information toensure safe and efficacious biotherapeutic productsin India.
Agilent is also collaborating with UK researchers at The
University of Sheffield and The University of Manchester
who are looking into the risk factors for atopic eczema(also known as atopic dermatitis), a chronic skin condition
that affects one in five children and one in 12 adults. The
aim of the collaboration is to help the medical community
diagnose the condition early and to administer the best
possible treatment.
23

Supply chain
Agilent's supply chain organizations
are chartered to provide optimalvalue-added sourcing and procurement
services that are:• Legal, accountable and auditable• Ethically, environmentally & socially responsible• Economically effective• ISO compliant
Agilent's relationships with suppliers are of great
strategic importance. In working with suppliers, ourstandards call for us to use common sense, good
judgment and the highest integrity. Agilent expects its
suppliers to act with uncompromising integrity and follow
all appropriate global and regional laws and regulations.
It also includes all Agilent policies and programs that arealigned to these requirements. Working together, we canachieve a strong working relationship and meetcompliance requirements together.

24Delivering on our Promises

Agilent requirements include:• Quality - Agilent is committed to delivering high-quality,
safe and reliable products, so we take steps to ensure
we consistently meet or exceed the standards set
forth in our quality policy and applicable global quality
manufacturing standards.
• Environment, health and safety - Agilent strives to
conduct business in an environmentally responsible
manner and is committed to compliance with allapplicable environmental laws and regulations. We
support all laws, policies, permits, and regulations
related to protecting the environment, conserving energy
and natural resources, and reducing the environmental
impact of our operations around the world.
• Regulatory - Agilent is committed to meeting all
applicable regulatory requirements such as RoHS,
REACH and Conflict Minerals.
• Human rights & labor - Agilent's core values and culture
reflect a commitment to ethical business practices andgood corporate citizenship wherever we operate in theworld. As a company, we acknowledge and respect thefundamental principles of the Universal Declaration of
Human Rights, and our policies and practices reflect
our commitment to promote human rights within thecompany's sphere of influence.
• Anti-corruption & bribery - Agilent is committed to
conducting its business activities in accordance withall applicable laws and regulations that prohibit bribery
or corruption. It includes trade security that we do nottolerate bribery in any form.

• Sustainability - Agilent has formally aligned its
objectives with the United Nations Sustainable
Development Goals (UN SDGs).
Agilent has been streamlining and improving its supply
chain and manufacturing for the past several years. Amongthe company's innovations:• Four Centers of Excellence around the world focus on
manufacturing, bioreagents, chemicals and logistics.
• An online OFS Academy helps employees understandtheir role in the overall supply chain and align toward
common goals. The Academy recently added a Schoolof Digital Innovation.
• The OFS Future Lab enables employees to contributesuggestions and ideas related to emerging megatrends,
such as artificial intelligence.
To address the potential for disruption in our supply chain,
we use a number of techniques, including qualifying
multiple sources of supply and redesign of products foralternative components. In addition, while we generally
attempt to keep our inventory at minimal levels, we dopurchase incremental inventory as circumstances warrant
to protect the supply chain.
Agilent did not disclose significant changes to theorganization and its supply chain in fiscal year 2020.

• Supply chain security - Agilent is committed to meeting
all applicable laws and regulations for ensuring asafe supply chain. This includes trade security like theWorld Customs Organization (WCO) and the CustomsTrade Partnership Against Terrorism (C-TPAT) to
improve the security of our supply chains and logistics
systems. We adhere to all applicable data protection
and privacy laws worldwide. Agilent has policies andstandard operating procedures in place to maintain
information confidentiality, integrity and availability.
These procedures include organizational requirementsof acceptable use.
25

Materiality
assessments
Environmental, Social and Governance(ESG) responsibilities
We are very proud that in spite of the COVID-19 pandemic,
we have remained committed to our Environmental, Socialand Governance (ESG) goals. Our mission statement
points out that we have a responsibility beyond making a
profit: we are committed to “advancing the quality of life.”
Therefore, we must always think long term and consider
the needs of others as we make decisions.
That’s why Agilent leadership routinely pauses to analyze
the ESG issues our business could generate and who wemight impact. We also have to consider how these issues
could impact our business.

What’s involved?

A materiality assessment is a processthat identifies those ESG issues that
could affect our business as wellas our stakeholders, which provides
guidance for business planning.
A broad range of stakeholders is surveyed, generating
feedback on the importance of key environmental,social and governance topics. The most highly rated
issues are important to both company and stakeholders,
and those potential issues inform our strategies, targets
and reporting.

Our periodic materiality assessments provide this insight.

2019 Materiality Matrix
IMPORTANCE TOSTAKEHOLDERSHigh

Moderate

Climate change & energy
Product safety & quality

Ethical business conduct
Innovation
Market presence & pricing

Labor practices
Occupational health & safety
Water & effluents

Community & giving
Economic performance
Supply chain sustainability
Waste management

Customer satisfaction
Governance & leadership
Talent attraction & retention
Sustainable products& solutions

Air quality & other emissions

Chemicals &hazardous materials
Diversity & inclusion

ModerateHigh
SIGNIFICANCE OF IMPACTS

KEY

PeopleBusiness integrity & prosperity

Planet

All themes

Related UN Sustainable Development Goals
26

8Delivering on our Promises

In 2018, we laid the groundwork for our
first materiality assessment, completingthe process in 2019. Those results haveinformed our sustainability strategy andbusiness planning through 2020.
The materiality matrix below and to the left illustrates
the priorities assigned to the 19 social, environmental
and governance issues that could impact our businessand stakeholders.

In early 2021, we completed our second
materiality assessment, which will
provide guidance for 2021 and beyond.
That updated matrix is provided below.
Major events of 2020, including the COVID-19 pandemic,
social and civil unrest and economic downturns haveinfluenced stakeholders’ concerns and, as a result, ourpriorities shifted since our 2019 assessment.
These changes underscore the importance of conducting
regular materiality assessments, which clarify and prioritize
issues of concern. We will continue to conduct regularmateriality assessments to inform business decisions.

2021 Materiality Matrix
Innovation & R+D
Product sustainability
Climate change & energy
Product safety & quality
Customer satisfaction &engagement
Diversity & inclusion

IMPORTANCE TOSTAKEHOLDERS
Very High

Ethical business conduct

High

Labor practices
Occupational health & safety

Waste management
Corporate governance &leadership
Water & effluents
Economic performance

Moderate

Talent attraction & retention
Chemicals &hazardous materials
Air quality & other emissions

Market presence & pricing
Community engagement &relations

Moderate

Supply chain sustainability &sourcingHigh

Very HighSIGNIFICANCE OF IMPACTS

KEY

PeopleBusiness integrity & prosperity

Planet

All themes27

28

Delivering on our Promises

UN Sustainable
Development Goals
Agilent and the UN Sustainable
Development Goals
Agilent products and services touch nearly all the United
Nations Sustainable Development Goals (UN SDGs),
launched in 2015 to create a blueprint for a better andmore sustainable future for all.
In 2018, Agilent declared alignment with the UN SDGs,
citing eight of the 17 goals where we have the greatest
potential to deliver positive impact:

Look for these icons throughout this publication,
indicating contributions to specific goals.
Barron’s has recognized our ESG commitment andprogress, awarding Agilent with first place in their 100
Most Sustainable Companies list for 2020 and second
place in 2021. We have ranked within the top threepositions on this prestigious list for three consecutive
years, another indicator of our consistent commitment
to sustainability.

29

Stories from COVID-19

Our superior
customer service
in spite of
COVID-19:
A One Agilent effort

Customers have never needed Agilent’s support more than everas they struggled to keep their staff safe and healthy, and theirlabs operational and efficient during a global pandemic.
That’s why Agilent maintained and even expanded essential
services for customers throughout 2020, including educationand training, technical support, remote instrument monitoring,
instrument repair and exchange, and preparation for increased lab
production when the crisis subsides.
In addition, we deployed Agilent Virtual Assist – our augmented
reality tool for technical support – a tremendous innovationthat is serving customers well. And we continue to see
growth in the use of web applications such as WeChat andKakao for customer service requests and support, deliveringon our digital investments.

Customer response: overwhelmingly positive
Agilent has consistently been available to help in safe, secureways – and customers seized the opportunities for support.
For example, by mid-pandemic, our DGG China team led eight
online activities with attendance of more than 16,000.
ACG Education Services accelerated their digital transformation
with Agilent University training going online and offering virtual,
instructor-led courses. Registration topped out with a nearly 500%
increase in training during the height of the pandemic.

30

Out of the lab does not mean out of work
Customers’ employees built their technical skills at home byvisiting Agilent University. With hundreds of training modules
available, including free courses and dedicated learning paths,
laboratory personnel made the most of their out-of-lab time to
get up and running faster as labs reopen.
Customers can also purchase an e-Pass subscription, which
provides access to all Agilent-designed online courses on
analytical workflows and lab procedures.

Do-it-yourself, the Agilent way
Our advanced remote support capabilities have provenextremely effective. They help employees diagnose andpotentially fix our customers’ queries remotely, using platforms
like WebEx, Microsoft Teams and Skype – in some cases, no
travel or in-lab service technician is needed. And the knowledge
doesn’t stop there – Agilent Community offers crowd-sourced
technical expertise and access to instrument resources,
including consumables, applications and Agilent support
resources, in one convenient online location.

Check-in from the safety of home
With Smart Alerts, customers can check on their Agilent LC/GC
and GCMS instruments remotely and receive real-time statusalerts with critical operational information. The Remote
Assist feature also provides priority response service forfaster uptime.

Broken? Exchange it!
With fully functional bench repair capabilities and over
400 instrument modules in-stock, Agilent continued its
Return to Agilent instrument repair program, as well as an
Instrument Exchange program to keep customer labs
up and running. Repaired and certified instrument
modules are shipped directly to the customer, eliminating
the need for Agilent representatives to conduct on-site
repairs and maintenance.
“The work performed by our customers is critical toboth improving the human condition and in protecting
our global resources,” said Jason DiFraia, associate
vice president, Agilent Services and Support Division,
Product Management. “So, we are focusing on helping
them address the challenges associated with staffing
irregularities, lab closures and changes in lab productivity.
“Together, these programs are especially valuable in theiraccessibility, flexibility and quality – customers can still get
the trusted answers they expect from Agilent, but in waysthat keep personnel safe and labs performing as best as
they can throughout this crisis,” DiFraia said.
Note: Numbers cited above are from data on file.
31

Key policies
Operations policies
Agilent standards of business conduct
Agilent's standards of business conduct guide our
employees on how to conduct themselves with
uncompromising integrity, requiring ethical conductand compliance with the law. Agilent published new
standards of business conduct in 2020. Click here
for more information.

Supplier Code of Conduct
Agilent's Supplier Code of Conduct outlines who we are andhow we operate as a company. It describes our supplierrequirements and expectations. These include quality,
environment, health & safety, human rights & employment
practices, anti-corruption & bribery, regulatory (conflictminerals, RoHS) and Supply Chain Security (C-TPAT/AEO,
Privacy, IT Security) and sustainability.

Conflict minerals policy
Agilent sources components and assemblies for our
products from suppliers in different countries around theworld, each with its own laws and regulations. We arecommitted to respecting human rights throughout our
global supply chain and do not knowingly conduct businesswith any individual or company that participates in the
exploitation of children (including child labor), physicalpunishment, forced labor or human trafficking. See our
updated Agilent Conflict Minerals Policy.

Quality policy
At Agilent, we drive quality through our Quality
Management System (QMS) processes. This commitment
is exemplified in a single, companywide Agilent quality
policy: Agilent will earn customer loyalty by providing
trusted answers through continuous improvement of
products and services and interactions of the highest
quality and greatest value. Please see our Quality at Agilent
brochure released in 2020.

Related UN Sustainable Development Goals
32

6

9

12

13

15

Delivering on our Promises

People policies
Political activities

Environmental health and safety policy

Agilent may contribute to dialogue and decision-making
on public policies affecting the company, our employees
and operations.

Agilent is committed to providing healthy and safe work
environments and processes that enable our people
to work injury-free and illness-free while acting in anenvironmentally responsible manner. Learn more about ourenvironmental health and safety policy.

Anti-corruption policy
One of Agilent's most important company assets is our
reputation for ethical behavior, honesty and fair dealing.
Agilent's anti-corruption policy incorporates the common
elements of anti-corruption laws and regulations worldwide
that apply to Agilent's business. Learn more about our
Global Anti-Corruption Policy.

Agilent's compliance hotline
Agilent's hotline provides an avenue for employees andmembers of the public to report serious complianceconcerns. People can report information by telephone
via a toll-free number or through the web. Reports canbe made in over 100 languages. The information people
submit will be handled confidentially within the small
group necessary to conduct a review of the allegation.
In most countries, reports may be submitted anonymously
if people prefer not to disclose their identities. Agilent does
not tolerate retaliation against our employees for reporting
legitimate concerns.

Human rights and labor policy
Agilent conducts business with uncompromising integrityand promotes human rights within the company's sphereof influence.

Privacy principles
Agilent is committed to respecting and protecting
the privacy and personal information of customers,
employees and partners. Learn more about our Agilent
privacy statement.

Employee diversity and inclusion, accessibility andwork/life balance
Agilent's commitment to diversity and inclusion helps us
to be a great place to work, ignite innovation and deliver
superior business results. Agilent applies a range ofpolicies, programs and practices to promote diversity andinclusion, accessibility and work/life balance, including:• Nondiscrimination policy• Accessibility policy• Education-assistance program• Employee-assistance program• Employee network group opportunities• Balanced approach between campus recruiting andexperienced hiring• Harassment-free work environment• Flexible and part-time work schedules when possible

33

Stakeholder
engagement
Agilent engages with a wide range ofstakeholders on issues that affect thecompany's operations. During businessplanning, Agilent considers external
charters, principles and guidelines. We
also participate in industry and tradegroups at local, regional, state, national
and international levels to address
emerging issues; develop industrywide
approaches to environmental andsocial challenges; and cooperatewith governments, non-governmentalorganizations and other stakeholders oncommon concerns.
Agilent meets all applicable laws, regulations andstandards where we do business.

Approach to stakeholder engagement
Agilent engages with our stakeholders throughconsultation, surveys, ad hoc feedback and reviews.
Agilent stakeholders include:• Customers• Employees• Investors• Suppliers• Government agencies• Communities• Media• Industry standard-setting organizations• Neighbors• Non-governmental organizations

Customers
Our customers and the experience they have with us isa top Agilent priority. Our focus is to deliver on our brandpromise with every interaction. Whether our customers
34Delivering on our Promisesinteract with our people, our products or with us digitally,
we want every experience to leave them feeling confident
that Agilent can and does deliver on their needs, and they
feel valued that we understand their expectations andare helping them achieve their goals. We hope that they
are always inspired. This experience does not come byaccident. We ask for customers' input and design our
improvement programs based on customer input.
Agilent assesses its customer experience through a varietyof customer feedback mechanisms, including an annual
market study, project-based primary customer research,customer feedback provided directly to Agilent employees,
and through an ongoing customer experience surveythat measures perceptions across our customers' key
engagements. Agilent also uses a closed-loop corrective
action process to address urgent customer concerns,
and a continuous improvement process to address more
extensive change opportunities.
The Agilent Customer Experience survey is a global survey
evaluating our customers' experience with Agilent in 19
languages and over 50 countries worldwide.
Customers have rated Agilent as significantly
improved across all the key engagement areas in thelast several years. Agilent received especially high scores
during the COVID-19 pandemic for its ability to serve
customers in a difficult environment. Here are a few
examples of improvements we made based directly on
customer feedback:• Introduced an automatic notification system that
confirms when your product is ordered, tells you
when it ships, and utilizes a real time tracker fordelivery information.
• Provided easier and more complete accessto site preparation guidance for customers
purchasing instruments.
• Faster delivery time and online purchase options
for consumables to improve the purchase anddelivery experience.
• Shortened the time it takes to schedule service.
• Improved search and navigation on our website.

Employees
Agilent has many channels to engage employees and evenmade improvements during the pandemic to meet theincreased need for information. With some 13,000
employees working remotely, Agilent expanded digitalcommunications with all employees:• Created a COVID-19 information center, providing a
one-stop employee resource for pandemic-related help
and information.
• Increased the use of video to share important
information with employees.
• CEO provided frequent updates and encouragement
through his home-based video messages to employees,
generating strong participation and engagement. As aresult of these efforts, Agilent was awarded first placein the prestigious 2020 Employee Communications
Awards, Ragan Communications, receiving otherawards as well.
• Annual Agilent Leadership Survey continued
to allow employees to provide feedback onleadership effectiveness.
• Regular performance reviews and discussions
with immediate supervisors, were handled virtuallywhen appropriate.
• Virtual and on-site Employee Coffee Talks sharedbusiness updates and country-specific information
and answer employee questions.
• CEO global all-managers webcasts provide quarterly
business updates with Q&A.
• Annual meeting for senior leaders held virtually.
Because development of leadership and professional
skills is critical for Agilent, face-to-face and online
resources, training and curriculum are available throughtwo online learning centers, "Development Now" and"Learning@Agilent."

Investors
Institutional investors regularly request meetings withour chief executive officer (CEO) and many of them meetwith him at least once a year. He and other members of
the executive staff attend investor conferences where
they give presentations and meet with investors one-onone. Analysts who research Agilent and our sector also
have regular contact with our CEO and our chief financial
officer (CFO).

35

Stakeholder engagement
Those analysts are in constant contact with institutional
investors and act as a feedback mechanism on how themarket perceives the company.
• Each quarter, we conduct a financial results conference
call that presents analysts and investors with anopportunity to ask questions and detail concerns to the
CEO and CFO.
• At our annual shareholder meeting, all attendees arepresented with the opportunity to ask questions to ourCEO, executive staff members and members of theboard of directors.
• If analysts and institutional investors are unable tomeet directly with our CEO, CFO or Treasurer, thenthey can rely on regular contact with our Investor
Relations department.
Investors need complete information regarding how
companies manage climate-related risks and opportunities,
and adapt their corporate strategy to be in line with alower carbon economy. Major investors have issued broad
public statements, letters and white papers to industry(notably BlackRock Investment Stewardship's approachto engagement on climate risk) calling for "consistent anddecision-useful" disclosures with respect to major material
risks including climate change-related risks.
Specifically, investors like BlackRock have pointed to therecommendations of the Task Force on Climate-related
Financial Disclosures (TCFD) and the standards put
forward by the Sustainability Accounting Standards Board(SASB) as the benchmark frameworks for a company
to disclose its approach to climate-related risks and thetransition to a lower-carbon economy.
These frameworks consider the physical, liability, andtransition risks associated with climate change and provide

36

guidance to companies for disclosing material informationthat is comparable within each industry.
Agilent has sought to incrementally incorporate aspects ofthis framework approach in this current edition of its CSR
Report, adding SASB data reporting this year. We continue
to consider additional incorporation of this disclosure
framework in future reporting.

Suppliers
Agilent's relationships with suppliers are of great strategic
importance. Common sense, good judgment and thehighest integrity standards will be used in working with
our suppliers. The results Agilent Technologies seeks
will not occur from random sourcing or from selecting
suppliers solely based on competitive quotations. It will
result from making the correct selection of suppliers andthen working closely with them in specific areas to improve
quality and productivity.
The basic strategy for establishing these "working
relationships" is through the establishment of mutual
performance expectations and measures. Agilent also
expects its suppliers to adhere to the quality, productregulatory, social responsibility and environmental
principles that are core to our company. As regular practice,
Agilent compliance requirements are communicatedthrough email to all newly added suppliers monthly;
annually, Agilent recommunicates compliancerequirements for suppliers.

37

Stories from COVID-19

Building
relationships:
Ayana Takeyama

Ayana Takeyama had just settled in fora call with a customer.
It was the start of the COVID-19 work-from-home era, andas a member of the South Asia Pacific, Japan, and Korea
sales organization for Laboratory Solutions Sales andMarketing, that meant taking lots of calls from her home inShanghai, China.
She picked up the phone and dialed. Just then, her
8-month-old daughter, Chie Yu, began to cry.
When the customer answered, Chie started screaming.
“I felt so sorry for the customer,” Ayana said.

38

The arrangement was unworkable
But she couldn’t let her child — who was already starting
to walk — wander the house unsupervised; meanwhile, shewasn’t getting anything done.
She phoned her husband.
“It’s impossible,” she told him. “This totally doesn’t
work for me.”So, the couple set to negotiations.
Fortunately, Chuan was self-employed as a generalcontractor and could set his own hours. He took the day
shift, cooking, cleaning and taking care of the baby from 9
a.m. to 6 p.m. while Ayana worked. Then they switched.

Different, in a good way“He was amazing,” Ayana said of her husband. “He dideverything, so I was totally able to focus on my calls.”
The schedule might sound rough, but it wasn’t all bad.
“At least we could have lunch together,” she said. "It was
nice having the whole family together under one roof during
the day," she continued, even as she worked. Normally,
Ayana wouldn’t see her husband and daughter until after
the workday; during lockdown, they could eat and play
together on breaks.
“That’s never happened before,” she said.

A success for the teamFree to take calls without caring for a small, screaming
human, Ayana reached 98% of her sales quota last year.

A huge change…
Before the pandemic hit, Ayana and her husband, Chuan
Tang Yu, sent Chie to a nursery during the day while theywent to work. But when COVID-19 shut down the day
nurseries, they were left to fend for themselves.
“Both of us were pretty upset,” Ayana said. “Where can wesend the baby? How will we take care of the baby?”
Ayana pulled Chie’s crib out from her room and set it next toher desk, placing Chie inside with a handful of toys.

“That’s thanks to my team that supported me, but also myfamily, especially my husband,” she said.
Today, post-lockdown, Ayana and Chuan have returnedto their regular schedules and have just welcomed theirsecond child into their family. And although they’re glad the
day nurseries are open again, Ayana said they’ll remember
the lockdown experience as a gift rather than a burden.
“It was a chance to build the family relationship,” she said.
“We had quality family time during the pandemic.”“Mostly it didn’t work,” she lamented. “Mostly she
was screaming.”

39

Sustainability highlights
GOAL 1

10% energy reduction by 2024
AHEAD OF TARGET AT 7% REDUCTION$2.63 million invested insustainability initiatives2
Energy projects offset
2,143 metric tons of carbon• Yishun and Shanghai solar projects: live in 2020

GOAL 2• Mulgrave solar array: live in spring of 2021

20% water reduction by 2024

• Waldbronn LED lighting conversion:
completed in early 2021

ON TARGET WITH 12% REDUCTION THIS YEARGOAL 395% solid waste diversion by 2020
BELOW TARGET AT 90%, ADJUSTED TO
ACHIEVE 95% IN 2021

Our 1220, 1260 and 1290 Infinity II LC
product families achieved the My Green Lab
ACT certification; labeling now educatesbuyers about environmental impact.

GOAL 4

Our first carbon
neutral event
transitioned to ahighly successful
virtual opportunity.

1% carbon (Scope 1+2 CO2e)
reduction per year since 2014
and 10% by 2024
AHEAD OF TARGET, ACHIEVING 22% REDUCTION
VS. 6% 2020 GOALUPDATED GOAL: 25% REDUCTION BY 2025,
EFFECTIVE IN 2021 REPORTING.

Sponsor of My Green Lab, an organization
dedicated to improving the sustainabilityof laboratories worldwide.
2

40

Less than planned due to onset of COVID-19 pandemicDelivering on our Promises

Business highlights
2020 revenue and growth$5.34 billion• Earnings per share of $2.30• 3% reported revenue growth

Planning to invest over $1 billion
in R&D within three years

Launched plans to more than double
production of oligos, nucleic acid-based
therapeutics, used to develop treatments
for cancer, COVID-19 and more

Opened two Genomics
Applications Centers of
Excellence in China$9Over $9 million donated touniversities, hospitals, researchand charitable organizations

millionOur COVID-19 priorities
Employee safety
and well-being
continues
to be #1

Policies and processes
developed andcontinuously refreshed
to ensure the safety of
employees, customers and suppliers• No COVID-19 related layoffs orreductions in base pay

Product quality maintained andsupply was uninterrupted• 13,000* employees
successfully transitioned toworking remotely*

Deliveries and installations provided
in a safe, efficient manner

Online customer andemployee training quickly
expanded to meetincreased needs
Virtual field service support
developed to minimize
risk foremployees
andcustomers

Approximately

Related UN Sustainable Development Goals

8

9

1341

Business highlights

People16,400* employees
serving customers
in 110 countries~5,300 in our Life Sciences
and Applied Markets Group

~5,800 in our Agilent
CrossLab Group

~2,700 in our Diagnostics
and Genomics Group~2,600 in our global
infrastructure organization

90% 95% 88%

2020
Leadership
Surveyof employees intend
to stay at Agilent

39%

of full-time
employees
are female

Product
innovationin 2020of employees would
recommend Agilent as
a great place to work25

94% of employees

average hoursof training per
employee282

patents issued worldwideof employees
participated in theannual survey

approve of CEO,
Glassdoor

91st percentile,

employee engagement,
Perceptyx

154

patent applications filled*

42

Approximately

Award-winning products
Vaya Raman Spectrometer,
Pharma QA/QC, Gold Award,
R&D 100 Awards and Finalist,
Innovation Awards,
The Medicine Maker

8890 GC System,
Best New Separations
Product, Scientists’
Choice Awards

InfinityLab LC/MSD iQ
system, Best New
Spectroscopy Product,
Scientists’ Choice Awards

Polychromator System,
5800 and 5900 ICP-OES,
Top 15 Innovation Award,
The Analytical Scientist

NanoDis System,
Top 15 Innovation Award,
The Analytical Scientist

Locations
R&D and/or
Manufacturing sites
USA (California, Colorado,
Delaware, Massachusetts,
Texas), Australia, Belgium,
China, Denmark, Germany,
Italy, Japan, Malaysia,
Netherlands, Singapore
and the United Kingdom

Logistics Centers
China, Denmark, Germany,
India, Italy, Japan, Malaysia,
Singapore and the U.S., plus
additional regional hubs

Headquarters
Santa Clara, CA
Related UN Sustainable Development Goals

943

Recognition
and awards
Barron's America's
100 Most
Sustainable
Companies
1st in 2020
2nd in 2021
3rd in 2019

Management
Top 250
Wall Street Journal

JUST 100 List
Forbes and Just Capital, 4thconsecutive year

America's Most
Responsible
Companies
Newsweek

44
44Delivering on our Promises

Best Employers
for Diversity

Great Place toWork India

ForbesCertification, Great Place toWork InstituteEurope's Most
Inclusive Companies

Best Workplaces
for Women

2020, Financial Times

Excellence in Healthand Well-being China
people.cn

Certification, Greater China,
Great Place to Work InstituteBest Workplaces in
Biotechnology andPharmaceuticals

Award of Distinction
AmCham CARES, Corporate
Social Responsibility,
Singapore

Best Supplier
Laboratory Instruments andBest Service Provider, Quality
Control, Brazil, Sindusfarma

Legal Team of theYear, Integration ofBest Practices

Great Place to Work InstituteAsia Pacific In-House
Community

2020, Forbes

Industry Model
Award

Ranked No. 1

Asia's Best
Workplaces List

Corporate Social
Responsibility, China

America's Best-InState Employers

China, Singapore
Great Place to Work InstituteLaboratory Compliance
Services for Analytical
Instrument Qualification andComputer Software Validation,
LCGC Magazine of Separation
Science Global Survey

45

Stories from COVID-19

Joy inlistening:
Shok Chan Phuah

Shok Chan Phuah was bored.
Bored, and anxious.
“A lot of anxiety and waiting,” is how she
described her pandemic experience.
As an inside sales account manager for Laboratory
Solutions Sales and Marketing in the sales organization forSouth Asia Pacific, Japan and Korea (SAJK), Shok Chan
was accustomed to face-to-face interaction, to the energy
of working alongside her colleagues each day.

46

As the credits rolled, she glanced at the piano in the corner.
She’d taken lessons from age six throughout high school,
but it’d been ages since she’d played a note.
Still …
“The piano was just there,” Shok Chan recalled. “So, I
thought, ‘Hey, why not?’”

First, the theme song from “The Wolf”
It didn’t take long for her to learn the show’s theme songand rediscover her childhood passion for music. Now, shespends her lunch breaks and down time plucking out thechords and melodies to her favorite pop songs.
“I find joy in listening,” she said. “It’s something fun to dothat helps pass the time and also makes me relax.”
Having a creative outlet for her anxiety has helped her findthe positives in the work-from-home era.
“Previously, I thought that I would be better working as asalesperson who is meeting customers face-to-face,” sheexplained. “But I’ve actually found that switching to digitalselling isn’t too bad at all.”
She added: “We are still able to call customers, right? It’s
not only about business, but it’s a human connection.”
Make no mistake, Shok Chan is looking forward toreturning to the office and other outside-the-homeactivities. But until then — and afterward — she plans tocontinue making music whenever she needs a breakfrom the computer screen.

A lifestyle change: slowing down
But since the start of the COVID-19 pandemic, she has
spent most of her time at her home with her elderly motherin Kuala Lumpur, Malaysia, with little to differentiate
between work hours and free time.
Other than television, of course.
With little else to do, Shok Chan consumed episode after
episode of the 2020 Chinese TV drama “The Wolf.” But it
wasn’t just the story she enjoyed.
“One of the songs of the original soundtrack was pretty
good,” she said.

47

Sustainable
innovations

Project Air to Ocean reduces CO2
emissions, shipping costs
You can get just about anything from just about anywherein three days: clothes, food, even materials for making
lab equipment. All it takes is the click of a button and thelogistics of a transatlantic flight.

Agilent is taking to the seas
“There is a better and more affordable way of doing things,
while still meeting your customer requirements,” said OFS’s
Gilbert Gomez.

But what’s convenient isn’t always best — for business or
the environment.
Air freight typically costs four to five times as much as roadtransport and 12-16 times more than sea freight, according
to The World Bank. In 2018, air freight accounted for 171
million tons of carbon dioxide (CO2) emissions.

Gilbert served as project manager for Project Air to Ocean,a fiscal year 2020 cost-saving and sustainability initiative.
The project substituted sea transport for air transport formaterials shipped from supplier sites in China to logistics
centers at the Little Falls site in Wilmington, Delaware, andin Memphis, Tennessee.
Related UN Sustainable Development Goals
48

8

9

12

13

In fiscal year 2020, Agilent shipped 186 tons of materials
via ocean from five suppliers in China. At about one-third
the cost of air freight, the switch resulted in a savings justshy of $500,000.

Product quality was a concern

Carbon dioxide emissions cut

Extreme temperature changes and high humidity are thegreatest threats, increasing risk of rust, tarnishing andmechanical or electrical failure. To combat them, proper
packaging is key: heat and vacuum sealing, moisturebarrier bags and desiccants all help prevent moisture fromdamaging materials.

On the environmental side, ocean freight reduced
CO2 emissions by 1,307 tons, the equivalent of planting
6,284 trees.
“Not bad,” said Fabrice Thomas, global supply chain vicepresident for OFS. The success of the pilot project, headded, demonstrates potential for even greater positive
impact if it were to be broadly implemented.
But the switch from air to ocean is more complex
than it seems.
After selecting five top suppliers to begin the experiment,
the Air to Ocean team had to answer one simple but criticalquestion: How do we send materials — including metals,
electronics and other highly sensitive parts — across theocean without damaging them?

“We have to think about our end customers, making
sure that there's no impact to the product quality,”
Gilbert explained.

The team also conducted drop and compression tests
to make sure the boxes' packaging could withstand thevolume and weight of the materials, filling excess spacewith foam to protect the packaging from sharp edges.
Shipment timing also is critical for cargo safety. If Agilent
doesn’t ship enough materials to fill a standard shipping49

Sustainable innovations
container, that container will be shared with anothercompany’s materials.
“So, you have no control over how you pack your stuff in thecontainer,” Gilbert said.

Big scheduling changes needed
The safest bet, he continued — and the most costeffective one — is to schedule shipments such that only
Agilent materials fill the space. Right now, that means
monthly shipments.
But that still leaves one big problem to solve.
“The only setback we probably have to factor in is the longlead time,” Gilbert said.
Previously, materials could be expected to arrive
within three days, whereas ocean shipment can takeup to a month.
“That’s another big change for the procurement folks,”
Gilbert continued. “Because now they've got to add in theextra lead time for that.”

The solution?
“A fundamental transformation of our way ofworking,” Fabrice said. “A reinvention of our inventorymanagement strategy… that (has) a significant impact;a measurable one.”
For ocean-freight supply shipments to work, factories andlogistics centers must build up what Gilbert calls “buffer
stock,” a certain amount of material that must remain inconstant supply. Then, new orders from suppliers are madein tandem with orders taken from that buffer stock.
“Then it is smooth after the initial shipments,” said Adrian
Lee, commodity manager for the project.
Since Air to Ocean’s pilot program began in early 2020,
the program has expanded to include 12 suppliers acrossvarious regions, and the team has set a 2021 savings target
of $700,000.

Related UN Sustainable Development Goals
50

8

9

12

13

Other options under consideration
And they don’t plan to stop there.
For 2021 and beyond, the team is exploring other non-air
modes of transport, such as rail shipping, which will require
more research and testing, including measuring the impact
of rail vibrations on various materials, but Gilbert said that’s
an obstacle easily overcome.
“We can go back and say, ‘Oh, that can be done, because it
has been done,’” he said, referring to the change from air toocean shipping. “So now we just have to expand, and that’s
exactly what we’re doing in 2021.”

Contract management system: Doingbusiness with Agilent got easier
Agilent’s Contracts team — with the support of Agilent
IT — unveiled the much-anticipated digital contractmanagement tool, Coupa CLM-A, to manage Agilent’s
nearly 6,000 sales contracts.
Customers and employees appreciate the seamless
workflow that auto-generates documents and next steps,
provides real-time access to any contract’s status anddelivers enhanced reporting and analytics.
The end result: improved communication and faster
service, making it even easier for customers to do businesswith Agilent.

51

Sustainable innovations

Denmark makes sustainabletransportation easier for
employees
Transportation has a major impact on
the environment, so we’re working tohelp employees choose sustainableways to travel to work. In Denmark,
Agilent has been recognized as abicycle-friendly employer of choice. A
new bike shed was added in 2020,
providing secure and weather-proof
storage, plus a workbench for any quick
repairs that might be needed before
cycling home. The site added special
cabinets for charging electric bikebatteries as well as new car charging
stations. All these improvements help
minimize our environmental impact.

52

53

Sustainable innovations

Reducing paperwork: thinking small,delivering big
When you’re trying to save the planet, you’ve got tothink big.
But you also have to consider the small stuff – the details –because, all totaled, they can make a big difference.
Consider shipping.
What does it take to ship just one product globally?
Obviously, a label.
A packing list.
An airway bill.
An export declaration for customs.
And more.
Then multiply that by thousands of packages shippedeach week.
Employees from around the world work with our shipping
processes and they knew there had to be a better way, sothey started collaborating to find solutions.

First change: developing a better process
for airway bills
Often brokers and customers, like distributors, need upfront
shipping paper copies to prepare for customs clearance;that info is sent to carriers, who usually add an airway bill
and then send the information on.
The team suggested an online approach, and in early 2020,
we made the switch to digital, eliminating hundreds ofemails, reprint requests and hours of work. And anotherobvious benefit: reduced paper and printing.
Employees started looking at other shipping-related
paperwork. In June, we rolled out electronic packing lists
and, in September, we moved on to electronic export
declarations where applicable.
These two changes alone will deliver impressive savings
and, best of all, they eliminate millions of unnecessary
printed pages each year.
Just another example of looking at the big picture, all thewhile, taking care of the details, too.

54

54

Procurement works with suppliers to
improve sustainability & diversity
Last year, Agilent’s Supply Chain focused on working
with suppliers to improve our sustainability impact andincrease diversity.
We revised our Supplier Code of Conduct to include
sustainability requirements for suppliers. Request
for Proposal (RFP) forms now require sustainability
information, which, in turn, is reviewed as part of thepurchasing decision-making process.
Procurement team members completed training toincrease engagement and promote companywide
awareness about the importance of sustainability inprocurement decisions.
Also in 2020, Agilent introduced supply chain sustainability
assessments to establish baseline performance levels
for suppliers who contribute toward the majority of the
procurement spend.
To ensure that our supply base shares Agilent’s values,
we strengthened our Supplier Diversity program byworking with external agencies to enrich supplier data.
We established a new requirement of including diverse
suppliers for RFPs in the United States, and by establishinginternal goals to increase Agilent’s diverse supplier spend.
Agilent informs suppliers of our Environmental andSocial Responsibility (ESR) expectations and requires
them to adopt management practices aligned with these
expectations. The company also conducts Responsible
Sourcing Assessment Surveys with select suppliers
to assess compliance with Environmental and Social
Responsibility expectations.

Related UN Sustainable Development Goals

10

12

55

Stories from COVID-19

From hobbyist to
3D-printing hero:
Tiong Seng Pung

When Tiong Seng Pung learned
front-line health care workers fighting
COVID-19 in Sarawak, Malaysia,
were struggling with a shortage of
personal protective equipment, hewanted to help.
For almost two years, Tiong Seng, Agilent field-service
engineer (FSE), had experimented with 3D-printing asa hobby with five friends at Kuching 3D Makers’ Group.
Because of their experience — and the fact that most ofthem owned 3D printers and associated materials — thegroup of six pooled their skills and resources to make faceshields for front-line workers.
When the group started the process around March, there
were quite a few inefficiencies.

Plenty of challenges to address
For starters, each frame took 2.5 to 5 hours to print.
As a result, Tiong Seng only managed to make 10 faceshields in three days. After some trial and error, the56

group optimized print settings and frame design to makesignificant improvements, reducing printing time to 30
minutes per frame.
“From failed prints to material shortages and machine
downtime, we faced enormous challenges at the start.
I could start as early as 4 a.m. and finish at 10 p.m. The
project became a family affair, too, as my daughters would
sometimes stay up to help me,” said Tiong Seng.
The project involved 3D-printing the frames that holdtogether the face shields. Tiong Seng and his friends
then manually attached frames to transparent plastic
sheets they bought at local stationery shops. The faceshields are reusable, have replaceable parts and can bedisinfected quickly.

Results were impressive
During March and April, Tiong Seng made over 400 faceshields, which he donated to employees in Sarawak General
Hospital’s accident-and-emergency department. The
hospital is the largest in the state of Sarawak.
Eventually, the group made and donated close to
4,000 face shields to hospital health care workers,
police and army personnel manning roadblocks andeven hotel workers.
“I feel great that I could turn my hobby into something
meaningful,” Tiong Seng said, “and grateful that I can giveback to the community during this pandemic.”

57

58

Our markets
Agilent focuses its expertise on six key
markets, where we help our customers
achieve their goals:
Pharmaceutical

Food

Agilent has one of the broadest solutions portfolios ofany company serving the pharmaceutical industry. Our
solutions provide precise answers for every segment,from disease research and drug discovery to drug
development, manufacturing and quality control. The
start-to-finish solution set means customers can get
products to market faster. Customers trust us to help
them test the purity of their therapeutics. Agilent also
ensures that their instruments and processes conformto the highest compliance.

Agilent helps ensure that our global food supply is freeof contaminants — whether chemical, viral, bacterial
or microbiological. Our customers include government
regulators and labs that control food safety, as well asprivate companies that produce, package and sell food tothe public.

Diagnostics
Agilent gives doctors a head start in the fight against
cancer and other diseases. Our solutions help pathology
laboratories deliver fast, accurate information to thedoctors, hospitals and medical centers they serve. We help
medical professionals make more accurate diagnoses sopatients can receive the most effective therapies.

Environmental and forensics
From pesticides to pharmaceutical residues to trace
metals, we provide fast, accurate and sensitive methods
for monitoring contaminants affecting the quality oflife. Agilent solutions also play an important role in law
enforcement by providing robust tools and instruments toanalyze and verify evidence at trial.

Chemical and energy
The natural gas and petroleum refining markets use
Agilent products to measure and control the quality of theirfinished products and to verify the environmental safety of
their operations. Petroleum refiners use our measurement
solutions to analyze crude oil composition, perform raw
material analysis, verify and improve refining processes andensure the overall quality of gasoline, fuels, lubricants andother products. Our solutions are used in the development,
manufacturing and quality control of fine chemicals andother industrial applications such as materials analysis.
Agilent also helps energy researchers investigate biofuels,
renewable fuels and other forms of alternative energy.

Research
Most life sciences and diagnostics research is done at
top-tier universities with funding from governments aroundthe world. Agilent is helping these researchers learn
more about cancer, cardiovascular diseases, diabetes,
Alzheimer's, Parkinson's, autism and other ailments. Our
instruments, software and sample preparation solutions
help scientists conduct faster, more accurate research.

59

Good governanceAgilent is led by a chief executive officer
and overseen by a board of directors.
The current four committees of theboard are:• Continued assessment of highly qualified, diverse andindependent candidates for nomination to the Board.

• Audit and Finance Committee• Compensation Committee• Diverse Board with an effective mix of skills, experienceand perspectives.

• Executive Committee• Proactive shareholder engagement.

• Nominating/Corporate Governance Committee• Two new independent directors added in thepast four years.

The board selects the chief executive officer in accordancewith the company's bylaws and other applicable policies.
Information on Agilent's governance structure can be foundon our Investor Relations website.

Corporate governance highlights
The Board is committed to sound and effective governancepractices that promote long-term stockholder value andstrengthen Board and management accountability to ourstockholders, customers and other stakeholders.
• Nine of our 10 directors are independent.
• Our board is 30% female.
• Annual Board self-assessment process,including peer evaluations.

• Regular meetings of our independent directors without
management present.
• Strong focus on pay-for-performance.

• Policies prohibiting hedging, short selling and pledging
of our common stock.
• Varied lengths of Board tenure with an average tenureof nine years.
• Stock ownership guidelines for executive officers
and directors.
Agilent has adopted the standards for director
independence in compliance with the New York Stock
Exchange's corporate governance listing standards. To beconsidered independent, the board must determine thata director has no material relationship with the company
other than in his or her capacity as a director.

• Independent standing Board committees.
• Majority voting and director resignation policy inuncontested director elections.
• Strong independent chairperson.

Related UN Sustainable Development Goals
60

8Delivering on our Promises

Agilent Technologies Board of Directors
Male

FemaleTotal Number

Total board members with executive functions

1

0

1

Total non-executive directors (excluding independent directors)

0

0

0

Total independent non-executive directors on the board

6

3

9

Total Board Members

7

3

10

Anti-corruption
Agilent does business directly or indirectly in over 120
countries worldwide, each of which has its own uniquelaws, customs and business practices. Agilent requires
its employees and business partners in all geographies
to conduct their business affairs with uncompromising
integrity and will not tolerate corrupt activities of any kind.
Agilent maintains a written policy against corruption thatprohibits promising, offering or giving to or receiving from,any individual anything of value or personal benefit withthe expectation of receiving a favor, a grant of business or
any other business advantage in return. Such actions are
sometimes referred to as bribes, kickbacks or improper
quid pro quos.
Agilent is committed to complying with:• The laws and regulations of each country where Agilent
conducts business.
• The laws and regulations of the United States, including
the Foreign Corrupt Practices Act.
• Other international anti-corruption laws andregulations, including the UK Bribery Act of 2010 and theOECD Anti-Bribery Convention, to which 38 countries are
signatories.
• Agilent's policies and procedures.
• Agilent's Standards of Business Conduct.
Agilent's anti-corruption policy incorporates the common
elements of anti-corruption laws and regulations worldwide
that apply to Agilent's business.

Agilent managers are responsible for promoting awarenessof and enforcing compliance with the policy among theirreports at all levels and must not actively or passively
authorize or ignore corrupt activities in their organization.
Employees who violate the policy will be subject todisciplinary action, which may include terminationof employment. No employee will suffer adverse
consequences for refusing to offer or make a corrupt
payment, even if it may result in the loss of business.
One hundred percent of all Agilent business units
were analyzed for risks related to corruption during thereporting period.
100% of management and non-management employees
were required to receive anti-corruption training during
the reporting period.
Agilent has a formal process for investigating and resolving
allegations of corruption should they occur.

61

Good governanceAnti-competitive behavior

Competition laws, also known as
antitrust laws in the United States, varyby country, but all share the common
underlying philosophy that competition
benefits consumers by offering higherquality, more innovative products andservices at lower prices.
Around the world, competition laws seek to prohibit
conduct that undermines competition, such as theformation of cartels among competitors or the abuseof a company's market power. Agilent understands thecommitment to ensuring compliance to these laws issalient to participating in the global marketplace.
Agilent is committed to competing vigorously and fairly inall markets in which we do business. We place the highest
importance on maintaining compliance with competition
laws globally. To achieve this goal, all Agilent employees
must adhere to the following principles:Interactions with competitors• Never agree with a competitor or potential competitor(including our own channel partners) to set the terms
on which Agilent and its competitor will compete orwhether or not they will compete. Even the appearanceof an agreement may be unlawful.
• Never discuss or exchange pricing information with any
competitor or potential competitor.
• Never allocate customers or bids between Agilent andanother company or agree that Agilent or its competitor
will provide complementary bids to give the appearanceof actual competition.

Evaluation is completed by the continuous Audit team,which uses audit software, IDEA and Tableau, to conduct
semi-automated analysis of large populations of Agilent
data in order to identify errors, control deviations andpotential fraud. Our tests are performed periodicallythroughout the year, ensuring that all transactions in an
identified population are reviewed annually.
Today, Agilent runs multiple tests on data, including
purchase orders, payables, vendor data, customer data,
sales orders, expense reports, site access, etc. Whenissues are identified in Continuous Auditing, they are
addressed either directly with our internal business
partners or referred to the Traditional Audit team or to theSpecial Investigations team. An example of a Continuous
Auditing test is to check that users with active systemaccess are still active Agilent employees or contractors.
Another example is to identify duplicate payments made to
employees or vendors.
Agilent policy forbids anti-competitive behavior, antitrust,and monopoly practices and in the current reporting
period, there was no legal action for antitrust and anticompetitive behavior.

Related UN Sustainable Development Goals
62

8Delivering on our Promises

Economic performance
After 2015, Agilent launched several companywide
transformative initiatives to drive growth and probability.
We operate as one company, with one culture and a set ofcore strategies.
Agilent represents a differentiated growth opportunity
with a track record of consistent economic results withthe core strategies.

Attractive returns• History of consistently outgrowing the markets.
• Superior profitability and cash-generation.

Technology leader in attractive markets
with secular growth trends• Leader in life science and diagnostic tools.
• End markets focused on improving the human conditionand have long-term secular growth drivers.
• Sustained R&D investment and an established leading
innovator in the industry.

Strategic capital deployment• Focus on M&A to increase exposure in faster-growing
markets and geographies.
• Growing cash dividends.
• Consistent return of excess cash to the shareholder.
In fiscal year 2020, Agilent's "Build and Buy" growthstrategy accelerated our momentum in attractive
market opportunities.

63

Good governanceAgilent integrates climate change into
its business strategy in several ways.
First, Agilent has an active sustainability program in which
our ISO 14001 environmental management system isengaged to drive operations to monitor and reduce ourenvironmental impacts from energy consumption and theassociated CO2 emissions.

In addition to focusing on energy conservation, asignificant component of our strategy is to invest in owned
renewable energy generation. To date, Agilent has invested
in over five megawatts of solar PV power and new energy
fuel server technology.

Secondly, Agilent recognizes that having a reputation
as an environmental leader is a competitive advantage.
This advantage allows Agilent to attract and retain thebest and brightest employees; obtain and maintainbusiness from other companies who choose supplierswith strong environmental practices; and attract investors
interested in the same.

From a business perspective, these investments havemultiple benefits, from reducing our long-term energy
costs and hedging against future price increases toimproving employee morale. We've received substantial
positive feedback from our employees regarding
Agilent's investment in renewable energy. From a productperspective, Agilent has set objectives to reduce energy
and solvent use in certain products and we are progressing
toward those goals. We will continue initiatives to build
more energy and chemical efficient products.

To communicate
our achievements,
Agilent participatesin many externalsurveys including Dow
Jones Sustainability
Index, CDP, green energy surveys, etc. Our environmental
practices and results are summarized in our annual
Corporate Social Responsibility report, which was
expanded for 2020 to include Sustainability AccountingStandards Board (SASB) data.
Each year, Agilent implements a number of projects toconserve energy and improve energy efficiency and thus
reduce GHG emissions. These range from upgrading
lighting systems and replacing existing bulbs with lower
bulbs, to more involved and investment-intensive initiatives
such as replacing roofing to improve building insulation
and adding more energy-efficient infrastructure to ouroperations.

Supplier selection and procurement decisions are also
influenced by climate change considerations. Since
2004, Agilent has had in place a Supplier Code of
Conduct. We evaluate existing and potential suppliers on
environmental practices and compliance with relevantlaws, regulations and international principles. We havedeveloped a supplier scorecard that includes assessing
the environmental attributes of potential suppliers when
we make sourcing decisions.
For incumbent suppliers, Agilent conducts occasional
audits of suppliers with potentially high environmental
impact and identifies opportunities for improvements
and we work together to develop and execute a corrective
action plan.

Related UN Sustainable Development Goals
64

8Defined benefit plan obligations and otherretirement plans
Percentage of salary contributed by employee and employer
vary by country. Separate funds exist in some countries
to pay the plan's pension liabilities. Agilent does not track
participation in either mandatory or voluntary retirement/
pension programs in each country in which we do business.

Financial assistance received
from government
The company has negotiated tax holidays in several different
jurisdictions, most significantly in Singapore. The tax
holidays provide lower rates of taxation on certain classes
of income and require various thresholds of investments
and employment or specific types of income in thosejurisdictions. In December 2018, the tax holiday in Singapore
was renegotiated and extended through 2027. As a result of
the incentives, the impact of the tax holidays are
as follows:• Tax holidays decreased income taxes by $71 million,$368 million and $87 million in 2020, 2019 and 2018,
respectively.
• The benefit of the tax holidays on net income per share(diluted) was approximately $0.23, $1.16 and $0.27 in
2020, 2019 and 2018, respectively.
Economic stimulus legislation was passed in many
countries in response to COVID-19. In March in the U.S., theCoronavirus Aid, Relief, and Economic Security Act ("CARES
Act") was enacted to provide for tax relief and government
loans, subsidies and other relief for entities in affectedindustries. As of October 31, 2020, the CARES Act andother government benefits outside the U.S. did not have amaterial impact on our consolidated financial statements
and related disclosures.

65

Good governanceIndirect economic impacts

Agilent Technologies is committed
to conducting business in an
ethical, socially responsible andenvironmentally sustainable manner.
Our citizenship objective is to be an
economic, intellectual, and social asset
to each nation and community inwhich we operate.
Agilent's worldwide community programs tangibly
demonstrate the company's values and commitment
to corporate citizenship. In communities where we
operate, we contribute through the Agilent Technologies
Foundation and company grants, employee volunteerism,
and community partnerships in the areas of scienceeducation and workplace giving campaigns. Employees
volunteer an estimated 27,500 hours to the community
every year across 20 countries and hundreds of charitableorganizations. These were supported by Agilent throughour Volunteer Time Off (VTO) program that allows
employees to take off six days per year in paid time tovolunteer in charities that align with Agilent values.
In addition, our products are found in leading researchand teaching laboratories. Our global connection toacademia also includes educational support, recruitmentof top university talent and philanthropy. Through our"Thought Leader Program," Agilent supports scientificadvancements by leading researchers around the world.
We also contribute through financial support, products andexpertise to research in the life sciences, diagnostics andapplied chemical markets.
Agilent's philanthropic efforts, through the Agilent
Technologies Foundation, focus on education and

Related UN Sustainable Development Goals
66

8development in life sciences, thus fostering innovation andadvancement in children's education.
The Foundation supports a range of pre-university-level
science education programs aimed at helping students
develop the critical thinking skills essential for tomorrow'sjobs. In addition, the Foundation's match of employee
and hospital, research and educational institutions giving
strengthens a broad range of nonprofit programs incommunities where Agilent has a presence.

At the global level, we partner with many organizations, inwhich we identify local corporate social responsibility (CSR)
projects and support them on an ongoing basis. Agilent
Technologies Foundation also supports several major
initiatives in countries around the world in the areas of foodsafety, diversity and education.

67

Good governanceSupporting organizations
around the world
Following are examples of 2020 global programs thatengaged Agilent employees and were supported by the
Agilent Technologies Foundation:

Santa Clara, CA, USA

Manesar-Gurgaon, India• Second Harvest Food Bank

• The Earth Saviours Foundation• Society of Women Engineers• India Kids’ Science Day• VA Caregiver Support and Mentoring Program

Mulgrave, Australia• Loaves & Fishes Family Kitchen• Humane Society

Memphis, TN, USA• Dorothy Day House

Wilmington, DE, USA• Family Promise of Northern New Castle County• Alfred I. duPont Hospital for Children• Cancer Support Community• Delaware AeroSpace Education Foundation• Ronald McDonald House of Delaware• Junior Engineers Coding Program

Penang, Malaysia• Mangrove Forest Education Centre• Penang International Science Fair

Spain
• Cooperación Internacional ONG (Madrid)• TANU – Terrassa Ajuda a Nens D'ucrania (Barcelona)

Tokyo, Japan• United Way Worldwide• Girl Scouts• Japan Biology Olympiad Committee

Mexico City, Mexico

Waldbronn, Germany• SOS Children's Villages

China• China Youth Development Foundation (Beijing)• United Way (Taiwan)• Baden-Marathon• Girls’ Day

United Kingdom• Cancer Research UK• Mental Health Foundation

Related UN Sustainable Development Goals
68

8

69

Good governanceAgilent's policies and practices are
consistent with many internationallyaccepted charters and principles.
Agilent used the following guidelines, charters andprinciples to develop our own policies, position
statements and environmental health and safety
management systems:• 1987 Montreal Protocol on Substances that Deplete the
Ozone Layer and adjusted by Meetings of the Parties in
1990, 1992, 1995, and 1997; Ozone Secretariat; United
Nations Environmental Program• The California Supply Chain Transparency Act of 2010
• Conventions of the International Labour
Organization (ILO)• Custom Trade Partnership Against Terrorism• Dodd-Frank Wall Street Reform and Consumer
Protection Act• EU Waste Electrical and Electronic Equipment (WEEE)
Directive 2012/19/EU• Global Reporting Initiative—GRI 4.0 sustainability
reporting guidelines• ISO 45001:2018 – Standard for occupational health andsafety management systems• Procurement Strategy Council• United Nations Guiding Principles on Business andHuman Rights• U.S. Foreign Corrupt Practices Act and those enacted
under the OECD Convention on Combating Briberyof Foreign Public Officials in International BusinessTransactions• U.S. Equal Employment Opportunity laws andaccompanying regulations• UK Bribery Act 2010

Related UN Sustainable Development Goals
70

8Delivering on our Promises

ISO certifications:
Agilent Technologies, Inc.
• ISO 9001 Certification (Quality Management System)• ISO 13485 Certifications (Medical Device Quality
Management System) (applicable to selected Agilent
sites only)• ISO 14001 Certification (Environmental
Management System)• ISO 27001 Certification (Information Security
Management System)• Cyber Essentials Plus

Agilent CrossLab Group (ACG)

Genomics Solutions Division

Agilent Technologies, Rhode Island• ISO 13485 Medical Devices – Quality
Management Systems• ISO 17025• ISO 17034

Agilent Technologies ProZyme, Inc.
• ISO 9001 – Quality Management Systems

Diagnostics and Genomics Group (DGG)
Pathology/Reagent Partnerships/Companion
Diagnostics Divisions
Agilent Technologies, Inc.
• ISO 13485 Carpinteria (US)• MDSAP Carpinteria (US)Agilent Technologies Singapore International Pte. Ltd.
• ISO 13485 Glostrup (Denmark)• ISO 13485 Santa Clara MDSAP• ISO 13485 Cedar Creek MDSAP

Agilent Technologies Belgium• ISO 13485 Medical Devices – Quality
Management Systems• ISO/IEC 27001 – Information Security Management

Life Sciences and Applied Markets Group (LSAG)• ISO 9001 ACEA
• ISO 13485 ACEA
• ISO 9001 Agilent SLIMS• ISO 27001 Agilent SLIMS• ISO 13485 BioTek Instruments, Inc.

• MDSAP Glostrup (Denmark)• IVD EC Certificate

71

Stories from COVID-19

Joining Agilent
during a
pandemic:
Julie Morley

Julie Morley, Human Resources - UK,joined Agilent just as the pandemic
was closing offices around the world.
The following is her recollection of
the experience:
March 9, 2020
My first day at Agilent.
I had feelings of apprehension about joining a newcompany.
Will I like the people? Will I like the culture? Where should I
go for lunch?
Teeny worries back then, I know!
Any nervousness I had was quickly removed by a lovely
colleague and manager.
Yet, as the week progresses, I'm starting to hear more andmore mention of “coronavirus.” I recall the words of my HRcolleague Elaine Sutherland on my first and last Friday inthe office: “Take your laptop home, just in case.”

March 13, 2020
Dominique Grau, senior vice president of Human
Resources, asks all Agilent employees to work from homewhere possible.
Oh my God, how on Earth will this work? I don’t know
anyone! How will anyone know to come to me foranything? They haven’t a clue who I am or what I canoffer. Is my job safe?”

March 23, 2020
The UK government closed all institutions of learning.
The next few weeks will be tough, I don’t mind admitting.
I had a great onboarding experience and a great team butreally had no clue about most things Agilent-related.
Who do I go to for this? Where do I find what I need? Why
do we do it this way?
All these questions could be answered easily if I werein the office.

72

• Chats about last night’s TV shows, who’s going whereon holiday, what did they do during the weekend, whatmovie did they see?
• Miss my friends, my mum’s Sunday dinners, the shops,
the pub, the nights out.
What I don’t miss: The commute! The 9-to-5 schedule!
Spending a fortune on lunches and gasoline!

What have I learned?
• That we can still chat, even if it’s just on Jabber orTeams. I know it’s not the same and sometimes it feels
like an effort but checking in with folks really does help
the mood. Turning on the camera and seeing faces andbody language is vital for me and really helped me getthrough my first year at Agilent.

Like many people, we also had to contend with“homeschooling” three kids, ages 13, 15 and 17.
I remember days with five of us crammed around a dining
room table — computers, laptops, printers, wires all over theplace. Some days I just thought I couldn’t do it.
On top of all that, our house move was put on hold!
The welcome news came a day earlier from President andCEO Mike McMullen: there would be no COVID-19-related
layoffs or reductions to base pay, providing the reassurance
I needed.

• That you can run a virtual event successfully. Our
team’s Christmas celebration, for example, was one toremember and probably the most I’d laughed in ages.
• That we can still develop and learn new things and havefun. We just have to be more innovative.
• That I have a whole new respect for teachers!
• That we are a resilient species, and we are doing
amazingly well. The vaccine brings hope for abrighter 2021.

My best advice
If you’re not feeling it, tell someone.

Many of my friends had been put on furlough or lost theirjobs, so I counted my blessings.

We all have bad days. There’s no point sitting in front of
your computer for hours on end feeling unproductive.

Fast forward 12 months, and I’ve come a long way. Things
at work, and also at home, are working fine. We all seem tohave adjusted to a new norm.

Turn off the computer, have some coffee or tea, call yourfriends, go for a walk — whatever escape works for you.

The immediate work challenges are a distant memory now.
I still work from the dining room table, but it’s much calmer.
Yes, I am desperate to get back to the office, thoughprobably not five days a week.

Be honest about how you’re feeling. Chances are yourteammates or manager also could be struggling. We haveto work together to get through this.

So, what do I miss?
• People, people, people.
• Building those relationships.

73

74

Our environment
EnergyAgilent has identified energy use as
one of its significant and most material
environmental impacts. Approximately
80% of Agilent's site energy footprint isreported from the sites that are included
in its annual analysis of energy use andcarbon emissions.
Agilent continues to focus on opportunities to reduceenergy consumption and greenhouse gas emissions,normalized by space and headcount.
Improvements to operational efficiency include theimplementation of energy saving or lower carbon
emissions projects and continued utility usage
communication. Opportunities to install more efficientsystems and those with a reduced carbon footprint areconsidered in facilities projects and the corporation has
taken a long-term view in terms of economic payback.
Performance related to 10-year global objectives to reduce
normalized energy consumption and associated GHG
emissions by 10% is monitored quarterly. A revised goal toreduce GHG emissions by 25% by the end of 2025 (25 by25) has been set and will be reviewed annually.
Energy use is determined to be Agilent's most significant
environmental aspect, consuming approximately 160,000
MWh (575,000 GJ) in FY20 (this amounted to about 52,000
MT of Agilent's scope 1 + 2 greenhouse gas emissions).
Consumption is primarily from the use of electricity(indirect) and gas or fuel oil for heating or on-site electricity
generation (direct). Energy consumption is tracked

quarterly against targets, and appropriate adjustments
are implemented where possible. Energy consumption
is normalized by the operating footprint (in sq. ft.), by
headcount and revenue.
Agilent commissioned renewable energy projects in FY20
leading to an expected annual grid electricity saving ofabout 3,600 MWh (13,000 GJ) with the corresponding
emissions reduction of over 2795 MT of CO2.
Globally, solar photovoltaic generation at Agilent sites
offset annual Greenhouse Gas (GHG) emissions by over
1,500 MT in FY20.
In FY20 our energy reduction per square foot was 7.2%
against a target of 6% (FY14 baseline) which reflects some
impacts due to COVID-19 restrictions but also incorporates
some increases in production and site operations globally.
More significantly, however, Agilent's energy reduction persite headcount was a significant 25% against the same 6%
target, which corresponds to headcount and operational
increases to meet production demand.
Energy consumption per US$ annual revenue continues
to follow a downward trend achieving a reduction of 12%
since our FY14 baseline.
Of particular note is the 16% reduction in Agilent'ssite carbon footprint since FY14, a great achievement
considering that all of these metrics now include
increases in operating overheads, consumption andemissions from sites added to Agilent's portfolio fromthe beginning of FY20.

Related UN Sustainable Development Goals

6

12

13

15

75

Our environment

Energy consumption within the organization
Consumption by fuel type (renewable)

2020

2019

2018

On-site solar power generation (Gigajoules-GJ)

16,867

6,809

5,501

2020

2019

2018

Natural gas

173,305

143,273

117,033

Diesel fuel

304

1,323

3,584

Propane

2,167

1,961

1,359

175,776

146,557

121,976

2020

2019

2018

Electricity

353,851

360,166

365,251

Heating

20,671

19,69345,781

Total energy consumption

374,522

379,859

411,032

2020

2019

2018

567,165

533,225

538,509

Consumption by fuel type (Non-renewable)(Gigajoules-GJ)

Total consumption from non-renewable
fuel sources

Energy consumed (Gigajoules-GJ)

Total energy consumed (Gigajoules-GJ)
Overall total energy consumption

The Frederick and Lexington sites have now been added to the site utilities portfolio which has increased the overall
Scope 1 and Scope 2 energy consumption metrics

76Energy consumption outside of the organization
Non-renewable energy categories/activities(metric tonnes of CO2e)

2020

2019

2018

Upstream: employee commuting

7,644

10,031

7,378

101,453

139,715

122,469

Upstream: business travel

6,173

19,25523,742

Total external non-renewable

115,270

169,001

153,589

Upstream: transportation and distributionenergy consumption

Data from Fleet is applicable only for U.S. employee commuting. Air/rail data includes worldwide employee businesstravel. COVID-19 travel restrictions in FY20 led to a significant reduction in business travel.

In FY20, we are reporting:• Global Air/Rail business travel = 6,173 MT CO2e
• Commuting TOTAL = 7,644 MT CO2e
• Commuting Fleet = 6,911 MT (USA only)• Commuting (Rental) = 733 MT (Global)

77

Our environment

Logistics emission
Scope 3 Emissions tCO2e

FY20

FY19

FY18

FedEx

9,120

12,738

10,124

DHL Freight and

37,03446,056

41,278DHL Express tCO2e

8,002

7,438

6,864

kWe tCO2

47,29773,48364,203

2020

2019

2018

Numerator (kWh)159,781,314

146,060,472

144,610,893

Denominator (sq ft)

3,990,082

3,812,399

3,812,399

40.04

38.31

37.93

2020

2019

2018

12,992

3,107

28,841

Forwarding

Energy intensity

Energy Intensity kWh/sq ft

Reduction of energy consumption
Energy reduction from projects
Electricity reduction (GJ) from projects
commenced during the financial year78

Reductions in energy requirements
of products and services
Agilent is improving the energy efficiency of selected
products/product families, including instruments withhigh energy consumption. Associated benefits for thissustainability focus include reductions in carbon footprint,
water use, waste and chemicals.
Most of the energy savings achieved are based on two
key factors:• The increased type and volume of tests that can be
conducted, thus increasing tests per watt.
• Enhanced existing product features, thus bringing
more measurement capabilities to the same productfootprint.
We have a list of best examples for products reducing
energy consumption:• Intuvo 9000 GC• 5800/5900 ICP-OES• 8700 LDIR
• Cary 3500 UV-Vis• TwisTorr 305 turbo pumps
Agilent provides solutions for the environmental
measurement market and helps customers in areas like air
analysis and monitoring, environmental exposure, water
analysis as well as the analysis of soils, sludges
and sediments.
Agilent will continue to look for opportunities to improve theenvironmental performance of our products as part of thecontinuous improvement strategy of our EHS management
system (ISO 14001 certificate) and the commitment toa sustainable future. For more information, please see
Agilent Sustainability Innovation’s New Frontier.

79

Our environment

Water and effluents
Water use has been identified as one of Agilent's globallysignificant environmental aspects. Targets to monitor andreduce municipal water usage where possible are tracked
on a quarterly basis and reported to senior management.
Trends are validated and any remedial action was taken asnecessary to meet expectations.

A target of a 20% reduction in normalized municipal water
consumption over the next 10 years from a FY14 baseline
has been established.
The normalized reduction (by total operational square footand by site headcount) was 12% and 26% respectively atthe end of FY20, against a reduction target of 12%.

Water withdrawal
Water withdrawal
1000 m3

2020

2019

2018

Ground water

119

136

157

Municipal water supplies

307

347

341

426

483

498

0.121

0.137

0.141

or other water utilities
Total water withdrawal/
consumption
Normalized withdrawal(m3/site sq ft)

Total municipal water consumption compared to FY14 baseline

Normalized: m3/

GlobalAmericas

Asia Pacific

Europe

-12%

+2%

-28%

-3%

-26%

-12%

-42%

-16%

square footage
Normalized m3/
headcount

Groundwater is extracted from our sites in Turino (Italy)(110,234 m3) and Manesar (India) (9,276 m3).

making this a global total groundwater withdrawal of
about 119,000 cubic meters.

Agilent sites do not withdraw water from sources that are
significantly affected by withdrawal.

No noted significant water recycling has been noted for
FY19 that is significant and measurable. Many sites haveinternal recycling processes in place (e.g., reuse of water
for toilet facilities or recycling within various internal
production operations) but is not currently measured
and reported.

Most of our manufacturing site water comes directly fromthe city water supply. However, the following sites draw
some water from the local aquifer: Manesar; Torino. Of
those sites, Manesar withdrew about 9,000 cubic meters,
and Torino withdrew about 110,000 cubic meters in FY20,80

81

Our environment

Emissions
Direct emissions are associated with heating or on-site
electricity generation only. This aspect is considered tobe among the most significant of Agilent Environmental
Aspects, being incorporated in the energy reporting
sections. Manesar, India is the only site where there isroutine generation of electricity using kerosene/diesel fuels.
Agilent's only direct Scope 1 emissions arise from theon-site combustion of fuel for heating or local electricity
generation. The associated consumption as well as
improvements to operational efficiency are included in the
Energy reporting sections.

Agilent commissioned renewable energy projects in FY20
leading to an expected annual grid electricity saving ofabout 3,600 MWh (13,000 GJ) with a corresponding
emissions reduction of about 2795 MT of CO2.
The energy consumed in FY20 of approximately 160,000
MWh (525,000 GJ) amounts to about 52,000 MT ofgreenhouse gases. Consumption and carbon emissions
are primarily from the use of electricity (indirect) and gas orfuel oil for heating or on-site electricity generation (direct).
Carbon emissions are tracked quarterly and normalized by
the operating footprint (in sq ft) and by headcount.

Direct (Scope 1) GHG emissions
GHG emissions in metrictons of CO2e

2020

2019

2018

Gross direct (Scope 1)

10,961

9,192

7,518

Direct (Scope 1) GHG
emissions by gas (CO2e)

2020

2019

2018

CO2

9,380

7,693

6,317

CH4

252

239

191

N2O

1,329

1,260

1,010

GHG emissions

Standards, methodologies, assumptions and/or calculation tools used for direct (Scope 1) GHG emissions:• Defra Voluntary Reporting Guidelines• Energy Information Administration 1605(b)• IPCC Guidelines for National Greenhouse Gas Inventories, 2006
• US EPA Mandatory Greenhouse Gas Reporting Rule
• Electricity and Gas:
• Latest available data on the Jan. 1, 2020 - ref: IEA 2019 Report and US EPA eGRID 2018 Data
• Stationary fuel consumption: 2012 Defra• Global warming potential: IPCC Report82Delivering on our Promises

Energy indirect (Scope 2) GHG emissions
GHG Emissions in metric tons of CO2e

2020

2019

2018

41,70539,73554,350Total direct (Scope 1) GHG emissions

10,961

9,192

7,518

Total (Scope 1) + (Scope 2) GHG emissions

52,66648,92761,868Gross location-based indirect (Scope 2) GHG
emissions

Source of emissions factors and the GWP rates used:
Latest available data on the Jan. 1, 2020 - ref: IEA 2019
Report and US EPA eGRID 2018 Data
Standards, methodologies, assumptions and/or calculation
tools used for Scope 1 and Scope 2 GHG emissions:

Other indirect (Scope 3) GHG emissions categories
and activities included in the calculation:
1. Energy consumption (electricity, natural gas, kerosene,
propane)2. Inbound and outbound logistics• Defra Voluntary Reporting Guidelines

3. Employee business travel• Energy Information Administration 1605(b)4. U.S. fleet program• IPCC Guidelines for National Greenhouse Gas
Inventories, 2006

Standards, methodologies, assumptions and/or
calculation tools used for indirect (Scope 3)
GHG emissions:• US EPA Mandatory Greenhouse Gas Reporting Rule

Other indirect (Scope 3) GHG emissions
GHG emissions
in metric tons
CO2e

2020

Gross and otherindirect (Scope 3)
GHG emissions

115,270

2019

2018

1. Latest available data on the Jan. 1, 2020 - ref: IEA 2019
Report and US EPA eGRID 2018 Data
2. For stationary fuel consumption (i.e., natural gas) Defra
2015 standards are used. Details are available at http://
www.ukconversionfactorscarbonsmart.co.uk/.

Additional comments:
169,001

153,589

1. Agilent FY14 Scope 3 emissions given above comprised
28,184 metric tons CO2 (logistics), 21,131 metric tons
CO2 equivalent ( business travel ) and 6,862 MT related
to fleet/commuting.

83

Our environment

GHG emissions intensity
Scope 1+2 CO2e

2020

2019

2018

2014 EstimatedBaseline*

GHG emissions

0.013200.01283

0.01623

0,0169intensity ratio: MT
of CO2e per site
square footage*Number estimated following the Agilent-Keysight business separation.

Our emissions intensity numbers represent the metric tons of emissions, per square foot of our sites.
To determine that metric, we divide greenhouse gas emissions by site square footage. Our 2014 intensity
data serves as our baseline.

Reduction of GHG emissions

Total GHG reductions (metric tons CO2e)

2020

2019

2018

2,795*

492

5,700*Projects commenced in FY20 and due to be operational inearly FY21: expected CO2e reduction (MT)Initiatives to reduce greenhouse gas emissions, including the areas where the initiatives were implemented:
Annualized reductions are theoretically based on the predicted reduction in electricity usage as a direct result of GHG
reduction projects in FY20. The 2795 MT GHGe quoted is the total expected annualized reduction in usage and not theactual total realized in FY20 as these projects were completed over the duration of FY20 and early in FY21.

84

Delivering on our Promises
Emissions of ozone-depleting substances (ODS)
Agilent does not use, produce, import or export Ozone
Depleting Substances (ODS) prohibited under the Montreal
Protocol on Substances that Deplete the Ozone Layer.
Agilent uses very small amounts in the formulation ofanalytical standards which are largely used as referencesby analytical labs in the pursuit of their detection in
the environment.
• Agilent Technologies eliminated chlorofluorocarbons(CFCs), carbon tetrachloride and 1,1,1-trichloroethane
use in worldwide manufacturing processes during 1993.

• The small quantities of ODSs contained in someof Agilent’s analytical standards comply withinternational legislation for their manufacture, use
and product labeling.
• Agilent Technologies modifies its program as neededto address amendments to the Montreal Protocol, U.S.,
European and other international requirements.
• Guidance for eliminating and managing the use of
ODSs at Agilent sites is contained in the Agilent ODS
Elimination Guideline.

• Agilent has also eliminated Class I, II and III ODSs
in its air conditioning systems, process chillers andenvironmental chambers. Procurement practices are inplace to prevent the inadvertent reintroduction of ODSs
into processes where they have been eliminated.
• Under Agilent’s product supplier agreements, suppliers
warrant that goods and their packaging shall comply
with applicable environmental, health and safety laws,
rules and regulations, including Agilent’s GeneralSpecification for the Environment (GSE).

Nitrogen oxides (NOx), sulfur oxides (SOx) and other significant air emissions

NOx emissions (MT) for Scope 1
NOx intensity. Factored against base figure: MT / sq ft

2020

2019

2018

1,329

1,260

1,010

0.000333

0.000330

0.000265

Source of emission factors used:• Stationary fuel consumption: 2012 Defra• Global warming potentials: IPCC Report• Latest available data on the Jan. 1, 2020 - ref: IEA 2019 Report and US EPA eGRID 2018 Data.

85

Our environment

Effluents and waste

Waste is identified as one of Agilent's
significant environmental aspects.
Waste management objectives andtargets are listed in Agilent's Global ISO
14001 program. Performance criteria
are reviewed every quarter with any
adjustment to the metrics or program
made on an annual basis.
In FY20, the overall global solid waste diversion
from landfill goal was 95% and Agilent diverted 90% fromlandfill. Landfilled waste comprised only of solid waste(2.7% of total) and no hazardous waste was landfilled.
Waste objectives for FY21 include a continued focus on a
reduction in hazardous waste at three of Agilent's largest
hazardous waste generation sites by 10%.

Water discharge by quality and destination
Water discharge is not tracked separately and is almost
directly linked to the site water consumption. Some sites
do have small waste treatment facilities wherewastewater is discharged and subject to strict complianceexpectations. More concentrated aqueous wastes arecollected separately and disposed appropriately as
hazardous wastes.

86

86Waste by type and disposal method
Method of disposal and weight (metric tons) of
non-hazardous waste

2020

2019

2018

0

0

0

Recycling

1,797

1,915

4,027

Composting

154

388

242

0

0

0

352

374

256

0

0

0

261

470

326

0

0

0

Total weight of non-hazardous waste disposed

2,564

3,147

4,851

Method of disposal and weight (metric tons) ofhazardous waste

2020

2019

2018

0

0

0

1,507

1,614

1,543

Composting

0

0

0

Recovery (including energy recovery)

0

0

0

2,833

981

614

Deep well injection

0

0

0

Landfill000On-site storage

0

0

0

Treated

2,837

2,378

2,227

Total weight of non-hazardous waste disposed

7,177

4,973

4,384

Total weight of non-hazardous and hazardous
waste disposed

9,741

8,120

9,235

Reuse

Recovery (including energy recovery)
Incineration (mass burn)
Deep well injection
Landfill
On-site storage

Reuse
Recycling

Incineration (mass burn)87

Our environment
Significant spills
In FY20, there were no significant spills at Agilent sites orcaused by Agilent operations.

nearing this absolute target. Focus on reducing hazardous
wastes continues with highest contributors being targeted
for reductions.

Transport of hazardous waste

The management approach and its components

Currently, we do not have any transboundary waste
shipments under the Basel Convention.

Agilent's Environmental, Health and Safety policy (EHS)
outlines a fundamental corporate commitment to
reductions in pollution (emissions) and conservation of
resources (energy) and drives operations to meet long term
environmental sustainability goals.

Water bodies affected by water
discharges and/or runoff
No water bodies and related habitats are impacted by any
discharges of water or runoff by Agilent’s operations.

Environmental complianceAgilent operates an Environmental Management
System (EMS) that conforms to the requirements of
ISO 14001:2015 and strategic sites operate under a single
companywide externally endorsed certificate. The EMS
provides a structure for identifying and mitigating Agilent's
environmental risks. The systematic identification ofits significant aspects and impacts, implementation ofcontrols, measurement of performance and the setting of
improvement objectives ensures that Agilent continues tooperate in an environmentally sustainable manner.
A key part of this process is the identification of significant
environmental aspects and impacts.
Agilent has identified energy use as one of its significant
and most material environmental impacts. Approximately
80% of Agilent's site energy footprint is reported from thesites that are included in its annual analysis of energy use
and carbon emissions.
Similarly, water use has been identified as one ofAgilent's globally significant environmental aspects.
Targets to monitor and reduce municipal water usage
where possible are tracked on a quarterly basis andreported to senior management.
Waste arisings have also been identified as one of Agilent's
significant environmental aspects. Agilent has endeavoredto divert 95% of its global solid waste from landfill and is88

A target of a 20% reduction in normalized municipal water
consumption over the next 10 years from a FY14 baseline
has been established.
Performance criteria are reviewed every quarter with any
adjustment to the metrics or program made on an annual
basis, or more frequently, if necessary.
Since we declared our commitment to sustainability
in 2000, the company has continued to improve its
sustainability performance in all areas. In FY20, Agilent
reported zero alleged regulation compliance violations andaccordingly there were no monetary fines or penalties.

89

Stories from COVID-19

Agilent CTO
expands STEM
education reach:
Darlene Solomon

Darlene Solomon, chief technology officer, was elected aDistinguished Lecturer for the Institute of Electrical andElectronics Engineers (IEEE), Engineering in Medicine andBiology Society (EMBS) in late 2019. IEEE is the world’s
largest technical professional organization dedicated toadvancing technology for the benefit of humanity. The
EMBS group within IEEE focuses on cutting edge trends
and developments in biomedical engineering.
Pre-pandemic, the intent was for Distinguished Lecturers toattend and present at one or two conferences per year. But
COVID-19 forced the move to virtual meetings.
As a result, Solomon was able to accept numerous
keynote invitations, speaking at multi-university, studentled conferences around the world, including an event
hosted by the University of Moratuwa, Sri Lanka’s leading
technological higher education institute, as well as IEEE
student conferences in Portugal, Canada and Turkey.
90

“Serving as a Distinguished Lecturer has provided a great
opportunity to encourage these very talented universitylevel students to continue to pursue their passion for
Science, Technology, Engineering and Math (STEM) andrelentlessly seek out new ways to advance the quality oflife,” said Solomon. “I’m thrilled that virtual events haveallowed us to greatly expand the number of students we
can reach through this IEEE program.”
Solomon’s keynote lectures are most often focused on“Life Science Megatrends Shaping Our Future.” She explains
how the technology and market drivers of the 21st century
are rooted in our advancing understanding of biology, incontrast to what had been previously based on the physicalsciences. Precision medicine, oligonucleotide therapeutics
and the digital lab are a few of the areas she highlights,
and which have consistently generated the strongest
student interest.
91

Related UN Sustainable Development Goals

8

9

92

Delivering on our Promises

Customer healthand safety
Agilent Technologies Product Safety & Regulations Policy
has been integrated into the Agilent Quality Policy. At
Agilent, we define quality as customer-perceived value.
We know our customers want the best return on theirinvestment. That’s why we ensure, through our Quality
Management System (QMS), that our products andservices are delivered to the level and quality ourcustomers expect.
Our QMS is built upon a Quality Policy aligned withour customer expectations: Agilent will earn customer
loyalty by providing trusted answers through continuous
improvement of products and services, and interactions of
the highest quality and greatest value.
To achieve this result, we will:• Ensure that all of our products comply with applicablesafety and regulatory requirements.
• Ensure our products meet or exceed their publishedspecifications.
• Maintain and continually improve the effectivenessof our product and service business management
systems to conform at a minimum to ISO 9001 Quality
Management Standard or more stringent or legallyrequired standards as dictated by specific markets.
• Continually monitor and improve customers’
total experience.
• Establish quality requirements for suppliers, partners
and contractors and hold them accountable to comply.
• Treat customers in accordance with Agilent’s Standardsof Business Conduct and Privacy policies.

Assessment of impacts of product and service
categories
Agilent’s quality and environmental policies mandatethat we provide products and services that meet legal
and regulatory requirements, including applicable
environmental, health and safety standards. Agilent
is committed to a continuous improvement of theenvironmental aspects and impacts of our products asdemonstrated by Agilent’s ISO 14001 certificate, which isregularly audited by an external party.
Agilent did not receive any regulatory non-compliancenotices for the reporting period.

Marketing and labeling
Agilent complies with required labeling for substanceidentification in our products in accordance with required
regulations, and safe use guidance for products produced
by Agilent. Agilent follows document processes to assess
the labeling requirements of our products and services forcompliance with these guidelines.

Requirements for product and service
information and labeling
Annually Agilent communicates materials specifications
through the “General Specifications for Environment” sent
to its suppliers to inform them of banned chemicals/
materials that should not be included in material/parts/
products bought by Agilent, to ensure compliance with
global regulations, and to minimize the environmental
impact of its products and operations. Agilent also provides
Material Safety Data Sheets with Agilent and third partyprovided chemicals supplied standalone or with products
for safe use. Agilent and OEM products and battery labels
include a waste container symbol for proper disposal.
The company also operates an end-of-life customer
returns system. In addition, Agilent provides end-of-life
management options where legally required. Reuse
programs are offered for selected Agilent products. The
programs address the requirements posed by the European
WEEE (Waste from Electrical & Electronic Equipment)
Directive. Please see Agilent’s Take Back Program.
Agilent had no incidents of non-compliance regarding
products or non-compliance issues regarding labeling. In
addition, Agilent did not have any non-compliance incidents
for product-related claims during the reporting period.

Related UN Sustainable Development Goals

3

93Customer health and safety

Customer privacy
At Agilent, protecting the privacy of our employees andcustomers is critical to our success. We treat the collection
and use of personal data with sensitivity and in accordancewith applicable laws and regulations. Data privacy isembedded in every aspect of our business. Our global
privacy program focuses on ensuring that our policies,
processes and operations meet the demands placed on us
by customers, employees, regulators and most of all, ourown commitment to the protection of personal data. This
includes a continued focus on expanding our program inlight of newly emerging regulations such as Brazil’s General
Data Protection Law ― Lei Geral de Proteção de Dados andthe California’s Consumer Privacy Act.
In 2018, Agilent successfully implemented acomprehensive program to comply with the EU General
Data Protection Regulation (GDPR). We completed athorough analysis of how and where we collect, process
and store personal data, and updated our standard
operating procedures, policies and processes as necessary
in order to comply with the new GDPR requirements.
We designed new processes, including Data Subject
Requests and Data Protection Impact Assessment
Processes, to address new obligations under the GDPR,
which will enable us to help our customers, as needed,
for them to comply with their obligations under the GDPR.
Agilent personnel received training on GDPR requirements
and on Agilent’s obligations as both a data controller anddata processor.
To further embed privacy in every aspect of ourbusiness, Agilent established a Data Privacy Board withsenior management across the entire business,

94

94

complemented by dedicated Privacy Champions in eachfunction, responsible for acting as the voice of privacyin their area. We have leveraged and expanded theseprocesses to address newly emerging privacy regulations
across the globe.
Agilent has an ongoing privacy program and full detailsof how we treat personal data which can be found in our
privacy statement here. Agilent has appointed a Data
Protection Officer to comply with the requirements of the
GDPR and to safeguard Agilent’s ongoing commitment
to protecting personal data. If you have any questions
on Agilent’s privacy program, please contact our Data
Protection Officer at data-protection.officer@agilent.com.
Agilent is unaware of any complaints regarding breachesof customer privacy or loss of data. Agilent’s global privacy
program has implemented new policies and procedures
to address GDPR as well as newly emerging privacy
regulations across the globe, including but not limited to
updated incident reporting procedures.

Related UN Sustainable Development Goals

3

8

10

95

The One Agilent
experience
Diversity & inclusion

Agilent rethinks theBlack employee experience2020 will long be remembered as the year of both the
COVID-19 pandemic and widespread racial and social
unrest in the U.S. The death of African American George
Floyd, killed at the hands of a white police officer, wascaptured on video and shared, touching off nationwide
protests, civil unrest and international concern.
President Mike McMullen quickly reached out to employees
in an email, saying, “I cannot remain silent.”
He continued, “Our core values and culture couldn’t be more
at odds with the actions of the arresting police officers.
I want you to know our company stands firmly against
racism and injustice. Agilent is built on a foundation ofrespect, fairness and working together as ONE team. …
Our mission is all about making the world a better placeand improving the quality of life. We can do this by being
an example of inclusion and openness to those who are
different from us.”
He announced that Agilent had made a donation of$100,000 to the Equal Justice Initiative, a U.S. based

nonprofit committed to challenging racial injustice, ending
mass incarceration and protecting the human rights ofsome of society’s most vulnerable people.

Asking employees for insights
McMullen also understoodthat it was important tobegin a dialogue withBlack employees to better
understand any concerns
they might have and to gain
insights on their experiencesat Agilent. Working withChief HR Officer Dominique Grau and Erica Wright, vicepresident, HR Global Talent and the highest-ranking Black
woman at Agilent, a series of focus groups were set up to
hear from Black employees.
Participants were invited to speak directly to the company
CEO and members of his team, and promised complete
confidentiality and an open dialogue. For McMullen andothers, it was an opportunity to listen and learn.
“It was hard to hear that some Black employees have had
Related UN Sustainable Development Goals

96

10experiences that don’t always reflect the Agilent values.
Some comments also applied to other underrepresented
groups at Agilent. We obviously still have work to do here,”
Wright said.
“But many good learnings and suggestions came fromthese meetings. We’re taking those learnings and moving
forward, addressing issues and making changes to ensurethat we all live up to our Agilent values, every single day.”Participant feedback led to changes
Several changes have been implemented:• All managers will be required to complete unconscious
bias training and apply these learnings in their daily
work; to date, 75% have taken this course.
• Next, all employees will be required to complete
unconscious bias training.

meeting, virtually, in January 2021. The group now
has nearly 200 members, including managers andemployees.
• They have developed plans for activities to improve theBlack experience at Agilent, inviting all employees andallies to participate, learn and support their cause.
As a result of the Black experience focus groupconversations, employees have expressed interest in
starting more Employee Network Groups, including LGBT+
and Hispanic organizations.
By year-end, Agilent hired an Associate Vice
President, Diversity and Inclusion: Patrice Jimerson, whobrings 25+ years of expertise in Diversity and Inclusion.
Learn more on the next page.

• The Council of Black Employees (CoBE), a new
employee network group, was launched by Black
employees who volunteered for the leadership roles
after the focus group meetings.
• CoBE started organizing in 2020 and held its first

97

The One Agilent experience

Associate vice president,
Diversity & Inclusion hired

Update on Employee
Network Groups

Patrice Jimerson joined
Agilent as associate vicepresident, Diversity andInclusion, in October 2020. As
Agilent’s global leader for D&I,
Patrice will develop strategies
and approaches that ensure all
employees feel included andrespected, and their diverse
perspectives are valued and appreciated. This emphasis on
inclusivity supports and enhances our One Agilent culture,
where we work as a global, cross-functional, collaborative
team relying on a broad set of experiences and viewpoints
to achieve the best possible results.

Council of Black
Employees (CoBE),
our newest Employee
Network Group (ENG),
was suggested by
employees participating
in focus groups about
the Black experienceat Agilent. Volunteers
started organizing in 2020 and signed up for leadershiproles, planning and conducting their first virtual meeting inJanuary 2021. Open to all employees, attendance at CoBE
virtual events is growing quickly and attracting a wide
variety of participants.

Patrice was most recently with IT consulting company
Appirio, where she served as the global diversity leader anddirector of onboarding and engagement. She also has held
key diversity and inclusion positions at Anthem Blue Cross
Blue Shield, the nonprofit Online Computer Library Center,and Northrup Grumman Aerospace Systems.
She holds a bachelor’s degree in management andeconomics from Earlham College in Richmond, Indiana,
and has earned advanced diversity and inclusion
certifications from Cornell and Georgetown Universities.

INSPIRE, founded in Denmark, aims to help newcomers inparticular develop global networks and further their career.
They have a strong buddy program to help new hires get toknow their local and global colleagues and also understandthe business. Their extensive variety of fun and educational
activities literally offers something for everyone, drawing
diverse colleagues together, especially while many worked
remotely throughout the pandemic.

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Society for Women in Engineering (SWE)
SWE@Agilent ENG, Agilent’s
oldest employee networkgroup, focuses on building
educational, personal andcareer opportunities for anyone
who identifies as female, working in engineering and othertechnical careers, as well as in non-technical areas. The
group participates in Society for Women in Engineering(SWE) national and regional conferences, sharing Agilent
experiences with over 200 prospective candidates at the2020 career fair, attending workshops and participatingin Science, Technology, Engineering and Math (STEM)
outreach activities with students. Internal activities include
hosting a two-day virtual conference and ongoing events
like book club meetings, networking opportunities andquarterly webinars.
Women@Agilent, in thespirit of building a genderinclusive workplace, focuseson advancing the professional
and personal developmentof anyone identifying as
female. The group added
new chapters in Brazil andSpain this year. In addition, they have chapters in Australia/
New Zealand, Carpinteria, Delaware, Germany, Korea,
Santa Clara, Singapore, a virtual global Instrument
Manufacturing group and our newest chapter, Women@
Agilent – Global Community.
Started in 2020, Women@Agilent – Global Community
is a virtual group, intended to bring employees fromall countries and backgrounds together to learn about
topics relevant to anyone who identifies as female in
the workplace. Meetings have ranged from candid
conversations about “Male Allyship” to senior female
leaders revealing “I Wish I Had Known” experiences andinsights from their younger career days.
With perfect timing, they launched just days before
COVID-19 led to employees switching to working
remotely. Within months, they had created an inclusive
community with more than 1,000 colleagues participatingin their quarterly webcasts, interactive discussions withleaders and online community activities on Agilent’s
internal social platform.

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The One Agilent experience

Accelerating women in Finance:
pilot program launched
Annette Leder, vice president, Finance, saw an opportunity
to accelerate the pace for women in Finance who aimed
to progress through the ranks. As the only female whocurrently reports directly to the chief financial officer, she
was determined to make a difference and came up with an
idea to help make that happen.
She did her research and used her personal experience tocreate a yearlong pilot training program that would help
build a robust pipeline of future female executives.

These women joined the program and were assigned
clear objectives and goals to achieve. The group met every
two weeks with a talented internal coach/mentor and,in addition, they met with many other professionals tocomplete “homework.”

Thorough evaluations set the stage for training
Participants learned about their strengths and potential
areas for improvement by completing professional
assessments. That information was used to help tailor
the training to meet their needs. Personal coaches
helped enhance voice and presentation skills while othersessions addressed general leadership skills, strategic
thinking and more.
The first pilot program ended in June 2021 and Leder
reported that all involved would agree it’s been a great
success. “I can see that these women have grown andlearned from this experience. They’re more confident
because they know what skills are required and they’ve
started building those skills. They’re well prepared to takeon more responsibility in the future,” she said.
Participants appreciated the opportunity, telling Leder,“We are so fortunate and thankful to have this experience –we can’t believe our good luck!”

Next group begins
Leder has just started the process to select the second
cohort of the program with four more early career womenfrom the Finance team. In the future, she hopes portions of
the program can be tailored to work in other departments
where acceleration of women may be needed.

The Women’s Acceleration Program was created to help
early career women who had talent and potential but
lacked visible opportunities to demonstrate those higherlevel skills.

“Many leadership skills are like building blocks, so theytransfer nicely to all facets of the business,” she said. “I’mworking with Human Resources to discuss this approachand see if, in the long run, this type of program could help
us develop a more robust pipeline of Agilent women in
many departments.”

Finance senior leaders met and recommended four
women for the pilot who met Leder’s specific requirements.

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Delivering on our Promises

International Women’s Day:
Singapore unites with #EachforEqual
On March 6, Singapore employees celebrated International
Women's Day and showed their support for this year’s
theme, #EachforEqual, which calls for everyone to work
together to achieve gender equity.
The site’s Diversity and Inclusion pillar gave away
cookies baked by a local charity that supports low
income women. Employees enjoyed posing while making
the “equal” sign with their arms and discussing what
#EachforEqual means to them.
Almost half the workforce at Agilent Singapore is female.
Their Leadership Survey results indicate that over 85% of
employees believe people here are treated fairly regardlessof their age, race and sex.

101

The One Agilent experience2020 Diversity &inclusion initiatives
We sponsored career events and invested
in mentorship programs including:• Society for Women in Engineering (SWE)• National Organization for the Professional Advancementof Black Chemists and Chemical Engineers (NOBCChE)• WomenHack• Australian Indigenous Mentoring Experience (AIME)• IGNITE Program in Australia• SJSU 2020 Silicon Valley Women in Engineering• Santa Clara University's Diversity Works Expo & Fair

We recognize important days such as:• International Women’s Day – We continued to celebrate
our Employee Network Groups, particularly Society for
Women in Engineering and Women@Agilent who makeit possible for women to stay connected through aparticularly tough year.
• National Hispanic Heritage Month – We participated in
the largest virtual gathering of Hispanics in STEM.
• Disability Employment Awareness Month - For overa decade, Agilent has been a proud partner of
Hope Services, providing employment opportunities
for those with developmental disabilities.

We continue to promote the advancement of womenleaders through programs such as Get on Board, a virtual
summit helping women leaders ascend to board seats;
G100; and Women in the C-Suite.
Our Emerging Leaders Program, with 37 participants in 12
countries, offers unparalleled training opportunities to thenext generation of leaders for our company.
We co-sponsor the Darlene Solomon Award, which
recognizes and supports promising women scientists.
As Agilent’s Chief Technology Officer, Solomon works
closely with Agilent’s businesses to define the company’s
technology strategy and R&D priorities.
We are partnering with organizations and universities topromote diversity, including HBCU Connect, the largest
student and alumni organization of Historically Black
College and University supporters; Professional Diversity
Network (PDN); UC Berkeley SWE Shadow an Engineer Day;and Hope Services, which provides jobs for people with
developmental disabilities.
We implemented new recruiting and staffing tools toenhance diversity & inclusion, like Textio, a resource to help
us further reinforce a culture of belonging by enhancing thelanguage we use in our job descriptions and employment
related content.

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“People tend to think of diversity in terms of
racial and gender statistics. But at Agilent we
recognize that representation is just one pieceof a broader puzzle.
"That’s why, to create systematic change, we arefocusing on processes, policies, and practices, notjust numbers. Otherwise we risk leaving people
out of the conversation.
"Agilent has always done a good job of attracting
great talent. Today we are more committed thanever to fostering a workplace where that talentwants to be, where everyone feels equally valued
and encouraged to thrive.
"We know there are no shortcuts, but that’s OK –we’re in this for the long haul. When I consider how
strong our foundation is and how steadfast weare in our commitment to become even better, I’mcertain that there has never been a more excitingtime to be part of the One Agilent family.”
Patrice Jimerson
Associate Vice President of Diversity & Inclusion

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The One Agilent experience

Diversity and equal opportunity
Agilent has a longstanding commitment to diversity andinclusion and believes that a wide variety of perspectives
yields richer results for customers, partners andemployees. Agilent recognizes the potential of every
employee and continues to strive to make Agilent's values
a true part of the company culture. Agilent has beenrecognized by Forbes as one of America's Best Employers
for Diversity 2020, and by the Great Place to Work Institute(GPWI) as a 2020 Best Workplace in Biotechnology andPharmaceuticals. GPWI also honored China and Singapore
on their list of Asia’s Great Places to Work.
Agilent’s annual Leadership Survey includes questions
related to diversity and inclusion.
Globally, and at various levels in the company, we monitor
gender, race, ethnicity and, in certain locations, veteranstatus and individuals with disabilities.
As part of Agilent’s commitment to diversity andinclusion, Agilent’s CEO is one of more than 2,000 CEOsaround the world who have joined the CEO Action for
Diversity & Inclusion to leverage their individual andcollective voices in the advancement of diversity andinclusion in the workplace.
We also published our second annual Diversity andInclusion report, which provides more detailed statistics
from 2020.

Diversity of governance bodies
and employees

Agilent has 10 directors thatserve on the board.
Board members: % of total
Male/female

7/3

Under 30 years of age

0%

Between 30-50 years of age

0%Greater than 50 years of age

100%

Percentage of employees andmanagers by gender:
Employees

Managers

Male

60.2%

69.6%

Female

39.8%

30.4%

Undisclosed

0.1%

-

The percentage of employees andmanagers by age group:

Under 30 years

Employees

Managers

10.2%

0.5%

65.3%

57.7%

24.6%

41.8%

of ageBetween 30-50
years of age
Greater than 50
years of age

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The One Agilent experience
Ratio of basic salary and remuneration of women to men
The following data indicates the salary ratio of men to women by employee category. The ratios shown were calculated bydetermining the average comparative ratio (compa-ratio) of pay for men and women in each employee category, then dividing
the average compa-ratio for men by the average compa-ratio for women.
Compa-ratio indicates an individual’s pay position versus the midpoint of the pay range for the assigned job.

Compa-ratio: Agilent salary ratio of men to women by employee category
Group

Male

FemaleMale vs. Female

Leadership (Officers, Execs, SM)

1.00

0.99

1.01

Tech

0.94

0.93

1.01

Non-tech

0.93

0.93

1.00

Total global workforce

0.93

0.93

1.00

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Delivering on our Promises

Human Rights

Agilent acknowledges, respects, anduses the fundamental principles
contained in the Universal Declaration of
Human Rights as a guide. Agilent’s corevalues and culture reflect a commitment
to ethical business practices and good
corporate citizenship. Our policies andpractices require Agilent to conduct ourbusiness with uncompromising integrityand promote human rights within thecompany’s sphere of influence.
• Freely chosen employment: Agilent supports theelimination of all forms of forced, bonded or involuntary
prison labor.
• No Child Labor: Agilent condemns all forms of
exploitation of children. Agilent will not recruit child laborand supports the elimination of exploitative child labor.
• Minimum Wages: Agilent will compensate employeeswith wages and benefits that meet or exceed the legallyrequired minimum.
• Working Hours: Agilent will not require employees towork more than the maximum hours of daily labor set
by local laws.

• Ethical business conduct: Agilent’s standards ofbusiness conduct require that business be conductedwith honesty and reflect high ethical standards thatare the basis for achieving our goals. The standards
establish clear ethical guidelines for how we dobusiness and establish accountability. All employees are
expected to comply with these standards.
• Agilent Technologies’ supplier environmental andsocial responsibility code of conduct: Agilent’s
suppliers are required to support and promote thefundamental human rights referenced in this document.
In addition, Agilent also requires supplier compliance tohuman rights throughout their operations (including but
not limited to the operations of their own suppliers andany permitted sub-contractors) in accordance with the UN
Guiding Principles on Business and Human Rights (UNGuiding Principles).
Agilent is unaware of any operations or suppliers identified
as having significant risk for incidents of child labor.
Agilent conducts random on-site surveys of suppliers forcompliance with Agilent’s Supplier Code of Conduct Policy.
In cases where there are issues with adherence to Agilent’s
supplier expectations, corrective actions are implemented
and monitored by Agilent’s third-party auditor, DEKRA.

Employee training on human rights
policies or procedures• No Discrimination: Agilent supports and upholds theelimination of discriminatory practices with respect toemployment and promotes and embraces diversity in all
aspects of its business operations. Our policies prohibit
discrimination based on race, color, age, gender, sexual
orientation, gender identity and expression, ethnicity,religion, disability, veteran status, national origin or any
protected class.

All Agilent employees participate in the annual required
training in the standards of business conduct which
outlines expectations for dealing with customers, suppliersand conduct in the workplace.

• No harsh or inhumane treatment: Agilent prohibits
physical abuse, harassment or the threat of either.
Agilent will provide a safe and healthy working
environment for all of its employees.

One hundred percent of Agilent’s purchase orderagreements include human rights clauses and require that
suppliers comply with our Supplier Code of Conduct.

All procurement professionals, as part of standards ofbusiness conduct training, are requested to take additional
online training on environmental, health, safety and social
responsibility, which covers human rights.

• Freedom of association: Agilent respects the rights of
employees to organize in labor unions in accordancewith local laws and established practice, if desired.

107

Employment and benefits
The workforce demographics are changing in mostcountries and the competition to attract and retain top
talent is increasing. Global competitiveness will not be
achieved merely by designing, manufacturing, marketingand selling superior products. Agilent strives to develop
and apply excellent global people skills around the world.
We are in tune with the changing global economic
marketplace and work to ensure that our policies andpractices support our core beliefs and values, our guiding
principles and our goals to make Agilent a best place
to work for every employee. The company policies andpractices support global diversity and inclusion andwork/life success. Agilent is committed to creating an
inclusive work environment and proud to be an equal
opportunity employer.

Benefits
Agilent aims to deliver a rewards portfolio that iscompetitive with life sciences, diagnostics and appliedmarkets companies and representative of the diverse
industries and markets within which Agilent operates.
Generally, part-time employees who meet minimum
requirements are eligible for the same benefits asfull-time employees. Benefits and eligibility requirements
vary by country.
Our rewards are offered to eligible employees and comply
with local legal requirements. Our Total Pay program
includes base pay, variable pay, such as the One Agilent
Bonus and Individual Performance Bonus, and sales
incentive compensation.
Pay is differentiated based on company and individual
performance. Benefits such as health and welfare benefits,
retirement plans and time off provide a foundation to
support employee well-being and financial security.
Stock ownership programs align employee andshareholder interests. Programs include an Employee
Stock Purchase Plan and long-term incentives such as
restricted stock units.

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The One Agilent Experience

Life away from work
Agilent offers a variety of benefits that recognize life events
and, when away from the job, encourage employees to rest,
relax, recharge and live a well-rounded life. While specificprograms vary by country, examples include company
holidays, flexible time off, leaves of absence and gifts tocelebrate life events such as marriage and the birth or
adoption of a child. Agilent does not have a current process
or future plan to track parental leave data.

Flexible work arrangements
Agilent’s flexible work arrangements provide alternatives
to working Monday – Friday, 8 a.m. to 5 p.m. in theoffice. With manager approval, and business permitting,
employees can take advantage of a number of options to
help juggle work and personal responsibilities.

Training and development
Agilent is committed to providing an environment in which
employees can expand their knowledge, develop new skills
and contribute their best work.
Our culture of continuous development instills in our
employees the behaviors that bring our values to life everyday. We encourage our people to stay up to date on current
research and technology while enhancing current andgrowing new skills to meet future needs.
We also put special emphasis on training managers at alllevels to effectively communicate, role model and reinforce
our values and culture. This includes imparting theimportance of continuous learning in others. On average,
each of our employees completed over 25 hours of training
each in the last year.

learning and virtual classroom events. To encouragelearning anywhere and anytime for our globally distributed
workforce, we continue to make self-paced e-learningavailable 24 hours a day/seven days a week.
Employees access learning opportunities inseveral key areas:• Onboarding and Orientation – All new employees
participate in an onboarding experience along with a
global orientation program to help them learn about theorganization and our culture.
• Leadership and Executive Development programs areavailable to support all managers across the various
stages of their leadership development from first time
managers in our Activate for New Managers program,to our experienced managers with our Accelerate
program, to our high potentials in our Emerging Leaders
Program. In addition to formal learning programs forleaders, we also offer many resources including Harvard
Business Review resources, online articles, mentoring,coaching and assessments.
• Employee and Career Development programs are
grounded in our Developing@Agilent portal, a resource
center with videos, guided online activities, classes andother professional development resources available toall our employees globally. This unique training platform
allows employees and managers to build leadership andprofessional skills that align with their daily work andAgilent's expectations.
• Library@Agilent is an online library filled with accessto many trade publications, journals and online
databases to enable research and scientificdevelopment for all employees.
• Function and job-specific portals to help employees
build their expertise in their technical and job-related
skills. This includes all our Academy portals such as
Sales Academy, Marketing Academy, Service Academy,
Finance Academy and Order Fulfillment Academy.
Within each of these academies, we offer leader-led
training to build depth and practice key skills; self-paced
online learning to help create a foundation and learn thebasics; virtual training to help connect the foundational

Training at Agilent takes several forms based on businessneed: face-to-face classroom experiences, on-the-job
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The One Agilent experience
In 2020, approximately 99% of our Agilent employees
completed training activities with over 265,000
documented instances of training, including over 248,000
self-paced online course completions. With over 392,000
hours of training consumed or delivered, employees
completed an average of 25 hours of training.
In addition to structured internal learning programs, we
also offer Educational Assistance, financial and otherassistance for employees to take external academicclasses or complete an academic degree program relevant
to Agilent’s business needs.
Our investment in our people’s growth is an investment
in our business and in the retention of our competitive
advantage, our edge and our top talents.
One hundred percent of Agilent employees receive regularperformance reviews.
concepts to real-world application; self-study materials
to help with reinforcement; recorded videos to learn fromexperts as well as specific processes required for the job;and social collaboration and mentoring to support one
another in developing the required capabilities.

Agilent aligns with ISO 26000 standards and guidance aspart of our social responsibility practices. As such, Agilent’sLabor and Employee policies and processes align withISO core subjects: Organizational Governance 6.2, Human
Rights 6.3 and Labor Practices 6.4.

Information on employees and other workers3
Americas

Asia Pacific

EuropeWorldwide
Total

Employees - Male

3,467

3,864

2,652

9,983

Employees - Female

2,355

2,317

1,611

6,283

5

0

7

12

Total employees

5,827

6,181

4,270

16,278

Total supervised workers (non-Agilent

2,623

4,447

1,987

9,057

8,450

10,6286,257

25,335

Employees - Undisclosed

workers; the company does not maintaingender of non-Agilent workers)
Total workforce

3110

As of Oct. 31, 2020, end of fiscal year 2020; 100% of operations included in data.

Delivering on our Promises

Occupational health and safety

Agilent's Environmental Healthand Safety (EHS) Policy outlines afundamental corporate commitment
to reductions in pollution (emissions),
conservation of resources (energy),
preventing work-related injuries,
including wellness programs
contributing to the health and well-beingof employees and driving operations tomeet long term EHS goals.
Agilent operates an Environmental Health and Safety
Management System (EHSMS) that conforms to therequirements of ISO 14001:2015 and is aligned to
OHSAS 18001 and ISO 45001. Strategic sites operate
under a single company-wide externally endorsed ISO
14001 certificate. The EHSMS provides a structure
for identifying and mitigating Agilent's EHS risks. The
systematic identification of its significant aspects andimpacts, implementation of controls, measurement of
performance and the setting of the improvement
objectives ensures that Agilent continues to improve
our health and safety processes.
Agilent Technologies Environmental, Health and Safety
Management System (EHSMS) for Operations is asubset of the company wide EHS Management Systemthat broadly applies to Agilent's design, development,
manufacturing and sourcing activities worldwide. It
is designed to minimize adverse environmental andoccupational health & safety impacts, ensure ongoingcompliance while focusing on the needs of key
stakeholders, meets the requirements of ISO 14001 and isaligned to ISO 45001.
Management provides the financial, personnel andtechnical resources to implement and maintain the Agilent
EHSMS for Operations and the supplier and product-related
components of the EHSMS. This document specificallyaddresses the roles and responsibilities of the teams
supporting site operations including Agilent employees
and contractors performing facilities management andsupport services. Sites included within the scope aredetermined through systematic risk analysis and take

into consideration the nature and scale of site operations,
including manufacturing, R&D, sales and service, etc.
This EHSMS document is intended to be the "governing
document" to be used by Agilent employees andcontractors who have the responsibility for implementing
programs relating to the company-wide EHSMS
requirements at any organizational level, e.g., Global,
Business, Region, Country, Geography or Site.

The management approach and its components
Global EHS develops the list of company-wide significant
EHS aspects of Agilent’s for Operations and maintains
the company-wide significant aspect list. The significanceof all aspects is based upon potential EHS impacts,
regulatory compliance implications, overall life cycle
implications and association with activities of concern toAgilent’s interested parties. The potential for abnormal or
emergency conditions is also considered when developing
the significance of the impacts and risks.
Global WPS EHS and the EHS Functional Staff periodicallyevaluate the company-wide significant aspects of Agilent’s
operations. The evaluation considers changes in Agilent’s
operations, significant aspects identified by the sites andchanges in external stakeholder expectations. Each EHSMS
site identifies the significant EHS aspects and impacts of
its operations that it can control and over which it can be
expected to have an influence. Three health and safetyareas emphasized at Agilent’s sites: chemical management,
ergonomics and stress.

Chemical management
Operations pursues improvements to reduce chemical
usage and provide engineering and administrative controls
to minimize the risks and impact associated with chemical
usage. Effective processes, controls and documentation
are in place. New chemical use is formally reviewed by
EHS staff and exposure assessments are completed.
Regular trainings are conducted for affected personnel.
Action Levels are set at 50% of regulatory exposure limits.
Agilent’s main manufacturing and R&D sites are ISO
14001:2015 certified with chemical management being
an important element in the ISO 14001 requirements.
Initiatives on sustainability include chemical management
areas and are further raising awareness and continual
improvement efforts are ongoing.

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The One Agilent experience

Ergonomics
Office ergonomics and manual material handling represent
a significant exposure area and are emphasized in Agilent’s
health and safety programs. Concerted efforts havebeen and continue to be made to provide optimal officeergonomics equipment and configurations. Training andassessments are required for computer use greater than
two hours per day. Assessments are also required for
manual material handling tasks and training provided
for personnel with those exposures. Ergonomic program
development is overseen by a Certified Professional
Ergonomist with sites tailoring specific elements to best fit
their particular exposures.

StressWorkplace stress was identified through employee surveys
and evaluations as a significant impact. Agilent initiatedan Even Better Place to Work campaign partnering withHR / Benefits to enhance and promote Agilent wellness
programs and to further improve stress reduction andmanagement programs already in place. These include
benefits such as flexible hours, paid FTO, paid time off forvolunteering, considerations for life events, fitness centersand counseling. A new internal Spark website and periodic
communications increase awareness of the site-specificand company-wide programs and benefits. Workplace
Services continues to make significant investments andimprovements in Agilent facilities to refresh, modernize
and enhance sites with contemporary, comfortable, highquality designs that provide attractive and inviting work
environments with improved spaces for collaboration,
fitness and well-being.

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Delivering on our Promises
Worker participation, consultation and communication
Over 75% of the total workforce is represented in formal joint management-worker health and safety committees.
Health and Safety committees are an integral part of EHS processes at our sites and help drive continuous improvement insupport of Agilent’s ISO certifications and Environmental, Health and Safety Management System.
As required at a country level, Health and Safety topics are included for discussion with local worker councils or trade unions.

Work-related injuries
Employee injury rate
Area of operations

2020

2019

2018

Global

0.24

0.38

0.41

Americas

0.54

0.91

1.22

Asia Pacific

0.01

0.04

0.10

Europe

0.16

0.10

0.13

Area of Operations

2020

2019

2018

Global

0.11

0.12

0.13

Region: America

0.19

0.28

0.23

Region: AP

0.01

0.01

0.07

Region: EU

0.13

0.07

0.12

Employee lost time case rates

Agilent does not have workers with high incidence or high risk of work-related disease.

Agilent provides a number of programs and educational
opportunities aimed at managing serious diseases andmedical situations for employees as well as family andcommunity members. Agilent EHS standards maintainemployee exposure levels for harmful agents in theworkplace well below regulatory requirements. Agilent
provides training to employees as a precautionary measure
to prevent blood borne diseases. Agilent Workplace
Services has both Emergency Action and Disaster

Recovery Plans that address serious medical events ordisease outbreaks (e.g., pandemic events).
The Agilent Human Resources and Benefits organizations
provide comprehensive healthcare plans to employee
and family members to assist in managing their personal
medical needs. These plans include counseling services
and risk-based health coaching.

113

Stories from COVID-19

Learning about
fatherhood:
Jinho Kang

Early 2020 was an uncertain time asnews of the COVID-19 pandemic began
to spread.
But Jinho Kang had something else on his mind: theimminent birth of his first child.
“I was nervous about how to be a daddy,” said Jinho, whoworks in the South Asia Pacific, Japan and Korea salesorganization for Laboratory Solutions Sales and Marketing.
“I was like, ‘I’m not ready to be a parent.’”
How was he supposed to hold the baby? Wash it? Burp it?
Jinho confessed his panic to an Agilent colleague.

114

Lockdown creates major challenges
The start of a pandemic isn’t the easiest time to raisea newborn. Soon after Shin Wu’s birth, Singapore went
into lockdown, isolating Jinho, his wife and their baby intheir home. No visits from relatives; no quick runs to thegrocery store.
Then the supply shortages hit. Diapers and baby formulawere hard to come by. Every week, Jinho’s mother sent a
boxful from Korea.
But despite the strains of lockdown life, Jinho was happy.
Caring for a child gave him a new sense of purposein life — and because he was working from home, he got
to experience precious moments he might otherwise
have missed.
“Normally, the mother takes care of the child while thefather is working outside the home,” he explained of his
culture. “Because I was working from home, I was watching
him grow and I got to play with him during my lunch hour.”Seeing baby start to grow, change: amazing
He recalled an afternoon in early April 2020 when he hearda playful sound coming from the room where Shin Wu
slept.
“Normally, he cries when he wakes up,” Jinho said. “Wewent to open the door and he was standing in the bed. I
was like, ‘How did he do that?’”

How do you learn to be a dad?
“He told me, ‘Once you are there, you will know,’” Jinho said.
“‘You don’t need to try; you will know how to be a daddy.’”
But Jinho wasn’t so sure.

Today, almost one year later, the stores are stocked, andShin Wu is learning to walk.
And Jinho is no longer nervous about being a dad.
“My brain knows how to do it,” he said. “I don’t know how to
do it, but I’m doing it!”

“I didn’t believe it,” he said.
Shin Wu was born January 8th, 2020.
As Jinho held his wrinkly new son, he had one thought.:“He looks very old — he doesn’t look human, actually,” herecalled, laughing.
But once the baby was cleaned and clothed, reality set in.
Jinho held his son again and cried.
“Now I felt like this is really my baby,” he said. “I wasvery happy.”

115

Our communities
and our giving
Community engagement

Agilent's worldwide community
programs tangibly demonstrate thecompany's values and commitment
to corporate citizenship. Around theworld, we contribute through the Agilent
Technologies Foundation, company
grants, employee volunteerism, public
policy and community partnerships
in the areas of science education andworkplace giving campaigns.
Through grants and donations, Agilent supports programs
designed to increase student interest and achievementin science education with an emphasis on populations
underrepresented in the technology industry. Each year,
Agilent employees throughout the world devote thousandsof volunteer hours to increasing student interest in scienceand supporting community activities.
Agilent supports essential programs that deliver respect,hope and solutions to communities around the world. In
addition to making donations, Agilent volunteers help
scores of nonprofit agencies each year during community
service events.

Operations with local community engagement
Volunteerism is a key element of our core values and thecornerstone of our corporate citizenship efforts. Throughour Volunteer Time Off program, Agilent employees may
use up to six days of paid time off per year to support a
cause or help those in need.
The Agilent Year-Round Giving Program provides
employees the opportunity to support a broad
range of nonprofit organizations in the areas of healthand human services, arts and culture, education andliteracy, environment and conservation, and family andcivic betterment.
Employee contributions are matched dollar-for-dollar by theFoundation, up to $5,000 per year, per person, doubling theimpact of their giving and allowing the Foundation to also
support their preferred charities.
The Year-Round Giving Program is available to employees
in Canada, China, Denmark, England, Hong Kong, India,
Japan, Scotland, Spain, Taiwan and the United States andcross-border giving is allowed.
In addition to the Giving Program, the Agilent Technologies
Foundation provides grants and funding for initiatives
that enhance, enrich and support communities aroundthe world.
Agilent did not experience any new event that had anegative impact on Agilent’s local communities.

Throughout the pandemic, employees raised spirits and helped thosein need by participating in virtual fundraisers like 5K runs. In Singapore,
employees raised money virtually to sponsor the Singapore Food
Bank’s new food vending machine. It arrived in early 2021 and now
team volunteers regularly stock the machine with healthy foods that areavailable to feed the hungry at any time.

Related UN Sustainable Development Goals

3
116

6

8

10

Delivering on our Promises

117

Our communities and our giving

Our giving

At Agilent, we are committed toadvancing the quality of life.
We do that by the very nature of our products andservices, which are built to improve health, safety andthe environment.
But we also have a long history of sharing a portion of ourearnings with those in need.
We started the Agilent Technologies Foundation in 2000,
our first full year of business as an independent company.
Since then, the Foundation has funded important initiatives,
including improved science education and the health andsafety of people and our planet.
In 2020, we gave over $9 million through the Agilent
Technologies Foundation and Agilent Technologies Inc.
In addition, our employees generously shared their time,
talents and donations.
Together, the company and our Foundation support
research grants; science, technology, engineering and math
(STEM) initiatives for students from underrepresented
communities; matching gifts to charities, universities
and hospitals; workplace giving campaigns; employee
volunteerism opportunities; and more.

Increasing employee involvement
This year, to make it easier for employees to give andvolunteer, we launched a new giving platform. For the
first time, we have a centralized resource for all giving
and volunteering information and activities. Employees in
the U.S. and Canada gained access to the new Benevity
platform at the end of last year, and other countries will
launch in 2021.

Improving two matching gifts programs
The Benevity giving platform allowed us to expand andimprove our very popular Year-Round Giving programfor charities, adding cross-border giving and additional
payment options. Our University and Hospital Giving
program also added cross-border giving and additional
payment options. We match employee donations of up to$25,000 per year, per employee.

Centralized volunteering info
The Benevity platform also provides an engaging place
to find virtual, local and global volunteer opportunities
and tracks volunteer hours. In addition, the platform
118

provides detailed information about local and international
charitable causes and organizations.

Volunteer Time Off program
Many of our employees volunteer regularly with theirfavorite organizations. Our Volunteer Time Off (VTO)
program allows them to take up to six paid days per
year for volunteer activities with organizations such as
nonprofits/charities (in the U.S.), non-governmental andeducational organizations.
Last year, in spite of COVID-19, employees found creative
ways to help: they brought smiles and laughter to children
undergoing cancer treatment in India and others trained toadminister COVID vaccines.

Agilent After School program
Agilent After School (AAS) is a hands-on, global volunteer
program where employees lead students to complete
our free science experiment kits. The goal: to help
underrepresented children develop a love for science,technology, engineering and math classes and careers.
Due to COVID-19, this hands-on program was put on holdin 2020. We plan to relaunch an updated and improved
version of this extremely popular program when global
health conditions permit.
Related UN Sustainable Development Goals

3

8

10

Delivering on our Promises

119

120

Research awards
Agilent awards promising researchers
The Agilent Foundation supports many causes, including
funding and/or equipment for promising researchers.

Agilent Golden Ticket
Agilent announced that biotech startup Trilogy Sciences
was awarded an Agilent Golden Ticket at LabCentral, aleading biotech innovation hub based in Cambridge,
Massachusetts. LabCentral is a shared laboratory spacedesigned as a launchpad for high-potential life sciences
and biotech startups. The Golden Ticket provides fundingof one lab bench space for a year.
Trilogy Sciences’ mission is to develop life-changing
therapeutics for untreatable diseases by applying cuttingedge chemical biology, including new methodologies torapidly synthesize and screen for hyper-effective drugs tocombat recurrent breast, brain and lung cancers.

Agilent Early Career Professor Award

Agilent Thought Leader Award

Carl DeSelm, M.D., Ph.D., has received the 2020 Agilent
Early Career Professor Award. Dr. DeSelm is an assistantprofessor of Radiation Oncology at the Washington
University School of Medicine in St. Louis, Missouri. This
year's award topic is cellular engineering and analysis—afield that greatly impacts Agilent customers.

Agilent also honored Professor Anurag Rathore, a scientist
at the Indian Institue of Technology (IIT) Delhi, with an
Agilent Thought Leader Award for his contributions to
the field of biopharmaceutical research and his workwith advanced methods for molecular characterizationof biosimilars.

The DeSelm lab’s current research focuses on theengineering and clinical development of a new class ofcell immunotherapy, engineering Antigen Presenting Cells(APC). This approach can address some of the limitationsof the CAR T cell therapy in the treatment of solid tumors.

The work at Prof. Rathore’s lab will focus on the bestpractices toward molecular characterization of monoclonal
antibody-based biosimilars. Monoclonal antibodies include
an important and growing group of biopharmaceuticaldrugs used to treat several diseases and conditions.

Related UN Sustainable Development Goals

8

9

121

Delivering on our Promises

External assurance
Agilent got DEKRA Certification's assurance statement for2020 supplier audits.
This statement attests that DEKRA Certification can
provide reasonable assurance the claims regarding
environmental, health, safety and social responsibility(EHS&SR), as they relate to identified suppliers by Agilent
Technologies. In 2020 DEKRA performed global audits ofAgilent-identified suppliers. These suppliers were found to
be in compliance with, or have provided corrective actionplans to become compliant with, Agilent's stated EHS&SR
program, including but not limited to: policies regarding
worker safety, environmental safety, Ozone Depleting
Compounds (ODC) and policies that strictly forbid andprevent any and all acts of human trafficking or slavery
as those terms are used in the California Transparency inSupply Chains Act of 2010, California Civil Code, section
1714.43.
• To request a copy of the 2020 Agilent Technologies
Foundation financials statements, please email
corporate.responsibility@agilent.com.
• Agilent energy, greenhouse gas emission, waste, andwater data attested by external auditor TruCost inaccordance with AA100AS (2008) type 2 moderatelevel assurance. Please see our TruCost assurance
statement.

122About this report
Agilent's 2020 Corporate Social Responsibility Report isbased on a combination of quantitative and qualitative
data relating to our environmental and social performance
during the fiscal year 2020 (Nov. 1, 2019, to Oct. 31, 2020).
The data is recorded on a company-wide basis unlessotherwise indicated. We publish our Corporate Social
Responsibility Report every year and the 2020 Corporate
Social Responsibility Report is prepared in accordance with
GRI standards: core option. For the first time, we are also
reporting Sustainability Accounting Standards Board data.
We have not made any material restatements from theprior year.
In the 2018 report, we updated our reporting from
GRI guideline 4.0 to GRI Standards. And Agilent will keep
topic materiality assessment results based on thestandard requirement.
We report on our subsidiaries and affiliates where wehave direct operational control unless otherwise noted.
Significant year-over-year changes are noted. Where
possible, we also use consistent reporting measures, suchas per square foot rather than per building or per site.
Agilent has 21 sites that typically have a footprint of greaterthan 50,000 square feet and meet the reporting criteria
of being ISO 14001 certified or included in Agilent's EHS
Management System program, or those with potentiallyhigh environmental impacts that are included in Agilent's
energy and sustainability programs.
Agilent's Corporate Social Responsibility Report content
was developed in consultation with subject matter experts,
consideration of changes in external regulations impacting
Agilent, and evaluation of feedback from various internalfunctional stakeholders. Report content was contributed bya wide-ranging group of Agilent employees from functions
such as Human Resources, Investor Relations, Corporate
Relations, Agilent Foundation, Environmental Health and
Safety Management, Agilent Laboratory, Regulatory Affairs,
Procurement and Global Sourcing. We also consulted withleading GRI consulting organizations.
The 2020 report is Agilent’s 21st Corporate Social
Responsibility Report. For questions or comments, contact
us at corporate.citizenship@agilent.com.

Sites in EHSMS
ProgramAP

Sites in Utilities /Energy Program

HachiojiAP

ManesarAP

Mulgrave

AP

PenangAP

Shanghai

ShanghaiAP

Singapore

SingaporeEU

Church Stretton

Church Stretton

EU

Glostrup

GlostrupEU

Middelburg

Middelburg

EU

TorinoTorinoEU

Waldbronn

Waldbronn

AM

Boulder

Boulder

AM

Carpinteria

Carpinteria

AM

Cedar Creek

Cedar Creek

AM

Colorado Springs

Colorado Springs

AM

FolsomFolsomAM

Frederick (FY21)

FrederickAM

Lexington

AM

Little Falls

Little Falls

AM

Newport

NewportAM

Santa Clara

Santa Clara

Total

18

19

123

SASB index
Accounting Metric2020 Disclosure

Code

Ratio of weighted average rate ofnet price increases (for all products)
to the annual increase in the U.S.
Consumer Price Index

This metric is not relevant to our business and we do not consider this information
to be material. However, Agilent meets all applicable laws, regulations andstandards where we do business. Agilent engages with our stakeholders throughconsultation, surveys, ad-hoc feedback and reviews.

HC-MS-240a. 1

Description of how price informationfor each product is disclosed tocustomers or to their agents

Agilent provides transparent and accurate pricing to our customers electronically,by mail and through Agilent’s online ordering platforms.

HC-MS-240a. 2

Number of recalls issued, total units
recalled

Agilent has conducted one medical device product recall that was reported
to the FDA.

HC-MS-250a.1

List of products listed in the FDA's
MedWatch Safety Alerts for Human
Medical Products database

There are no products listed in the FDA's MedWatch Safety Alerts for Human
Medical Products database.

HC-MS-250a. 2

Number of fatalities related to
products as reported in the FDA
Manufacturer and User Facility Device
Experience database

There have been zero fatalities.

HC-MS-250a. 3

Number of FDA enforcement actions
taken in response to violationsof current Good Manufacturing
Practices (cGMP), by type

There have been zero enforcement actions taken.

HC-MS-250a. 4

Total amount of monetary losses
as a result of legal proceedings
associated with false marketingclaimsAgilent had no monetary losses in 2020 due to legal proceedings associated withfalse marketing claims.

HC-MS-270a. 1

Description of code of ethics
governing promotion of off-label useof products

Agilent adheres to all applicable laws and regulations and industry standards,
while maintaining the highest ethical standards of reporting on our marketing,sales and research and development operations, as required by law.

HC-MS-270a. 2

Agilent is committed to promoting our products responsibly and reporting about
our business practices in a manner that promotes transparency. To ensure
our communication and marketing approaches uphold the highest standards,
Agilent has a robust mandatory, company-wide training on these standards ofcommunication and conduct.

124

Delivering on our Promises

Accounting Metric2020 Disclosure

CodeDiscussion of process to assess andmanage environmental and humanhealth considerations associatedwith chemicals in products, and meetdemand for sustainable products

Agilent’s Environmental Policy is to act in an environmentally responsible
manner in regard to our operations, products and services. Agilent employees
and managers are expected to support the implementation of this policy inaccordance with their roles and responsibilities in the organization. Of particular
relevance to product development are the following actions:

HC-MS-410a. 1• Ensure our products and operations comply with relevant environmental
legislation and regulations• Responsibly manage the use of hazardous materials in our operations, products
and services, and promote recycling or reuse of our products.
The fundamentals of Agilent’s Design for the Environment (DfE) guidelines
encourage Agilent employees to think about the impact that a product has on
both the environment and society. Therefore, they should consider answering thefollowing questions:• What positive impacts does the product have on the environment?
• What are the negative impacts?
Many Agilent products include innovations that have enabled their reduced
energy use, footprint, water usage, use of hazardous materials, etc. and we aresponsors of organizations like My Green Lab (https://www.mygreenlab.org/) tohelp us continually improve our products and the sustainability of our laboratory
customers worldwide.
Agilent complies with RoHS and REACH regulatory compliance for all commercial
products. For reagent-based NPIs, we are using the ARCADIS form to document
the environmental and health considerations.
Total amount of products accepted
for take-back and reused, recycled, or
donated, broken down by: (1) devices
and equipment and (2) supplies

Agilent’s pre-owned instruments program enables customers to sell, trade-inor recycle old instruments. Agilent’s pre-owned instruments offer exceptional
value to customers, come with a one-year factory warranty (the same warranty
as new instruments) and pass a comprehensive operational qualification andperformance verification to ensure risk free performance. Agilent also donates
instruments that we are no longer using to not-for-profits. Agilent does notdisclose the requested product numbers.

HC-MS-410a. 2

Percentage of (1) entity's facilitiesand (2) Tier I suppliers' facilities
participating in third-party audit
programs for manufacturing andproduct quality

1.

HC-MS-430a. 1

Description of efforts to maintaintraceability within the distribution
chain

Agilent maintains traceability though all stages of manufacturing throughdistribution using our ERP system. Traceability is maintained based on partnumber, serial number and / or lot number.

2.

All medical device facilities at Agilent under ISO 13485 are subject to annual
audits by Notified Bodies. Non-medical facilities operating under ISO 9001 areaudited a minimum of once every three years by Registrars.
Agilent does not currently report the percentage of Tier 1 supplier facilities
participating in third-party audit programs for manufacturing or productquality. Most of our direct material suppliers are ISO 9001 certified.

HC-MS-430a. 2

125Delivering on our Promises

Accounting Metric2020 Disclosure

Code

Description of the management ofrisks associated with the use ofcritical materials

Agilent monitors risk through a number of different processes. This includes but
is not limited to:

HC-MS-430a. 3• Dangerous Goods are stored, transported, and disposed of based upon theapplicable Transportation and EHS regulations.
• Agilent has a Conflict Minerals Position Statement and abides by all
requirements of the Dodd-Frank Act, including filing required SEC report.
• Suppliers identified through risk assessment processes are monitored andbusiness continuity plans are in place and reviewed annually. Agilent has a
Supplier Code of Conduct.
• For critical parts, Agilent follows additional risk processes and tracks andmonitors suppliers.
More information on our approach can be found in this CSR report.

Total amount of monetary losses
as a result of legal proceedings
associated with corruption andbribery

Agilent had no monetary losses in 2020 due to legal proceedings associated withcorruption and bribery.

HC-BP-510a. 1

Description of code of ethics
governing interactions with healthcare professionals

Agilent is committed to the highest standards of business ethics and recognizes
that our actions can have a direct impact on patient health. Through our products,
we strive to improve patient health around the world while ensuring that ourinteractions with healthcare professionals remain ethical, fair and honest The
Agilent Global Healthcare Compliance Policy governs interactions with healthcare
professionals by Agilent around the world, including marketing, medical, sales,
and research and development operations. Our Global Healthcare Compliance
Policy incorporates common legal and ethical standards from many of Agilent's
major markets, including the U.S. (AdvaMed Code) and international (MedTech
Europe Code, Japan Federation of Medical Devices Associations) and applies
them to our operations around the world. See Good Governance in this CSR reportfor more information on our approach.

HC-BP-510a. 1

Activity Metric2020 Disclosure

Code

Number of units sold by productcategory

Agilent does not disclose the number of units sold by product category.

HC-MS-000.A

126

127

GRI content index
General Disclosure (Disclosure 102)
Organizational Profile
GRI 102-1

Name of the Organization

p. 8

GRI 102-2

Activities, Brands, Products and Services

p. 8

GRI 102-3

Location of Headquarters

p. 43

GRI 102-4

Location of Operations

p. 44

GRI 102-5

Ownership and Legal Form

p. 8

GRI 102-6

Markets Served

p. 59

GRI 102-7

Scale of the Organization

p. 42

GRI 102-8

Information on Employees and Other Workers

p. 110

GRI 102-9

Supply Chain

p. 24

GRI 102-10

Significant Changes to the Organization and its Supply Chain

p. 25

GRI 102-11

Precautionary Principle or Approachp. 15

GRI 102-12

External Initiatives

p. 70

GRI 102-13

Membership of Associations

p. 134

Ethics and Integrity
GRI 102-16

GRI 102-16 Values, Principles, Standards and Norms of Behavior

p. 10

GRI 102-18

Governance Structurep. 60

GRI 102-20

Executive-Level Responsibility for Economic, Environmental and Social Topics

p. 134

GRI 102-22

Composition of the Highest Governance Body and its Committees

p. 60

Governance

Stakeholder Engagement
GRI 102-40

128

List of Stakeholder Groups

p. 34

Delivering on our Promises

GRI 102-41

Collective Bargaining Agreements

p. 34

GRI 102-42

Identifying and Selecting Stakeholders

p. 34

GRI 102-43

Approach to Stakeholder Engagement

p. 34

GRI 102-44

Key Topics and Concerns Raised

p. 34

GRI 102-45

Entities Included in the Consolidated Financial Statements

p. 123

GRI 102-46

Defining Report Content and Topic Boundaries

p. 123

GRI 102-47

List of Material Topics

p. 26

GRI 102-48

Restatements of Information

p. 123

GRI 102-49

Changes in Reportingp. 123

GRI 102-50

Reporting Periodp. 123

GRI 102-51

Date of Most Recent Reportp. 123

GRI 102-52

Reporting Cycle

p. 123

GRI 102-53

Contact Point for Questions Regarding the Reportp. 123

GRI 102-54

Claims of Reporting in Accordance with the GRI Standards

p. 123

GRI 102-55

GRI Content Index

p. 128

GRI 102-56

External Assurance

p. 122

Reporting Practice129

Economic (Disclosure 200)
Economic Performance
Management Approach: Economic Performance GRI 103-1, 103-2, 103-3

p. 63

GRI 201-2

Financial Implications and Other Risks and Opportunities Due to Climate Change

p. 64, 135

GRI 201-3

Defined Benefit Plan Obligations and Other Retirement Plans

p. 65

GRI 201-4

Financial Assistance Received from Governmentp. 65

Indirect Economic Impacts
Management Approach: Indirect Economic Impacts GRI 103-1, 103-2, 103-3

p. 66

Significant Indirect Economic Impacts

p. 68Management Approach: Anti-Corruption GRI 103-1, 103-2, 103-3

p. 61

GRI 205-1

Operations Assessed for Risks Related to Corruption

p. 61

GRI 205-2

Communication and Training about Anti-Corruption Policies and Procedures

p. 61

GRI 205-3

Confirmed Incidents of Corruption and Actions Taken

p. 61

GRI 203-2
Anti-Corruption

Anti-Competitive Behavior

GRI 206-1

Management Approach: Anti-Competitive Behavior GRI 103-1, 103-2, 103-3

p. 62

Legal Actions for Anti-Competitive Behavior, Anti-trust and Monopoly Practices

p. 62

Environmental (Disclosure 300)
EnergyManagement Approach: Energy GRI 103-1, 103-2, 103-3

p. 75

GRI 302-1

Energy Consumption Within the Organization

p. 76

GRI 302-2

Energy Consumption Outside of the Organization

p. 77

GRI 302-3

Energy Intensity

p. 78

GRI 302-4

Reduction of Energy Consumption

p. 78

GRI 302-5

Reductions in Energy Requirements of Products and Services

p. 79

130

Delivering on our Promises

Water and EffluentsManagement Approach: Water and Effluents GRI 103-1, 103-2, 103-3

p. 80

GRI 303-1

Interactions with Water as a Shared Resource

p. 80

GRI 303-2

Management of Water Discharge-Related Impacts

p. 80

GRI 303-3

Water Withdrawal

p. 80

GRI 303-5

Water Consumption

p. 80Management Approach: Emissions GRI 103-1, 103-2, 103-3

p. 82

GRI 305-1

Direct (Scope 1) GHG Emissions

p. 82

GRI 305-2

Energy Indirect (Scope 2) GHG Emissions

p. 83

GRI 305-3

Other Indirect (Scope 3) GHG Emissions

p. 83

GRI 305-4

GHG Emissions Intensity

p. 84

GRI 305-5

Reduction of GHG Emissions

p. 84

GRI 305-6

Emissions of Ozone-Depleting Substances (ODS)

p. 85

GRI 305-7

Nitrogen Oxides (NOx), Sulfur Oxides (SOx), and Other Significant Air Emissions

p. 85

EmissionsEffluents and Waste
Management Approach: Effluents and Waste GRI 103-1, 103-2, 103-3

p. 86

GRI 306-1

Water Discharge by Quality and Destination

p. 86

GRI 306-2

Waste by Type and Disposal Method

p. 87

GRI 306-3

Significant Spills

p. 88

GRI 306-4

Transport of Hazardous Waste

p. 88

GRI 306-5

Water Bodies Affected by Discharges and/or Runoff

p. 88

Environmental Compliance

GRI 307-1

Management Approach: Environmental Compliance GRI 103-1, 103-2, 103-3

p. 88

Non-Compliance with Environmental Laws and Regulations

p. 88

131

Social (Disclosure 400)
Employment

GRI 401-1
GRI 401-2
GRI 401-3

Management Approach: Employment GRI 103-1, 103-2, 103-3

p. 108

New Employee Hires and Employee Turnoverp. 138Benefits Provided to Full-Time Employees that are Not Provided toTemporary or Part-Time Employees
Parental Leave

p. 108
p. 109

Occupational Health and Safety
Management Approach: Occupational Health and Safety GRI 103-1, 103-2, 103-3
GRI 403-4

Worker Participation, Consultation and Communication on
Occupational Health and Safety

p. 111
p. 113

GRI 403-9

Work-Related Injuries

p. 113

GRI 403-10

Work-Related Ill Healthp. 113Training and Education
Management Approach: Training and Education GRI 103-1, 103-2, 103-3

p. 109

GRI 404-1

Average Hours of Training Per Year Per Employee

p. 110

GRI 404-2

Programs for Upgrading Employee Skills and Transition Assistance Programsp. 109

GRI 404-3

Percentage of Employees Receiving Regular Performanceand Career Development Reviews

p. 110

Diversity and Equal Opportunity
Management Approach: Diversity and Equal Opportunity GRI 103-1, 103-2, 103-3

p. 104

GRI 405-1

Diversity of Governance Bodies and Employees

p. 104

GRI 405-2

Ratio of Basic Salary and Remuneration of Women to Men

p. 106

Management Approach: Child Labor GRI 103-1, 103-2, 103-3

p. 107

Operations and Suppliers at Significant Risk for Incidents of Child Labor

p. 107

Child LaborGRI 408-1

132

Delivering on our Promises

Human Rights Assessment

GRI 412-2
GRI 412-3

Management Approach: Human Rights Assessment GRI 103-1, 103-2, 103-3

p. 107

Employee Training on Human Rights Policies or Proceduresp. 107Significant Investment Agreements and Contracts That Include Human Rights Clausesor That Underwent Human Rights Screening

p. 107

Local Communities
Management Approach: Local Communities GRI 103-1, 103-2, 103-3
GRI 413-1

GRI 413-2

Operations with Local Community Engagement, Impact Assessments
and Development Programs
Operations with Significant Actual and Potential Negative Impacts
on Local Communities

p. 116
p. 116

p. 116

Customer Health and Safety

GRI 416-1
GRI 416-2

Management Approach: Customer Health and Safety GRI 103-1, 103-2, 103-3

p. 93

Assessment of the Health and Safety Impacts of Product and Service Categories

p. 93

Incidents of Non-Compliance Concerning the Health and Safety Impactsof Products and Services

p. 93Marketing and LabelingManagement Approach: Marketing and Labeling GRI 103-1, 103-2, 103-3

p. 93

GRI 417-1

Requirements for Product and Service Information and Labelingp. 93

GRI 417-2

Incidents of Non-Compliance Concerning Product and Service Information and Labelingp. 93Management Approach: Customer Privacy GRI 103-1, 103-2, 103-3

p. 94

Customer Privacy

GRI 418-1

Substantiated Complaints Concerning Breaches of Customer Privacy
and Losses of Customer Data

p. 95

133

Membership of associations
Agilent participates in trade, industry and professional organizations that are local, national and global. Participation helps us
achieve business and citizenship goals by enabling us to work with other companies on common issues. Memberships also
keep Agilent abreast of industry issues and best practices and provide vehicles which allow us to contribute our expertise andinform public policy. Examples of these memberships are:American Physical Society

American Society of Quality

ANS

AOAC International

Boston College Center for
Corporate Citizenship

Category and Sourcing
Managers Executive (CASME)

Cold Spring Harbor
Laboratories Meetings andCourses Program

Center for Bioanalytic
Metrology

CEO Action: 2018 CEO
Action Pledge for Diversity &Inclusion

Engineering Advisory Board,
College of Engineering, UC
Berkeley

Engineering Biology ResearchConsortium (EBRC)

Government-UniversityIndustry Research Roundtable(GUIRR)

Ignited (formerly IISME)

Institute of Electrical andElectronics Engineers

International GeneticallyEngineered Machine (iGEM)

IPC

lsoStanford Interdisciplinary
Life Sciences Council

MedTech Europe

National Academy ofEngineering

National Association forEnvironmental Managers(NAEM)

National Minority
Development Council

New York Academy of
Sciences

OPC Foundation

Responsible Minerals
Initiative (RMI)

Society for Laboratory
Automation and Screening(SLAS)

Society of Vacuum Coaters

Society of Women Engineers

SystemX

Technology Services Industry
Association

TechUK

Women's Business Enterprise
National Council (WBENC)

Executive-level responsibility for economic, environmental and social topics
Responsibility

Position or Title

Level from Board

Level from CEO

Overall responsibility forcorporate social responsibility
and sustainability

Vice President, Workplace Services

32

Vice President, Global Communications and Public
Affairs

3

2

Environmental issues

Vice President, Workplace Services

3

2

Risk management

Director, Global Security

4

3

Supply chain social responsibility

Senior Director, Global Sourcing

3

2

Human rights issues

Senior Vice President, Human Resources

2

1

Labor issues

Employment Law Control

3

2

Diversity and employment equity

Associate Vice President,
Diversity and Inclusion

3

2

134

Delivering on our Promises
Financial implications and other risks and opportunities due to climate change
Type

Catalog

Description

ImpactDescription

Finance
Implications

Methods Used toManage Risk or
Opportunity

Costs of Action

Risk

Regulatory

Emission reporting
obligations

We have considered the impactof current and proposed US
EPA CO2 regulations. Currently,
Agilent falls below the thresholdrequirement that would obligate
us toward a major mitigation or
financial remediation.
Increased reporting obligations
would create additional financial
expense for Agilent.

Increased
operational cost.

Monitor regulatory
developments
and complianceobligations.

Presently $5-10,000
per year for
management
resources.
Estimated financial
implication for noncompliance $50,000- 150,000 USD/year.

Risk

Regulatory

Cap and tradeschemes

Since April 2010 Agilent's
Hachioji site in Japan has been
under the Tokyo Cap-and-Tradescheme. Non-compliance withthe scheme would result in afine. The last compliance period
ended in 2019 and Agilent
emitted less than the emissions
allowance.

Reduction or
disruption in
production capacity.

Monitor andcomplianceobligations andAgilent's emissions.

Estimated financial
implication for noncompliance could be$10,000 – $50,000.

Risk

PhysicalChange inmean (average)
precipitation

Increased precipitation andextreme weather events(including fire risk due todrought) pose a risk to Agilent
by disrupting business activities
in many areas, includingtransportation of goods andservices, physical impact toour office and manufacturing
operations, and disruption to
our customers. In addition, ouremployees have exposure to thesame risks.

Reduction or
disruption in
production orservice capability.

Developed business
continuity plans.

Presently $10,000$50,000 per year
for management
resources.
Estimated financial
implication forbusiness disruption
could be several
million dollars.

Risk

PhysicalSea level rise

Flooding of Agilent owned orleased offices, manufacturing
facilities or warehouses.

Reduction or
disruption in
production capacity.

Developed business
continuity plans.

Estimated financial
implication forbusiness disruption
could be in the$100,000s.

Opportunity

Regulatory

Air pollution limits

As air pollution limits and otherforms of regulations drive theconsumer market in the directionof more renewable energy,
Agilent will have an opportunity
to provide measurement
equipment to the air andemissions monitoring markets.
Agilent manufactures equipment
to accurately measure air
pollution and monitor air.

Increased demandfor existing products
and services.

Monitor regulatory
obligations andtarget applicable
customer base.

Incremental sales
opportunity could bein the $100,000s.

Risk/
Opportunity

PhysicalChange in averagetemperature

Change in average temperature
will drive the demand for more
electrical power, and Agilent
will consider sourcing more
renewable energy in pursuitof reducing Agilent's carbon
footprint.

Increased demand
for renewable power.
Increased demand
for air emissions
monitoring andother Agilent
products.

Monitor regulatory
obligations andtarget applicable
customer base.

Incremental sales
opportunity could bein the $100,000s.

135Delivering on our Promises

Type

Catalog

Description

ImpactDescription

Finance
Implications

Methods Used toManage Risk or
Opportunity

Costs of Action

Risk

Markets

Shift to renewableenergy demand.

Reduction in product and service
demand from Agilent's fossil
fuel and associated chemicallyintensive customers as supply
shifts to the renewable sector.

Reduction in sales$'s from bothproducts andservicing from thefossil fuel and petrochemical customers.

Track the market
shift and adjust
products andservices as
to mitigate
and capitalize
on emerging
opportunities.

Incremental impact
could be in the$100,000s.

Opportunity

Markets

Shift to lower
carbon-based
chemical industries.

Increased demand for air
and chemical analysis from
customers engaged in the
pursuit of more sustainable
operations, products and lower
carbon footprints.

Increase in sales $'sfrom both products
and servicing
from customers in
the chemical andanalysis sectors.

Track the market
and customer shift
and adjust products
and services
and capitalize
on emerging
opportunities.

Incremental sales
opportunity could bein the $100,000s.

Opportunity

Reputation

Reputation asa sustainable
company.

Agilent is committed to asustainable future and isproactively working to minimize
its impact on climate change.
Agilent sees consumer andcustomer awareness of ourcorporate environmental
stewardship as an opportunity
to differentiate itself from ourcompetitors and to attract andretain employees.

Increased demandfor existing products
and services.

Continued focus
on proactively
managing Agilent's
sustainability
program, improving
our environmental
stewardship andcommunicating theresults to external
shareholders andemployees.

Agilent's branddifferentiation has
the potential forincremental sales
dollars.

136

137

New hires and employees leaving employment4
Regions

Age group

GenderRate - New hires

Rate - Employees leaving
employment

Globalunder 30

male

3.5%

1.4%

between 30-50

male

4.8%

3.1%

over 50

male

0.8%

1.8%

under 30

female2.3%

1.1%

between 30-50

female3.3%

2.2%

over 50

female0.5%

1.1%

under 30

undisclosed

0.04%

0.02%

between 30-50

undisclosed

0.1%

0.01%

over 50

undisclosed

0.01%

0.01%

under 30

male

1.1%

0.5%

between 30-50

male

1.1%

0.7%

over 50

male

0.1%

0.6%

under 30

female1.0%

0.4%

between 30-50

female1.0%

0.8%

over 50

female0.2%

0.3%

under 30

undisclosed--

between 30-50

undisclosed

0.02%

0.01%

over 50

undisclosed

-

0.01%

Europe & Middle East

4

138

Percentages of new hires/employees leaving employment by age group and gender are derived from
actual year-end employee headcount of 16,278.

Delivering on our Promises

Regions

Age group

GenderRate - New hires

Rate - Employees leaving
employment

Asia Pacificunder 30

male

1.5%

0.4%

between 30-50

male

1.8%

1.3%

over 50

male

0.1%

0.2%

under 30

female0.6%

0.3%

between 30-50

female1.3%

0.7%

over 50

female

0.01%

0.1%

under 30

undisclosed

0.01%

-

between 30-50

undisclosed

0.01%

-

over 50

undisclosed--

under 30

male

1.0%

0.4%

between 30-50

male

1.9%

1.1%

over 50

male

0.6%

1.0%

under 30

female0.7%

0.4%

between 30-50

female1.0%

0.7%

over 50

female0.3%

0.7%

under 30

undisclosed

0.03%

0.02%

between 30-50

undisclosed

0.03%

-

over 50

undisclosed

0.01%

-

Americas139©Agilent Technologies, Inc. 2020www.agilent.com