Impact
ReportFY23

FY23
ImpactReportAbout PagerDuty
Our approachSocial Impact
highlights
Our people

Our products
Philanthropic
investments

Planet stewardshipResponsible businesspractices

The Solutions Project

Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

WeRobotics

1

Contents
From our Chairperson & CEO, Jennifer Tejada.  .  .  .  . 3

Planet stewardship.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 32

About PagerDuty.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 5

Our commitment to the environment.  .  .  .  .  .  . 32

From our Social Impact leader, Olivia Khalili.  .  .  .  .  .  . 7

Climate impact.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 32

Our approach.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 8

Optimizing resources.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 36

Social Impact highlights .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 10

Activating employees.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 37

Our people.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 12

Responsible business practices.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 39

Culture .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 12

In conversation with CFO & Executive ESG
Sponsor, Howard Wilson .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 39

Inclusion, diversity, and equity.  .  .  .  .  .  .  .  .  .  .  .  .  . 17

Governance.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 41

Engagement, learning, andpeople development. . . . . . . . . . . . . . . . . . . . . . 20

Ethics and compliance. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 42

Our products .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 22

Data privacy and security.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 43

Social Impact Go-to-Market.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 22

Appendix.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 45

Philanthropic investments.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 25

About this report.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 45

Time-Critical Health.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 26

Sustainability Accounting Standards Board(SASB) .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 47

Climate Equity.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 28
PagerDuty Impact Accelerator.  .  .  .  .  .  .  .  .  .  .  .  .  . 30
Measuring impact. .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 31

2023 PagerDuty® // All Rights Reserved.

ESG data highlights.  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  . 49

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

From our Chairperson & CEO

Jennifer Tejada
Building a more equitable world by transforming critical work isat the heart of PagerDuty’s corporate vision. During a year whenmany organizations reduced or eliminated their social impact
investments, PagerDuty continued to invest in and progress oursocial impact in new and innovative ways, while also expanding
our operating margins. To support a more resource-constrained
nonprofit community, we lowered the cost of our services formission-driven organizations to utilize our platform.
PagerDuty’s commitment to both social impact work and ourenvironmental, social, and governance (ESG) outcomes starts
with our leadership and is realized through our employees. Our
Pledge 1% commitment in 2017 was structured, in part, as anequity grant, which ensures that these commitments underpin
our mission and are important to the communities we serve, ourcustomers, and our employees.
In the last year, 95% of PagerDuty employees either donated toa cause or utilized some of their annual 20-hour volunteer time
off benefit to give back. More than 90% of PagerDuty employees
cite our Social Impact as something that makes them proud towork at PagerDuty. This high level of engagement is a result of
our systematic efforts to provide opportunities for employees toconnect with causes and organizations they are passionate about
and which can benefit from their unique talents, through initiatives
like our technical pro bono programs.
Earlier this year, we released PagerDuty’s third annual Inclusion,
Diversity, and Equity Report. Across our global workforce, morethan 40% of our employees identify as women; nearly half of oursenior leaders identify as women; and we maintain one of themost diverse boards in any industry, with 44% of our directors
identifying as women and two-thirds of the board identifying as
racially diverse. At the same time, we’ve achieved pay equity
within a single cent for gender, race, ethnicity, and age. Our

multiyear efforts to align compensation provide a foundation forequitable employee recruitment and retention.
We believe inclusion, diversity, and equity is a competitive
advantage for PagerDuty as we source, develop, and retain thebest talent across roles, geographies, and backgrounds.
In FY23, we progressed PagerDuty’s Social Impact in three
critical areas—the environment, time-critical health, and our ESG
commitments. In February 2022, we launched our Climate Equity
portfolio, deploying a total of $550,000 in unrestricted funding to
six organizations whose work centers populations that are least
responsible for, yet most vulnerable to, the effects of climatechange. Most of these organizations are led by a member ofan underrepresented group and are part of national, regional,
and international community-led movements with technologycentered solutions to environmental and climate challenges. We
provide unrestricted funding, employee expertise, and productcredits and discounts to help these organizations deliver results
and achieve their missions.

3

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments

From our Chairperson & CEO Jennifer Tejada, continued
In November 2022, we launched the PagerDuty Impact
Accelerator, deploying an additional $800,000 in unrestrictedfunding to advance time-critical health outcomes. Our
philanthropic model provides grantees the flexibility to determine
where funding can make the greatest impact through multiyear,
unrestricted grants.
Finally, FY23 marked an acceleration of PagerDuty’s ESG
programs and investments, laying the groundwork for new
commitments and continued progress in FY24. Our ESG work
not only provides value to PagerDuty—our customers havemade clear that our focus and progress in this space helps themachieve their own goals.
We made great progress in FY23 and we still have a lot of work
to do. I’ve challenged our team to set measurable goals withquantitative impact—from personal volunteer commitments, to
ESG, to lowering barriers, to product access for mission-driven
customers. All our stakeholders hold us to high standards,
something we greatly appreciate and aspire to achieve. I am
personally committed to continual improvement and progress
across all of our social impact and ESG priorities.

Planet stewardshipResponsible businesspractices—Jennifer Tejada (she/her), Chairperson & CEO

Appendix
ESG data highlights

PagerDuty volunteers at the San Francisco Zoo
2023 PagerDuty® // All Rights Reserved.

4

Impact
Report
FY23

About PagerDuty

About PagerDuty
PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

PagerDuty volunteers at the San Francisco Zoo

A global leader in digital operations management
VisionMissionPurposeAn equitable world where wetransform critical work so
all teams can delight theircustomers and build trust.

To revolutionize operations
and build customer trust by
anticipating the unexpectedin an unpredictable world.

To empower teams with thetime and efficiency to build
the future.

Helping our customers build the future
PagerDuty is transforming critical work for modern business. The PagerDuty Operations Cloud empowers users to automate andexpedite mission critical work when seconds matter. We collect and process data from devices and systems to automatically detectand diagnose disruptive events. By mobilizing the right team members in just seconds and automating workflows to minimize impacts,
we help our customers deliver brand experiences, protect revenue, and save money. Nearly half of the Fortune 500 and almost two
thirds of the Fortune 100 trust PagerDuty to automate mission critical work across the enterprise, including incident response, AIOps,
process automation, and customer service operations.
 or more on PagerDuty, visit our website, our latest Form 10-K, and our Investor Relations site, which shares current annual financial
F
reports, quarterly results, Securities & Exchange Commission (SEC) filings, and financial performance metrics.

5

Impact
Report
FY23
About PagerDuty
PagerDuty
Our approachSocial Impact
highlights
Our people

PagerDuty at a glance
Customers

Nearly 15,300
customers

98

countriesof the Fortune 100
use PagerDuty

1,146,335+
users on our platform

Locations

Employees

1,166 Employees

68%

8

officesAtlanta

San Francisco

ChicagoSydneyLisbonTorontoLondonTokyo

Our products
Philanthropic
investments

FY23 awards and achievements

Planet stewardshipResponsible businesspractices
Appendix

Visit our website for a full list of our awards.

ESG data highlights

2023 PagerDuty® // All Rights Reserved.

6

Impact
Report
FY23
About PagerDuty
PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

From our Social Impact leader

Olivia Khalili
PagerDuty is at the forefront of purpose-driven companies
applying a social impact lens to create business resilience andmeet diverse stakeholder needs. We demonstrate that a highperforming, diverse company can deliver shareholder returns,
customer value, and measurable societal impact.
To influence positive systemic change and accelerate outcomesfor all of our key stakeholders, we mobilize levers of change
across PagerDuty—our products, philanthropic funding,employee expertise, planetary commitments, and businesspractices. Through these levers we provide holistic support tocommunity partners and Impact Customers solving complex
social and environmental challenges.
What this looks like day-to-day
Increasing equity: Inequity lays at the center of countless global
challenges. PagerDuty is building more inclusive systems that
amplify the voices of communities that have been historicallymarginalized and overlooked. For example, our Climate Equity
fund deployed more than half a million dollars in unrestrictedfunding to six organizations that are building global solutions by
and for communities that are disproportionately impacted byclimate change. In FY23, 90% of our new funding partners wereorganizations led by women or non-majority leaders.
Driving new norms: Traditional corporate philanthropy is oftentransactional. At PagerDuty, we invest in long-term relationshipsthat honor our impact partners’ diverse needs. For example, we
provide holistic support through PagerDuty’s Impact Accelerator
to tech-forward organizations working in time-critical health andclimate equity, described in more detail on page 30.
Furthering our data-driven approach: Data analysis informs our
strategic decisions and helps us better integrate social impact
with other key business functions. We partnered with our People
Analytics team on a Social Impact and People data analysis

2023 PagerDuty® // All Rights Reserved.

that identified volunteerism as a positive indicator of employee
retention. We also shifted our impact measurement approachbased on data and feedback from our partners regarding theapplicability and accuracy of funder-driven metrics. We now
co-create impact metrics with our partners, which aligns with
PagerDuty’s value of championing the customer and honors theexpertise brought by our partners.
What’s next for us: Our priorities in FY24 include establishingclimate commitments through near-term science-based climate
targets and a climate action plan to achieve them. We’ll continue
to drive new norms in philanthropic practices and deepen ourinvestments through our Impact Accelerator program. Lastly,
we will align our ESG and climate work more closely with ourinvestments in climate equity to advance our vision of a more
equitable world and sustainable future.

—Olivia Khalili (she/her), Vice President, Global Social Impact

7

Impact
Report
FY23

Our approach

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardship

Nexleaf Analytics

Our Social Impact team plays a critical role in progressing PagerDuty’s vision for an equitable world where we transform critical work
so all teams can delight their customers and build trust. We have developed a “levers of change” framework to communicate how weharness PagerDuty’s resources and capabilities to advance our social impact.
We’ve organized this report around these levers of change, described in more detail below. These levers position us to meet theevolving needs of our stakeholders: our employees, customers, communities, investors, and the planet. This holistic framework alsoenables us to mobilize all our unique assets—our people, products, expertise, and more­—to help realize our company vision.

Levers of change
The mechanisms we employ, actions we take, or assets we leverage to effect or influence positive systemic change

Responsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

PeopleProducts

We build a cultureof changemakers,
where employees
can thrive, grow, andpositively impact theircommunities.

We deploy PagerDuty’s
platform to support
nonprofits, B Corps,
and higher education
organizations in deliveringon their missioncritical work.

Philanthropic
Investments
We reimagine corporate
philanthropy to build
relationships rooted
in trust.

PlanetBusiness practices

We take responsibility
and foster partnerships tocreate a more
equitable world andsustainable future.

We act as stewards ofsociety, the environment,
and our bottom line.

8Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products

Our cross-functional Social Impact team leads our efforts to advance social impact
and ESG within PagerDuty, and in FY22 completed a materiality assessment to help
prioritize our ESG focus areas. These priorities, summarized below, guide our ESG
strategy and reporting. As industry best practices suggest conducting a materiality
assessment every two years, we plan to update our materiality assessment in FY24.
Our strategic goals and internal Key Performance Indicators (KPIs) keep us
accountable, ensure board and management oversight, and track progress across
our priority ESG focus areas.
Visit the Governance section to learn more about our governance of social

impact and ESG.

Priority ESG topics
Cybersecurity: Maintain and strengthen high standards of dataand cybersecurity
Inclusion, diversity, & equity (ID&E): Attract, develop, and retain diverse
talent to build an equitable, inclusive, and representative workforce

Philanthropic
investments

Environmental impact: Measure and minimize our environmental impacts,
especially climate impacts

Planet stewardship

Environmental challenges: Apply our platform to help solve societal andenvironmental challenges

Responsible businesspractices

Governance: Create a culture of strong governance and accountability
for our social impact progress, from our Board of Directors to executive
leadership and cross-company ESG governanceAppendixFor details of our materiality assessment and to view our materiality matrix, visit
last year’s Impact Report.

PagerDuty volunteers in Los Angeles

ESG data highlights

2023 PagerDuty® // All Rights Reserved.

9

Impact
ReportFY23

Social Impact highlights

About PagerDuty
Our approachSocial Impact
highlights
highlights
Our people
Our products
Philanthropic
investments

Pexels-Gustavo-Queiroz

Highlights from our fiscal year 2023 (FY23), reflecting the period fromFebruary 1, 2022, through January 31, 2023

Appendix2023 PagerDuty® // All Rights Reserved.

306

67% increase

nonprofit and
B Corp customers 1

in new Impact Pricing applicants 2$1.25M
in funding deployed

ESG data highlights

40%

of employees say PagerDuty’ssocial impact work makes themproud to work for the company,
for the second consecutive yearof employees volunteeredor donated to a cause

Planet stewardshipResponsible businesspractices

90%

95%

of employees
identify as women

44%

90%

identify as
racially diverse$1.2M

of grantee partners are
led by women and/or
non-majority leadersin product discounts anddonations to impact organizations

Improved or maintained

Pay equity

ESG ratings such as EcoVadis Silver (59/100) and S&P Global Corporate
Sustainability Assessment (24 overall), both in the top 25% of tech firms

achieved with respect to gender, and brought our U.S.based underrepresented minority pay equity within $0.01

1
B Corp Certification is a designation that a business is meeting high standards of verified performance, accountability, and transparency on
factors from employee benefits and charitable giving to supply chain practices and input materials.
267%

of our Board
identify as womenOver FY22

10

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact awards andachievements
San Francisco Business Times:
Top 100 Bay Area Corporate
Philanthropists of 2022
Stevie Awards:
Employer of the Year – Bronze winner,
Achievement in Workplace Health &Wellbeing – Bronze winner, Best CSR

Social Impact
highlights
highlights

Parity.org:
Best Company for Women to Advance List

Our people

Anthem:Diversity, Equity, and Inclusion Corporate
Social Responsibility – Bronze winner

Our products
Philanthropic
investments

EcoVadis:Silver Sustainability Rating

Planet stewardship

Digiday Worklife:
Most Committed for Social Good – Finalist

Responsible businesspractices

Benevity Goodies:
BeCause Award, NewB – Finalist

Appendix
ESG data highlights

TrustRadius:
2022 Tech Cares Award

PagerDuty Japan
2023 PagerDuty® // All Rights Reserved.

11

Impact
Report
FY23

Our people

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products

PagerDuty volunteers in Atlanta

We build a culture of changemakers, where employees
can thrive, grow, and positively impact their communities

CulturePhilanthropic
investments
Planet stewardshipChampion thecustomerRun
together

Ack &
own

Take thelead

Bring yourself

Responsible businesspracticesWe put users first,
make it easy, and build
great products.

We create belonging,
deepen bonds, andteam up.

We see opportunities,
make it ours, anddo right.

We disrupt more,
improve everywhere,
and learn forever.

We earn trust, arepresent, andhave heart.

Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

PagerDuty culture is rooted in our corporate values. Everyday, PagerDuty employees demonstrate these values. In ateam meeting, a customer discussion, or while chatting withcoworkers, it’s common to hear our employees, also known as
Dutonians, mention how they’ve put customers first or led with
empathy. These core values unite us and guide our daily work.

Cultivating a company culture, especially in a hybrid work model,
is imperative to connect employees to our purpose, to ourstrategy, and to one another. Our Culture & Strategy team listens
to our employees through our internal Engagement Surveys andactions feedback to improve overall employee engagement. Twopriorities are creating equitable experiences across all identities
and locations, and activating the behaviors, norms, and rituals
that underpin our values.

12Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights

Activating our values for impact
We empower our employees to be agents of change, who
embody our company purpose, champion our customers, andserve their communities. We’ve designed volunteering and giving
programs to activate employees throughout their journey atPagerDuty to build a more equitable world.
This year we initiated a study on how social impact affects our
employee engagement. We overlaid key people and social
impact data to deepen our understanding of the influence ofSocial impact across the employee lifecycle

Our people

Employeeonboarding

Our products
Philanthropic
investments

volunteering and giving on employee attraction, retention,
development, and connection. We learned that volunteerism is
a positive indicator of employee retention and that our Social
Impact team’s programs are effective in driving employee
engagement. This led us to focus on collaborating closelywith Culture & Strategy, Talent Acquisition, Workplace, Product,
Sales, and Inclusion, Diversity, and Equity (ID&E) teams tocreate meaningful opportunities for impact at every stage of ouremployees’ time at PagerDuty.

Skills & leadershipdevelopment

Company-wide
volunteering

Planet stewardshipResponsible businesspractices

Technical pro bonoprograms

Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Community
Responders council

Team / department
volunteering

ID&E / Employee
Resource Group
integrations

13

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix

Volunteering​​
Volunteering
is a long-standing part of our culture and employee
experience. We enable PagerDuty employees to channel an
impact mindset and leverage their time, skills, and expertise todrive the change they want to see in the world. Volunteering isembedded in new hire orientations, encouraging PagerDuty
employees to volunteer in their first 90 days. And we offer
employees several opportunities to continue their volunteer
journey. We partner with social impact leaders and departments
across PagerDuty, including our ID&E team, Employee Resource
Groups (ERGs), and Community Responders to create a variety
of inclusive and accessible Volunteer Response offerings
each month. These offerings serve our key partners and local
community needs and provide employees with meaningful
opportunities to give back and build connections with theircolleagues. Through our social impact platform, we track
employee social impact activations and leverage these valuable
insights to grow and iterate on the programs our employees aremost invested in.

“Social impact is a big part of why
I joined PagerDuty. Being able towork somewhere I can grow in
my career and give back to mycommunity makes me proud to workat PagerDuty. Social impact andinclusion is at the core of our culture
and PagerDuty.org makes it easy forevery employee to be aware of andcontribute to great causes.”— Kent Chao (he/him),
Vice President, Finance

20 hoursof paid volunteer time off for each employee every year

85%
of employees volunteered in FY23

9000
total hours volunteered in FY23—a 71% increase from FY22

ESG data highlights

50
Activations by our Community Responders andEmployee Resource Groups
2023 PagerDuty® // All Rights Reserved.

14

Impact
Report
FY23

A key tenant of our volunteering strategy is partneringwith our ID&E team and ERGs to advance equity
in our communities. We’ve developed service
learning and community volunteerism opportunities
that advance cross-cultural understanding. This
year, our Asian/Pacific Islander-focused (A/PI) ERG,
Illuminate, celebrated Asian and Pacific Islander
Heritage Month through a large-scale employee
engagement initiative, including a volunteer eventwith San Francisco’s Chinatown YMCA and a virtual
A/PI employee panel. We also work with our ERGs tooffer mentorship opportunities to partner schools andbootcamps to advance diversity and inclusion in thetechnology sector.

About PagerDuty
Our approachSocial Impact
highlights

Our Community Responders Council is a global
network of PagerDuty employees who inspire theircolleagues to take local action and organize activities
that support their unique communities. In FY23,
this group led social impact activations at regional
in-person gatherings and created virtual opportunities
for employees to connect and give back. Through our
local grantmaking program, Community Responders
partnered with 11 local nonprofits across 5 continents,
deploying $45,000 in funding.

Our people
Our products
Philanthropic
investments

Our Technical Pro Bono program offers employee
expertise to our nonprofit customers and grantpartners. In FY23, we extended Health Checks, robust
account assessment offered to paid customers,
to nonprofit customers to help them optimize theiruse of the PagerDuty platform. Through the new
Nonprofit Customer Health Checks program, Sales
and Customer Success employees are assigned toeach nonprofit customer to help streamline digitalsystems, improve response times, and support theircritical work. In FY23, technical PagerDuty employees
provided pro bono skills to eight organizations,
including the International Technology Disaster Relief
Center (ITDRC), Trek Medics International, andCrisis Text Line.

Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

Throughout this report we reference Dutonian Changemakers, employees werecognize monthly for stand out work to drive social impact internally and externally.

Dutonian Changemaker3
Camden is a long-standing Community
Responder and Illuminate ERG leader
who consistently engages others
to support community partners inadvancing equity and inclusion. She’s
also a PagerDuty University consultant
for our pro bono program, advising
nonprofit customers on training
opportunities to derive more value fromthe PagerDuty platform.

“I believe civic engagement
is an integral part of creating
a better world. It is great that
we have the opportunity
through PagerDuty to support
organizations and nonprofitsthat resonate with us.”—Camden Louie (she/her),
Senior Technical Trainer

32023 PagerDuty® // All Rights Reserved.

15

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights

GivingPagerDuty employees support causes they care about through financial donations aswell as time. We are proud of the high level of engagement in employee giving—86%
in FY23. PagerDuty new hires receive a $25 USD (or local currency equivalent) credit
to donate to a charitable organization of their choice. In FY23, we expanded ourgiving platform to PagerDuty employees in Europe, Japan, and Chile, and provided
new employee match opportunities. During our annual #GivingTuesday campaign,
PagerDuty employees received credit to donate to an organization of their choice,
resulting in 603 unique organizations supported in FY23.
In FY23, we provided our first Equitable Grantmaking training to ERG leaders andCommunity Responders. These leaders then selected social impact organizations
working to advance equity to receive $55,000 in unrestricted funding.

Dutonian ChangemakerIn FY23, a group of Dutonian
Changemakers and Community
Responders from EMEA banded
together to support the people of
Ukraine and those affected anddisplaced by the humanitarian crisis.
Within weeks, they deployed 672 first aid
kits and raised 5,000 GBP in donations
and matching contributions for people
relocating to Poland from Ukraine.

Our people
Our products
Philanthropic
investments
Planet stewardship“In the EMEA team, we always

Responsible businesspracticescome together and run together,no matter what we’re doing.
These opportunities—

Appendix

to make a difference for thecauses we care about—make my

ESG data highlights
PagerDuty volunteers in San Francisco

 isit the Philanthropy section to learn how employee pro bono work contributes toVthe holistic support we provide our partners.
2023 PagerDuty® // All Rights Reserved.

job so pleasurable. I am just so
impressed by our giving spirit!”— Emeline Jones (she/her),
Workplace Experience Coordinator16

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products

Inclusion, diversity,and equity
It is important that all our employees feel welcome, safe, andheard so they can always bring their best self to work. We believe
inclusion, diversity, and equity is everyone’s responsibility. Thatstarts at the top, with an enduring commitment from our CEO,
Jennifer Tejada, and our executive leadership. In partnership with
the ID&E team, they work to enable employees of all backgrounds
to become champions, facilitators, and practitioners of ID&E.
Our dedicated ID&E team supports our business-wide efforts,
establishing our commitments, setting goals, and identifying
the business imperative for diverse representation within eachbusiness unit. Through data-driven analysis and our diversity
metrics, we act to increase diverse representation at all levels of
our company.

Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights“If you ask an employee what makes
PagerDuty a great place to work, an
overwhelming number will say it’s thepeople. Our inclusive culture and ourcommitment to authentically live ourcore values, like #RunTogether and#BringYourself, is genuine, informs
our work, and engenders trust.”

Representation[SASB TC-SI-330a.3]
The unique experiences and perspectives of our diverse
employees is a competitive advantage. Diverse representation
fuels our innovation and efficiency. We pride ourselves in learningfrom our efforts in hiring, retaining, and promoting a diverse
and inclusive workforce and leadership. We continue to makeprogress within our women and Black communities and we haveexperienced significant growth within our Latine community.

Pay equity
We have established fair, transparent, and equitable pay programs
and practices. In FY22, we continued to conduct a semi-annual
pay analysis, moving this assessment to quarterly in FY23. We use
a recognized third-party pay equity platform to help us provide
equal pay for equal work, regardless of gender, ethnicity, race,
and age. We also rolled out training to educate employees on ourcompensation philosophy and pay range development.
In FY23, we reached parity in global gender pay equity, with a
1:1 earnings ratio4 between women and men. We improved pay
equity for our U.S.-based underrepresented population, with
underrepresented minorities earning $0.99 to the majority’s $1.00.

—Roshan Kindred (she/her/ella),
Chief Diversity Officer
Gender (women to men) and US race/ethnicity (underrepresented population
to majority) pay equities are calculated using a well-known pay equity platform,
measuring the weighted pay average for “on target earnings” (OTE): base salary plus
any applicable variable pay targets (bonus/commission).

42023 PagerDuty® // All Rights Reserved.

17

Impact
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About PagerDuty
Our approachSocial Impact
highlights
Our people

Inclusion, diversity,and equity (continued)
GenderGlobal gender: Entire company

Global gender: Senior leaders (VP+)

40% Female

42% Female

45% Female

60% Male

58% Male

55% Male

US gender: Entire company

US gender: People managers

US gender: Senior leaders (VP+)

44% Female

45% Female

44% Female

56% Male

55% Male

56% Male

Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices

Race/Ethnicity
US race/ethnicity:
Entire company

US race/ethnicity:
People managers

1% Am.Indian

7% Hispanic

19% Asian

19% Asian

4% Two or more

8% Black

8% Black

62% White

4% Hispanic
1% Two or more
68% White

Appendix
ESG data highlights

US race/ethnicity:
Senior leadership (VP+)
23% Asian
5% Black
5% Hispanic
5% Two or more
62% White2023 PagerDuty® // All Rights Reserved.

18

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights

Employee Resource Groups
PagerDuty employees have developed eight self-organized,
employee-run Employee Resource Groups (ERGs). These
groups support our ID&E efforts through education, awareness,and celebration, including career development, professional
networking, and allyship education. Our ERGs are comprised ofBlack, Latine, Asian, and Pacific Islander employees, veterans,
those with visible and invisible disabilities or chronic medical
conditions, and LGBTQIA+ employees. In FY24, we will introduce
the Elevate ERG to provide career development and mentorship
opportunities to women across PagerDuty. Social impact goals
and metrics are part of the ERG charters and help us scale impact
while extending our focus on equity and belonging.

Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights
 isit our 2022 Inclusion, Diversity, and Equity report forVextensive coverage of our ID&E efforts.
PagerDuty volunteers in Chile2023 PagerDuty® // All Rights Reserved.

19

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

Engagement, learning,and people development
Talent acquisition
We remain steadfast in our strategy of investing, sourcing, and marketingin diverse talent communities to build a representative workforce. Fromattracting and interviewing talent to onboarding new employees, we areintentional about removing access barriers, creating equitable systems,
emphasizing candidate-centric processes, and promoting strong internal
awareness around potential biases.
We shifted to 100% virtual interviewing and onboarding, providing greater
flexibility to advance equity. We have reduced barriers, such as the number ofinterview steps, and revised candidate requirements to remove unconscious
bias. We also revamped our careers website with dynamic content and focusedlanguage to better integrate our social impact and ID&E efforts.
Read more about inclusive hiring in our 2022 Inclusion, Diversity,and Equity Report.

Talent development and retention
We are creating an environment where ambitious people are empowered to doamazing things. Employees have access to learning and development opportunities
throughout their tenure at PagerDuty, including:Onboarding. All new hires have access to onboarding tools and resources from day
one. This includes an overview of ESG and social impact at PagerDuty and details
on how they can get involved.
Learning on demand. All employees have access to leadership development tools
to help them excel in their career journey.

Dutonian Changemaker
Tracie has been pivotal in embedding
a social impact mindset acrossPagerDuty. Her team leads by example
and shows all employees that they
too can be a part of building a more
equitable future.

“When it comes to recruiting,our strong culture, our social
impact, and our company
commitment to belonging is
our secret sauce.”—Tracie Giles (she/her),Vice President of Talent Acquisition

Grow-a-thon. We offer a multiple-day virtual learning and professional development
curriculum to all employees.
Shields of Duty. Our Leadership Development Certification Program experience
focuses on fundamental people management skills.

2023 PagerDuty® // All Rights Reserved.

20

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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

PagerDuty University. Offered by our Customer SuccessGroup, PagerDuty University provides training on our products tointernal and external customers. In FY23, 83% of our employees
completed the PagerDuty Foundational Practitioner Certification.
Performance experience. In addition to our annual feedback
and review process, employees and their managers have
conversations throughout the year to lead change, elevate
performance, and identify development opportunities.
Career progression. Our career architecture helps our
employees progress and grow. This framework outlines thescope and skills required to be successful in each role. Throughour internal mobility strategy, employees can move through theorganization vertically and interview for positions on new teams.
 ead more about our talent development efforts in our 2022
R
Inclusion, Diversity, and Equity Report.

Benefits and compensation
Our benefits package prioritizes the health and wellbeing of ouremployees, so they can focus on being their best selves. We
recognize the importance of flexibility in advancing workplace
equity and are committed to promoting an exceptional employee
experience across all forms of hybrid work. Our robust total
rewards program includes competitive and equitable pay,
generous paid time off and parental leave, career and leadershipdevelopment programs, and equitable access to healthcare
coverage for employees and their covered families on day one.
We also offer paid wellness days (scheduled company-wide paiddays off) in addition to paid vacation and holidays.

Advocating for women’s equal
right to healthcare
Following the Supreme Court’s decision to overturn Roe v.
Wade, PagerDuty redoubled its commitment to equal access tohealthcare. This is an issue of equity and equality, and time-criticalaccess to healthcare is a cornerstone of our social impact work.
In FY23, we expanded our healthcare benefits to enable all
employees to access the care they need, regardless of local
availability. We also joined hundreds of companies signing onto
Don’t Ban Equality to show our support for gender equality and theimportance of comprehensive healthcare.

Looking ahead
Our ongoing initiatives will focus on hiring, developing, andretaining employees that exemplify a universal equity mindset.
We will do this by creating mechanisms of accountability,
starting with our executive leadership, that focus on diverse
representation. We will measure progress using objective,
outcome-based measures that drive true and lasting change
for our company and industry.
We’ll continue to leverage social impact as a key differentiator
across the employee experience. Specifically, we will codify
the skill sets and competencies gained from our Community
Responders and Technical Pro Bono programs to inform ouremployee development curriculum and drive the cultural
behaviors that empower our teams to create social impact.
We will continue to evolve our employee impact programswith a focus on product and customer-centric volunteerism.
We will also launch a new corporate match program to give
employees access to rewards and match for philanthropic
and volunteer efforts.

21

Impact
Report
FY23

Our products

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Nexleaf Analytics

We deploy PagerDuty’s platform to support nonprofits, B Corps, and higher
education organizations in delivering on their mission-critical work

Social Impact Go-to-Market

306

$1.2M

nonprofit and B Corp customers

in product discounts and donations
to impact organizations

67%

40%

increase in new Impact Pricing
applicants

price discount on PagerDuty products& licenses above five free licenses for
impact organizations

Seconds matter for mission-driven organizations, and downtime
can mean a delay in critical service delivery. Whether it’soperating a suicide hotline, delivering disaster relief, facilitatingtime-critical healthcare delivery, or monitoring safe water levels,
reliability, efficiency and availability are essential. That’s where
we come in. Through our Social Impact Go-to-Market andNonprofit Customer Health Checks programs, we’re making
PagerDuty’s Operations Cloud and its solutions accessible tomission-driven organizations. The PagerDuty Operations Cloud
frees up companies to focus on their core mission by identifying,automating, and accelerating mission-critical work across theirdigital operations.

In FY22, PagerDuty expanded its support to mission-driven
organizations with the launch of our Social Impact Go-to-Market
program, enabling nonprofit organizations, B Corps, and—as of
FY23—higher education institutions to more easily access criticaltechnology that saves them time and money so they can focus
their efforts on their most essential work.
In FY23, we enhanced our Impact Pricing offering to expand
affordable access to our products. Impact pricing continues to
be available to eligible nonprofit organizations, B Corps, andeducational institutions, and now includes five free Professionaluser licenses, 40% off additional products, and expanded
onboarding and training resources. This has resulted in 67% more
Impact Pricing applicants since FY22.

Featured Impact Customers isit our People section for examples of employee
Vinvolvement in Nonprofit Customer Health Checks andother technical pro bono programs.

22

Impact
Report
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About PagerDuty
Our approachSocial Impact
highlights
Our people

Information Technology Disaster Resource Center

Partner spotlight
Positioning Information Technology Disaster Resource Center (ITDRC) for success

Planet stewardship

The Information Technology Disaster Resource Center(ITDRC) provides no-cost Information, Communications,and Technology (ICT) solutions that connect survivors andresponders in a crisis. Since 2008, ITDRC volunteers havededicated hundreds of thousands of hours to support
communities across the globe after catastrophic events,
including floods, hurricanes, and tornadoes. They also support
long-term recovery efforts and provide non-disaster
related services.

Responsible businesspractices

For communities responding to and recovering from adisaster, reliable network connectivity is crucial. Prior toworking with PagerDuty, ITDRC’s digital operations mainly

Our products
Philanthropic
investments

Appendix
ESG data highlights

consisted of email alerts to key stakeholders, which lacked
essential functions such as targeted alerting, assignment,
and escalations. Through our Impact Pricing offering, ITDRC
accessed affordable enterprise-level technology to makeneeded improvements. Our platform helped the organization
identify critical issues, integrate with Slack, and minimize
downtime. Through our Nonprofit Customer Health Checks
program, ITDRC also received technical pro bono support
and learned Incident Response best practices, including
how to lessen the burden of responding to non-essential
and “informational alerts” and how to auto-resolve incidents,
preventing wasted triage efforts.

“Too often, corporations that offer free or discounted services to nonprofits end
their engagement with NGOs after they have provided the licensing. PagerDuty hastaken the time to ensure that those who benefit from their impact programs are truly
positioned for success.”—Chris Hillis (he/him), Co-Founder, ITDRC

2023 PagerDuty® // All Rights Reserved.

23

Impact
Report
FY23

Looking ahead

About PagerDuty

To further reduce friction for new Impact Pricing customers, we have implemented an
API automation to streamline and accelerate the validation process to verify program
eligibility. Additionally, we will expand the Nonprofit Customer Health Checks program
to support more nonprofits to receive premium-level technical support at
no cost.

Our approach

We seek and implement new ways to reduce barriers to access and improveoutcomes for our social sector customers. We are more closely aligning with
the Commercial Sales and Marketing teams to mature and expand our go-to-market
motion, allocating new dedicated sales resourcing and a marketing campaign lead.

Social Impact
highlights

Dutonian Changemaker
Gurinder helped ITDRC optimize theorganization’s use of PagerDuty, savethe organization time in triage efforts,and scale their work to deploy essential
tech and communications solutions forcommunities in crisis.

Our people
Our products
Philanthropic
investments“Participating in the Health
Checks program was a great
opportunity to utilize our skills
as solutions consultants. The
ability to use our volunteer
hours to give back to
nonprofit organizations andcommunities is invaluable.”Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights—Gurinder Singh (he/him),
Solutions Consultant

Information Technology Disaster Resource Center
2023 PagerDuty® // All Rights Reserved.

24Impact
ReportFY23

Philanthropic investments

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our productsIntelehealth

We reimagine corporate philanthropy to improve equity and build
relationships rooted in trust$1.25M

in funding deployed

Philanthropic
Philanthropic
investments
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

90%of new grant partners are led by women
and/or non-majority leaders$10,72580

in pro bono services donatedpartner Net Promoter Score in our firstever measure of partner satisfaction

We mobilize our product, people, funding, and voice to meet
our partners’ needs and apply an equity framework acrossour strategic investments. Informed by our conversations withpartners and issue experts, we have developed these principles
to guide our work:
Build trust with partners. Our funding is rooted in a trust-based
approach that offers multiyear, unrestricted funding, enabling ourpartners to apply funds where and how they choose. We define
impact metrics in collaboration with our partners.
Provide holistic support. Complex challenges require
multidimensional solutions. We look for partnerships where wecan provide holistic support and leverage the combination of our2023 PagerDuty® // All Rights Reserved.

product platform, our people expertise, our voice, resources suchas office space, and our network to accelerate ourpartners’ progress.
Fund organizations left behind. We identify traditional funding
gaps by prioritizing organizations led by people of color andwomen, and solutions that center frontline communities andtheir leaders.
Diversify how we deploy capital. We deploy capital in creative
ways that are most supportive and valuable for social impact
innovators and leaders, whether through unrestricted funding or
mission-related and impact investments.
Share knowledge. We seek mutual learnings and open-source
what we learn to benefit others. When something works—andwhen it doesn’t—we share the wins and the setbacks toaccelerate change together.
To support our vision, we focus our strategic philanthropic
investments in two areas: Time-Critical Health and Climate Equity.
In FY23, we launched the PagerDuty Impact Accelerator as a new
approach to investing in solutions in these areas.

25Impact
ReportFY23

Time-Critical HealthWe support tech-forward organizations working to improve healthoutcomes for under-resourced communities, by reducing inequities
and increasing access to quality care.

About PagerDuty
Our approach

A PagerDuty grant partner since 2020, Nexleaf Analytics createsdata and technology solutions to improve health outcomesin low- and middle-income countries. One of its most recent
projects addresses power outages that affect hospitals in rural
Kenya. Using PagerDuty’s technology platform, Nexleaf Analytics
utilizes data and alerts to help hospital staff document thedemand for power, better understand current challenges, andresolve power outages.

“Our partnership with PagerDuty is helping ensure
critical patient care is not disrupted and lives areprotected. PagerDuty’s extended support—funding,
product, expertise, and more—has been pivotal in
addressing a fundamental barrier to healthcare—theavailability of reliable power.”

Social Impact
highlights
Our people—Amos Momanyi (he/him),
Medical Equipment Project Manager, Nexleaf Analytics

Our products
Philanthropic
Philanthropic
investments
investments

Since 2021, PagerDuty has helped grantee SIRUM, a nonprofit
tech company that connects people with surplus medication,utilize aggregated data across multiple software platforms.
This allows SIRUM to quickly identify and triage potential issues.
Our products scale with SIRUM’s growth, providing criticalinfrastructure as the organization handles more
complex operations.

Planet stewardshipResponsible businesspractices“PagerDuty is a valuable funder and partner, willingto design programs with us specifically in mind. We
are a software company building tech for good,
and as our tech stack becomes bigger and more
complicated, solutions like PagerDuty become more
important. PagerDuty allows us to prioritize andidentify potential issues quickly, so that we can focus
on the things most important to our users”

Appendix
ESG data highlights

Nexleaf Analytics
2023 PagerDuty® // All Rights Reserved.

— Kiah Williams (she/her), Co-Founder, SIRUM
26

Impact
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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
Philanthropic
investments
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Trek Medics

Partner spotlight
Building reliance and trust in Belize with Trek Medics International
Trek Medics International (Trek Medics) improves access toemergency response networks in communities across theglobe through innovative mobile phone technologies. Its
Beacon Dispatch Platform helped emergency teams in over
20 countries respond to 25,000 incidents in 2022 alone. Trek
Medics received grants from PagerDuty in both FY21 and FY22.
We provide internal incident monitoring and alert integration,
so that Trek Medics’ customers can provide critical, life-saving
services without network disruptions.

Belize National Fire Service, a Trek Medics user, has transitioned
from manual incident tracking with limited mapping capabilities
to the Beacon Dispatch Platform. Dispatchers can now ping thelocation of an emergency and share it with responders througha mobile app, as well as document incident performance,
improving the accuracy of real-time monitoring, records,
and transparency. These efficiencies have improved the Fire
Service’s response time and helped rebuild community trust.

“The PagerDuty unrestricted grant and partner-centric approach gave
us the confidence that we could pivot our program to address
on-the-ground needs.”—Jason Friesen (he/him),
Founder/Director, Trek Medics International

27

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights

Climate Equity
The consequences of climate change disproportionately
affect economically and socially marginalized communities
around the world. We support organizations tackling the climate
crisis and building solutions by and for communities that havebeen acutely impacted.
Recognizing the intersection between our environmental,
business, and philanthropic priorities, PagerDuty launched ourClimate Equity Fund in FY23. We have distributed $550,000 inunrestricted funding to six organizations: Beneficial Returns, Earth
Guardians, Earth Hacks, Navajo Power Home, OpenAQ, and The
Solutions Project.

Our people
Our products
Philanthropic
Philanthropic
investments
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

We began with the objective to listen, learn, and support theneeds of the sector and its leaders. Based on our conversations
with our partners and climate leaders, we’ve articulated thelearnings and funding principles that guide our work in this space.
This is just the beginning of our climate equity philanthropy work.

The Solutions Project2023 PagerDuty® // All Rights Reserved.

28

Impact
Report
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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
Philanthropic
investments
investments

The Solutions Project

Partner spotlight
Meet our Climate Equity partner, The Solutions Project
The Solutions Project‘s purpose is to fund and popularize climate justice solutions rooted in the communities on the front linesof the climate crisis. Since 2013, they have supported grassroots organizations in the U.S. and Puerto Rico by providing grants
and media training, and serving as a platform to amplify community leaders’ voices. Organizations that have benefited include
Native Renewables, which empowers Native American families to achieve energy independence and learn more about solar andrenewable energy.
Visit the PagerDuty blog for our inspiring conversation with The Solutions Project.

Planet stewardshipResponsible businesspractices
Appendix“PagerDuty understands that reverberating impact happens when wecome together. PagerDuty is setting an example of what’s possible
when businesses join forces with grassroots communities. This
moment calls for solidarity, not charity, and PagerDuty gets that.”— Gloria Walton (she/her), CEO & President, The Solutions Project

ESG data highlights

2023 PagerDuty® // All Rights Reserved.

29

Impact
Report
FY23
About PagerDuty

PagerDuty Impact
Accelerator
We launched the PagerDuty Impact Accelerator in FY23 toamplify the work of organizations using technology as part oftheir solution to advance outcomes in Time-Critical Health andClimate Equity. We recognize our partners as the experts on

Our approachSocial Impact
highlights
Our people

the challenges they exist to address because they are mostproximate to the issue. In our role as an amplifier, we seek todesign programs that center around their needs.
From 2022 to 2024, we will provide holistic support, including
a total of $800,000 in unrestricted funding, product credits
and discounts, technical pro bono support, strategic skillsbased support, and amplification to our four inaugural partners:

IntelehealthIntelehealth, NAMI, Replate, and Sibel Health. We will measure

Our products

the impact of our support through effective platform onboarding,partner engagement and satisfaction, midpoint technical “healthPhilanthropic
Philanthropic
investments
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

checks,” and the publication of partner stories. Read more about
the Impact Accelerator.

“With PagerDuty Operations Cloud we cantrack uptime and accessibility, allowing us toknow when there’s a problem before people
feel a disruption. Fewer busy tones and fewer
dropped calls, therefore providing more help
and more hope to more people in need.
We’ve touched hundreds of thousands ofpeople. And with PagerDuty’s help we’ll beable to reach even more.”— Jessica Edwards (she/her),
Chief Development Officer, NAMI

2023 PagerDuty® // All Rights Reserved.

30

Impact
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FY23

Measuring impact
Improving systems requires new frameworks and tools. A key
pivot last year was shifting from top-down, aggregated programlevel metrics that we learned were not uniformly applicable toour partners and constituted a reporting burden. We now ask our
grant partners to report on their organizational impact metrics andto evaluate us on how we show up as a funder and partner. The
philanthropy sector has yet to widely adopt values-aligned impact
measurement frameworks. We will continue to iterate and share
our learnings as part of our field building.

About PagerDuty
Our approach

Looking ahead

Social Impact
highlights

Our work this coming year will deepen our trust-based
philanthropy practices through the distribution of additional
funding and holistic support. We will continue to build on ourlearnings around impact measurement to communicate thenuanced impacts of our partnerships, and to share our learnings
and tools with our peers.

Our people
Our products
Philanthropic
Philanthropic
investments
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

The Solutions Project2023 PagerDuty® // All Rights Reserved.

31

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Planet stewardship

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipstewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Mercy Ships

We take responsibility and foster partnerships to create a more
equitable world and sustainable future

Our commitment to
the environment
Globally, we face many environmental challenges—chief
among them the climate crisis. We have made commitments
to protect the environment to ensure we are doing our partto promote a healthy global ecosystem and climate. These
commitments will, in turn, contribute to strong, resilient, andthriving communities.

Climate impact
As a technology company, we view our carbon emissions as ourprimary source of environmental impacts. We are committed toworking with our suppliers, customers, grantees, and employees
to create an inclusive low-carbon economy. We will set sciencebased climate targets in FY24 and develop a climate action
plan to support the global need to limit warming to 1.5°C, as laidout by the Paris Agreement. These ambitious targets begin withcompleting a comprehensive inventory across all three scopes ofour greenhouse gas emissions.

Greenhouse gas (GHG) inventories[SASB TC-SI-130a.1-3]
We have completed four years’ worth of greenhouse gas (GHG)
inventories, informally known as carbon footprints. This is our
second year completing GHG inventories; we published our FY20
and FY21 inventories in our last Impact Report, and are adding
the FY22 and FY23 inventories here. All four inventories havebeen conducted in accordance with the Greenhouse Gas (GHG)
Protocol Corporate Accounting and Reporting Standard andCorporate Value Chain (Scope 3) Standard. The FY22 and FY23
inventories include:• Direct (Scope 1) emissions from our leased offices.
• Indirect (Scope 2) emissions, using both location-based andmarket-based approaches.
• Value chain (Scope 3) emissions associated with purchased
goods and services, capital goods, fuel and energy-related
activities, waste generated in operations, business travel, andemployee commuting (both physical commute andremote/telework).

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FY23

As is often the case in a company’s second year conducting GHG inventories, we’ve identified further opportunities to improve both ourdata quality and our calculation methodologies to more accurately and transparently reflect our GHG emissions. We have recalculated
and restated our FY20 and FY21 inventories with the benefit of: a revised market-based emissions methodology from one of our major
electric utilities; a more accurate reclassification of our coworking spaces as services (Scope 3, category 1) rather than as PagerDutyoperated facilities (Scopes 1 and 2); and overall higher quality data availability. As a result, our corrected Scope 1 emissions are
significantly lower for FY20 and FY21 than previously reported (see ESG data highlights for FY20 and FY21 emissions).

329

About PagerDuty

258

Our approachSocial Impact
highlights

194
39

211

234 250

39

Scope 1

Scope 2
Scope 2
(Location based) (Market based)

Scopes 1 + 2(Market based)

Our people
FY22

Our products
Philanthropic
investments

FY23

We also completed a more comprehensive assessment of our value chain (Scope 3) emissions on additional relevant categories asa precursor to developing a complete baseline inventory against which to set reduction targets. As such, our FY22 and FY23 Scope 3
emissions (and thus total GHG inventory) are not comparable to the partial Scope 3 inventories conducted in FY20 and FY21. Our GHG
emissions reduction focus areas, detailed in the next section, are based on our more comprehensive value chain emissions analysis of
FY22 and FY23.

8,693

Planet stewardshipstewardshipResponsible businesspractices
Appendix
Scope 3ESG data highlights

FY22

FY23

The increase in Scope 3 emissions from FY22 to FY23 is consistent with our growth in operations over that timeframe.
We are setting our most recent inventory year (FY23) as our baseline year to inform forthcoming science-based climate targets andreporting on progress to reduce emissions.
2023 PagerDuty® // All Rights Reserved.

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Impact
Report
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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipstewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

GHG emissions reduction
focus areas
Based on our GHG inventory results, we have identified several
areas typical for the operation of a software company of oursize and growth rate to further focus our reduction measures,
including our workplace, data center providers, business travel,and value-chain emissions.
Workplace
While we do not own any office buildings, we seek energy
efficient and/or sustainability-certified spaces as a part of ourleasing criteria for new office spaces. We also evaluate options to
reduce our office energy use and to invest in renewable energy
in the offices we operate, and we optimize our physical spaceneeds and uses (see Workplace highlight below). As employees
continue to work both at home and in the office, we will explore
ways to support our employees in measuring and reducing workfrom-home related emissions. In FY23, approximately 72% of ouremployees took advantage of the option to select remote as
their primary work mode. In FY22, our average office utilization
was approximately 24% of capacity; in FY23, this wasapproximately 19%.
Third-party cloud services providers[SASB TC-SI-130a.3]
We do not own or operate datacenters, but use third-party
cloud providers. Early data shows this is a more efficient andless emissions-intensive approach. Our primary third-party
cloud service provider has made climate and renewable energy
commitments and progress. This includes setting a sciencebased target, and factoring environmental and climate criteria
into their siting and operations. We will evaluate the services we
employ to explore lower emissions opportunities.
Business travel
With our sales growth and the return to standard operations
following the COVID-19 pandemic, our business travel emissions
have risen. Given our significant remote workforce, we haveestablished new norms to successfully conduct internal businesswithout necessitating all employees commute into an office. We
will apply these learnings to further reduce our business travelemissions for internal and external purposes.

Value chain sustainability
PagerDuty is part of a peer-group of purpose-driven companies
who can have a collective impact on a much larger scale than any
individual company. We are early in our work to partner with our
suppliers and customers to scale positive impacts and extend ourcommitment to sustainability throughout our supply chain.
We performed an analysis of our value chain (Scope 3) emissions
from our:• Purchased goods and services (category 1)• Capital goods (category 2)• Fuel and energy-related activities, including upstream purchased
electricity, electricity T&D losses, and upstream purchased fuels(category 3)• Waste generated in operations (category 5)• Business travel (category 6)• Employee commuting, including physical commuting andremote work/telework (category 7)
To analyze emissions from our purchased goods and services,
we used a globally accepted, industry-specific, spend-based
methodology covering at least 70% of our total supplier spend.
This analysis showed that in FY22 and FY23, our most significant
supply chain emissions came from our investment in dataprocessing, data hosting, and related services. Other significant
sources of supply chain emissions included our resellers;
suppliers involved in employee benefits, such as health insurance;
suppliers related to our commercial office spaces; and consulting
and advisory services. As we develop our climate action plan, we
will partner with supplier groups to realize shared efficiencies andshare best practices in emissions reduction.

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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipstewardshipResponsible businesspractices
Appendix
ESG data highlights

Climate equity
The harmful effects of climate change are disproportionately felt
“first and worst” by marginalized communities around the world.
In the United States, these communities include low income,Indigenous, and communities of color. Globally, they include lowand middle-income countries. Paradoxically, those that are mostimpacted by climate change typically contribute the least to it andare rarely placed at the center of creating solutions.
PagerDuty demonstrates how an integrated vision for ESG is amore equitable approach to tackling both environmental andhuman-centered climate change impacts. We endeavor to holdintegrated conversations on environmental and social issues thatincorporate a human lens to sustainability.
We are committed to mitigating the impacts of climate change
through our business practices, product deployment, andphilanthropic investments. An analysis of funding trends showsthat only 2% of global philanthropic giving focuses on climate
equity. Of this, Indigenous people-led organizations receive
0.03% and women-led organizations receive 0.02%, respectively.5
Climate equity and resilience solutions are directly connected
to equitable access to healthcare and education, economic
safety, and affordable housing, and therefore have long-term
downstream impacts on the ability of communities to thrive.
In FY23, we launched our Climate Equity funding portfolio toinvest in organizations actively building solutions to the climate
crisis and centered on the meaningful involvement of all people.
Building on our history of investing in organizations with womenand non-majority leaders, PagerDuty.org distributed $550,000 inunrestricted funding to six organizations. All are led by women andnon-majority leaders and are working toward environmental andclimate justice. They are Earth Guardians, Earth Hacks, OpenAQ,
and The Solutions Project, Navajo Power Home, andBeneficial Returns.
 ead more about our Climate Equity work in theR
Philanthropic Investments section of this report.

Navajo Power Home
Funding trends 2021: Climate change mitigation philanthropy
ClimateWorks Foundation

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Impact
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Optimizing resources
Energy consumption

Water consumption

About PagerDuty[SASB TC-SI-130a.1][SASB TC-SI-130a.2]

We are committed to reducing resource utilization and creating
efficiencies across our office and at-home work environments.

For the reasons addressed in the discussion of our GHG

Our approachSocial Impact
highlights
Our people

inventories, we have recalculated our previously reported
energy consumption amounts for FY20 and FY21 with improved
accuracy. Our energy consumption for these fiscal years wasapproximately 30% lower than previously reported.

We do not operate datacenters and thus do not consume water
for datacenter cooling needs. We estimated water consumption
for our real estate footprint for four prior fiscal years using a per-FTE
average consumption, consistent with typical commercial officespace. We previously reported that our water footprint decreased

As stated in our prior year’s Impact Report, in FY20 and FY21
we continued to account for the energy consumption of ourleased offices despite many of those offices being significantly

significantly in FY21 compared to FY20 with the shift to remotework. Our office water usage remains lower as we continue tohave a significant number of remote employees.

underutilized during the COVID-19 pandemic. In FY22 and FY23,

Our products
Philanthropic
investments

some employees returned to working in our leased offices ona part-time or full-time basis. However, our remote working
capabilities have led to a permanent shift to a hybrid workforce,with many fully remote employees. As a result, we have grown

Water Consumption
thousand cubic meters

4.90

our workforce without adding significant new real estate footprint.
1.53

Planet stewardshipstewardship

1.20

0.90

Total Energy Consumption (Gigajoules, GJ)

Responsible businesspractices

6166
5414

3176

Appendix

FY21

FY22

FY23

4377
3961
3343

2592

751

ESG data highlights

785

754

752

Scope 1FY20

2023 PagerDuty® // All Rights Reserved.

3623

FY20

FY21

Scope 2
FY22

Scopes 1 + 2

FY23

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About PagerDuty
Our approach

Workplace materials
As PagerDuty doesn’t own its office space, our workplace sustainability efforts takeplace within the constraints of rented and leased office space. During the $3.2M
renovation to our San Francisco office, we installed a space utilization system todesign and build areas that more efficiently meet our needs, allowing us to reduce
our actively utilized real estate footprint and the associated resource usage. During
this expansion, we purchased local furniture and sourced products from recycledmaterials. Our office in Lisbon, Portugal also prioritized locally purchased furniture to
reduce emissions. We will continue to explore how these revitalizing practices reduce
impacts in our leased office spaces.

Dutonian Changemakers

Social Impact
highlights

During Earth Week, environmental
champions Sunni Tang and Santhoshi
Shankar partnered with their fellow
employees to re-invigorate EnviroDuty
and create a menu of opportunities fortheir colleagues to get educated, takeaction, and support our climate
equity partners.

Our people
Our products
Philanthropic
investments
PagerDuty office in Lisbon, Portugal

Planet stewardshipstewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Activating employees
EnviroDuty is our company-wide, global employee affinity group that champions
sustainability across PagerDuty and in our local communities. During Earth Month in
FY23, EnviroDuty, in partnership with PagerDuty.org, created an “Earth Week Challenge”
to educate our employees and inspire them to take action towards environmental andclimate justice. A 1:1 match campaign benefited our Climate Equity grant organizations,and attendees of the live virtual event learned about our partners’ critical work in thespace and actionable ways they could support this work. These early investments will
anchor our climate-focused work by prioritizing community-led initiatives, elevating
frontline leadership, and addressing root causes for systemic change.

“There is a lot of climate
anxiety among employees
and tech workers, especiallyin our generation. Learning
how to take actions, nomatter how small, throughEnviroDuty is an antidote.”— Santhoshi Shankar (she/her),
Software Engineer II

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Looking ahead
In FY24, we will develop and submit our science-based climate targets to fulfill our public commitment to curb our emissions inline with the Paris Agreement. We will develop a climate action plan to work across functions and with our customers, suppliers, andemployees to reduce emissions associated with our business practices.

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipstewardshipResponsible businesspractices
Appendix

ReplateESG data highlights

2023 PagerDuty® // All Rights Reserved.

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Impact
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About PagerDuty

Responsible businesspractices

Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businessbusinesspractices
Appendix
ESG data highlights

We act as stewards of society, the environment, and our bottom line
In conversation with Chief Financial Officer & Executive ESG Sponsor,

Howard Wilson

PagerDuty’s CFO Howard Wilson (he/him) discusses how—and why—PagerDuty
prioritizes environmental, social, governance (ESG) issues. He explains how theseareas of focus not only underscore the company’s purpose, vision, and mission—
but how they are inextricably linked to business success.
In the past few years PagerDuty has made notable progress on its ESG strategy.
How have these efforts evolved in FY23?
Our goal is to grow and strengthen our business in a way that reflects our corporate
values and our vision to build a more equitable world and sustainable future. Our ESG
initiatives are an integral part of this—they are embedded in the framework we use
to drive business and social impact. That strengthens how we represent our goals
and progress to investors and customers. It also helps to prioritize the social andenvironmental commitments we can take on within the parameters of our business.
It also helps to prioritize the social and environmental commitments we can take on
within the parameters of our business.

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Impact
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Our largest accomplishments this year were institutionalizing ESG
into our work and continuing to execute an environmental andsocial impact strategy that is cross-functional, systematic, andmeasurable. For example:• Our ESG Steering Committee set our strategy and disclosurecommitments.

About PagerDuty• Our ESG Working Group, comprising leaders from across ourcompany, reviewed and updated the ESG KPIs we report on.

Our approach• Our ID&E and Social Impact teams deepened the integration of
their strategies to amplify progress towards their goals.

Social Impact
highlights• Our Customer Success and Social Impact teams created theNonprofit Customer Health Checks program, bringing theexpertise of our commercial sales teams to nonprofit customers
and mission-driven organizations.

Our people• Our Culture & Strategy and Social Impact teams partnered togive all employees a chance to be a part of our Social Impact
and ESG journey.

Our products
Philanthropic
investments
Planet stewardshipResponsible businessbusinesspractices

We evaluated progress through our enterprise-wide ESG Key
Performance Indicator dashboard. As a result of that visibility,
we expanded the metrics we report to both investors, as well
as ESG raters and rankers. That impact is visible in both strong
or improved scores across raters such as MSCI, S&P Global,
and EcoVadis. Our commitment to develop our first sciencebased climate target this year demonstrates our accountability
to making progress on GHG reductions that support the global
need to limit warming to 1.5°C to meet the goals of theParis Agreement.

What is next for ESG at PagerDuty?
Our ESG commitments are integrated into our business planning,
and they show up in everything we do. That’s easy to say—and
many companies do—but we’ve achieved buy-in from the entire
business to systematically put it into practice.
In the year ahead, we will focus on driving tangible businessoutcomes across our ESG priority areas, as we both evolve
our measures and become more sophisticated in monitoring
progress. Successes will be measured in areas that fulfill both ourbottom-line results and further our commitment to an equitable,
sustainable world. This includes progressing against our GHG
emissions reduction goals, supporting diversity and representation
among employees, and continuing volunteering and giving. It
also means expanding how we reach those changing the world
by providing our platform and expertise and empowering themwith the time and efficiency to build the future. While improving
our scores across ESG ratings and rankings is not a primary goal,
we expect customers and investors will react positively to thesesubstantive demonstrations of our core values.
We support a larger shift where considerations of society and theenvironment are innately woven into business strategies and how
we operate as an employer. I, and the entire PagerDuty executive
team, remain motivated by the opportunities, driven by thechallenges, and ready to join together in building a better future,
and a more equitable world.

Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

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Impact
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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments

GovernanceWe believe it is important to take a strategic and holistic approachto PagerDuty’s ESG program, prioritizing societal and environmental
considerations and the concerns of those affected by them.
Thoughtful and effective governance practices build trust with allof our stakeholders. The trust of our employees, customers, andcommunities provides the foundation for our social
impact efforts.

Board committees andresponsibilities
The Board of Directors represents shareholder and stakeholderinterests and works with senior leadership to oversee ESG
outcomes at PagerDuty. The Board consists of nine directors, andthere are three committees of the Board, including:• The Nominating and Corporate Governance Committee:
Responsible for ESG programs and activities, and relevantpublic disclosures, as outlined in the committee’s charter.

Planet stewardship• The Compensation Committee: Oversees a range ofhuman capital activities, including talent management anddevelopment, talent acquisition and retention, employee
engagement, and ID&E.

Responsible businessbusinesspractices• The Audit Committee: Responsible for risk management
framework and programs, overall risk profile, risk exposures, andbusiness conduct, alongside the Board as whole.

Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Our commitment to corporate governance is articulated in our
Corporate Governance Guidelines and Annual Report and Proxy
Statement disclosure, which provide detailed information on
our Board structure and composition, stockholder rights andengagement, executive compensation, how each committee’s
responsibilities align with our ESG program, and other key
governance topics.
 isit these links for more information on the role of our BoardV
in risk oversight as well as PagerDuty’s identification andmanagement of key risks.

Board composition
PagerDuty is overseen by a diverse Board of Directors. Jennifer
Tejada serves as CEO and Chairperson of the Board, andZachary Nelson as presiding director. Our Corporate Governance
Guidelines require a majority of independent directors and sevenof our nine (78%) Board members are independent.
Our Board does not maintain a specific policy on diversity; rather,
we demonstrate our belief that the board should be diverse
through our Board composition. Our Nominating and Corporate
Governance Committee considers a broad range of backgrounds
and experiences when making determinations regarding
nominations of directors. The full Board assesses the diversity ofits members and nominees annually. We are proud that four of our
Board members identify as women and that two-thirds identify as
racially diverse.

Board of Directors:
Gender
44% Female
56% Male

Race/ethnicity
67% Racially diverse

33% White or more information on the composition of our board andFselection of members please visit our 2021 Impact Report and
FY23 Annual Report and Proxy Statement.

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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businessbusinesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

Social impact and ESG governance
Our Board and its three standing committees work with executive
management to oversee ESG governance. An integrated, crossfunctional team leads our efforts to align and advance social
impact and ESG.
We’ve expanded our commitment to social impact andresponsibility with the establishment of a robust set of ESG
disclosures and processes and investment in more sustainablebusiness practices. In FY23, ESG and sustainability continue to be
integral to the work of the PagerDuty.org team that oversees
social impact.
PagerDuty.org is led by our VP, Global Social Impact, who reports
to our Chief People Officer. Our Chief Financial Officer serves as
the Executive Sponsor for ESG. Further support is provided by our
Director of ESG and Sustainability, as well as:complete training in its aspects within a year of their start date
and annually thereafter. Employees must also complete EthicalBusiness Conduct, Anti-Corruption, and Anti-Discrimination andAnti-Harassment training modules each year.
All employees are expected to certify that they have read,understood, and agree to comply with our Employee Handbook,which houses our compliance procedures. We have specificpolicies and procedures on insider trading, whistleblowing,
reporting and non-retaliation, anti-racism, human rights, safe
workplaces, lobbying and political contributions, and other criticalbusiness ethics topics.
 o learn more about these policies please visit theTappendix and the Ethics and Compliance section of our2021 Impact Report.

• The ESG Steering Committee, chaired by our Director of
ESG and Sustainability, which leads our ESG strategy andgoal-setting.
• The ESG Working Group, composed of functional leads acrossthe business who are accountable for achieving progress in our
ESG priority areas.

Ethics andcompliance
At PagerDuty, integrity is a cornerstone of our business principles
guiding all of our business relationships and practices. Our
General Counsel serves as one of our compliance officers whooversees our business ethics policies and practices.
In FY23, we updated our Code of Business Conduct and Ethics(Code of Conduct) to strengthen our ethics and human rights
approach, which includes halting human trafficking, promoting
diversity, respect, and fair dealing, preventing conflicts of interest,and maintaining compliance. We also added a process forreviewing fraudulent or misleading recruitment practices. All
directors, executives, employees, and independent contractors
are required to comply with our Code of Conduct and must42

Impact
Report
FY23
About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businessbusinesspractices
Appendix
ESG data highlights

Ethical products and services
Our product teams work to filter out bias and create a platformthat is accessible to all users. We also engage our user
community to guide the development of our approaches and test
our products. The responsible use of our technology is outlined in
our Community and Acceptable Use policies:
Community Policy. We are committed to providing a respectfulexperience for everyone, regardless of gender, gender
identity and expression, sexual orientation, disability, physicalappearance, body size, race, national origin, age, or religion. We
do not tolerate harassment in any form.
Acceptable Use Policy. We prohibit the use of our services andwebsite for any illegal, fraudulent, or abusive purpose, in violationof any laws (including without limitation data, privacy, and export
control laws, and laws that protect civil rights). Our policy also
forbids the use of our services to “facilitate, or encourage thetransmission of content or materials that promote violence,
dangerous activity or discriminatory, hateful, or prejudicial action
against anyone based on race, ethnicity, national origin, sexual
orientation, sex, gender, disability, religion, or other legally
protected category.”

Data privacy andsecurity[SASB TC-SI-220a.1, TC-SI-230a.1, and TC-SI-230a.2]
Privacy and security of information is a priority for every one ofus. We focus on transparency and implement best practices
to address vulnerabilities and meet industry standards. We
demonstrate our commitment to data protection and compliancethrough testing and external certification, policy updates, andemployee training and engagement.

privacy. The Committee regularly reviews with management
PagerDuty’s data security programs and assessment,
management, and mitigation of such risks.
We had no material data breaches in FY23, nor did we have any
legal proceedings or monetary fines related to data breaches.
In FY23, we internally evaluated our compliance with NIST 800-53
Rev 4 control to comply with the Federal Risk and Authorization
Management Program (FedRAMP) controls. This was part of a
System and Security Plan (SSP) and helps us prepare for expected
FedRAMP audits in FY24. This also includes moving to the certified
Federal Information Processing Standards (FIPS) 140-2 standard,
which defines security requirements for sensitive data whenworking with federal agencies. In FY23, our focus on employee
training and engagement remained, and we added a dedicatedprivacy and data handling section to our security awarenesstraining. All employees are required to take the training during
onboarding and annually thereafter.

Policies and certifications
Privacy Policy. Our Privacy Policy outlines the type of customer
data we collect, how it is used, and how it may be disclosed.
The policy conforms with the requirements under the European
Union’s General Data Protection Regulation (GDPR), as well asother global regulations.
Data Security Policy. Our Data Security Policy outlines ouragreements with customers.
SOC 2 Security Certification. We have maintained theAmerican Institute of Certified Public Accountants SOC 2, Type 2
certification for Security since 2019. The certification specifies howorganizations should manage customer data. Annual SOC2 audits
include industry-standard penetration testing. An overview of our
Security approach can be found here: pagerduty.com/security/.

Data privacy, security, and ethics is led by our Chief Information
Security Officer. The Board Audit Committee also oversees risks
associated with cybersecurity, information security, and data
2023 PagerDuty® // All Rights Reserved.

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About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardship

Incident Monitoring and Reporting. We maintain multiple
monitoring systems to detect and alert on incidents, and severity
levels are classified based on customer impact and incident
duration. Documentation on our Incident Response and Security
Incident Response processes can be found at
response.pagerduty.com.
Data Requests. A variety of laws allow government agencies
around the world to request user information for civil,
administrative, criminal, and national security purposes. Our
Privacy Policy details how we handle this. Given these laws
and requests, it may be necessary for PagerDuty to disclose
personally identifiable information (PII). We may also disclose PII
if we determine disclosure is reasonably necessary to enforce
our terms and conditions or protect our operations or users. We
carefully review each request to make sure it satisfies
applicable laws.

Looking ahead
PagerDuty views its ESG risks and opportunities as fundamental
to practicing business responsibility and creating value for all
stakeholders. We will continue to make ESG a systematic andmeasurable part of our core business processes through strategic
expansion of our ESG KPIs to track dynamic progress. Integrating
ESG policies, practices, and metrics into each business function is
key to our leadership as a purpose-driven company.

Responsible businessbusinesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

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Impact
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Appendix

About PagerDuty
Our approachSocial Impact
highlights
Our people
Our products
Philanthropic
investments
Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

2023 PagerDuty® // All Rights Reserved.

PagerDuty in the Atlanta office

About this report
This is PagerDuty’s third annual Impact Report and the second
year we’ve publicly reported on our approach to managing
environmental, social, and governance (ESG) risks andopportunities. This document shares our social impact programs,
progress, and performance, as well as ESG metrics relevant toPagerDuty and our stakeholders. The report is aligned to the
Sustainability Accounting Standards Board (SASB) standards for
the Software & Information Technology (IT) Services sector.
Figures throughout this report are for the 2023 fiscal year
(February 1, 2022 through January 31, 2023), unless otherwise
noted. This represents a transition from calendar year reportingin our 2020 and 2021 Impact reports. Narrative disclosures on
impact progress, programs, and aspirations may referencematerial from February 1, 2021 through January 31, 2022,
extending beyond the prior fiscal year. All references to dollars are
to U.S. dollars, unless otherwise noted. Information in this report
represents the best information available as of the publication
date. Any references to “material” or “materiality” in this report
are in line with the Global Reporting Initiative (GRI) Standards
and focus on aspects of PagerDuty’s business that have been

identified as “material topics” using the GRI definition of materiality
through stakeholder engagement and materiality assessment.
In-depth reporting of our ID&E efforts is contained in our 2022
Inclusion, Diversity, and Equity at PagerDuty, Annual Report. As ourbusiness continues to grow and evolve, we expect to advance andrefine our disclosures over time.

 or more information, please visit our 2020 and 2021 Impact
F
Reports and our 2022 Inclusion, Diversity & Equity at PagerDuty,
Annual Report.

45

Impact
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Governance andpolicy documents

About PagerDuty

Audit Committee Charter

Acceptable Use Policy

Code of Business Conduct and Ethics

Our approachSocial Impact
highlights
Our people
Our products

Community Policy
Compensation Committee Charter
Corporate Governance Guidelines
Data Security Policy

Forward-looking
statements
This FY23 Impact Report contains forward-looking statements,
and actual results could differ materially. Risk factors that could
cause actual results to differ are set forth in the “Risk Factors” ofthe FY23 PagerDuty Annual Report on Form 10-K (10-K). These risk
factors are subject to update by our future filings and submissions
with the U.S. Securities and Exchange Commission and earnings
releases. Forward-looking statements are based on expectations
as of the date of this report, unless an earlier date is indicated.
Statements derived from our Form 10-K speak as of March 16,2023. PagerDuty disclaims any duty to update any statement
made in this report except to the extent required by law.

Nominating and Governance Committee Charter
Privacy Policy
Security Overview

Philanthropic
investments

UK Modern Slavery Act statement

Planet stewardshipResponsible businesspractices
Appendix
ESG data highlights

Earth Hacks

2023 PagerDuty® // All Rights Reserved.

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Impact
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About PagerDuty
Our approachSocial Impact
highlights

Sustainability Accounting Standards Board(SASB) Standards Index

The SASB Standards, now part of the Value Reporting Foundation, are a set of standards to guide the disclosure of sustainability
information by companies to their investors. The following index maps our disclosures to SASB’s standards for the Software & IT
Services sector.
Topic

Environmental Footprint of Hardware Infrastructure

TC-SI-130a.1

TC-SI-130a.2(1) Total energy consumed, (2) percentage grid electricity,(3) percentage renewable(1) Total water withdrawn, (2) total water consumed,
percentage of each in regions with High or Extremely HighOur people
Our products

Response and References

Baseline Water Stress

TC-SI-130a.3

Estimated water consumption from real estate footprint
included on page 36 and in the environmental data tables.

PagerDuty does not own data centers and utilizes

center needs

third-party cloud services (page 34).

Planet stewardship

TC-SI-220a.1

Description of policies and practices relating to behavioral

TC-SI-220a.2

Number of users whose information

TC-SI-220a.3

environmental data tables.

considerations into strategic planning for data

Data Privacy and Freedom of Expression

Appendix

percentage renewable included on page 36 and in the

Discussion of the integration of environmental

Philanthropic
investments

Responsible businesspractices

Total energy consumed, percentage grid electricity, andPrivacy Policy

advertising and user privacy

is used for secondary purposes

PagerDuty operates in a business to business (B2B) environment
and is not focused on secondary utilization; therefore thisinformation is not applicable.

Total amount of monetary losses as a result of legal

In FY23, PagerDuty did not have any material fines or losses asproceedings associated with user privacy

a result of legal proceedings associated with user privacy.

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

TC-SI-220a.5
2023 PagerDuty® // All Rights Reserved.

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

PagerDuty operates in a B2B environment. For information on law
enforcement requests please see our Privacy Policy.

PagerDuty complies with the Foreign Corrupt Practices Act andExport Control Regulations.

47

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About PagerDuty

Topic
Data Security

TC-SI-230a.1(1) Number of data breaches, (2) percentage involving

PagerDuty had no material data breaches in FY23 (page 43).

personally identifiable information (PII), (3) number ofusers affected

TC-SI-230a.2

Our approachSocial Impact
highlights

Response and References

Description of approach to identifying and addressing data

Data Security Policy

security risks, including use of third-party cybersecurity

Security at PagerDuty

standards

Acceptable Use Policy
Form 10-K Filings

Recruiting and Managing a Global, Diverse, and Skilled Workforce
TC-SI-330a.1

Percentage of employees that are (1) foreign nationals andPagerDuty headquarters are in San Francisco, CA, and we have offices in the United(2) located offshore

States and several other countries. As of January 31, 2023, we had 1,166 employees,of which approximately 65% were in the United States and 35% were in our non-US

Our people

locations, as reported in our FY23 Form 10-K (page 12).

Our products

TC-SI-330a.2

Philanthropic
investments

TC-SI-330a.3

Employee engagement as a percentage

77% actively engaged employees as defined by our Overall Engagement Score, which
is an average of the scores for five engagement questions in the Q3FY23 Pulse survey.

Percentage of gender and racial/ethnic group

We track and publish this in our annual Inclusion, Diversity, & Equity report, mostrepresentation for (1) management, (2) technical staff, andrecently published in 2022, as well as the data tables in this report. We report on(3) all other employees

management in two ways: a) senior leadership, defined as VP and above, and b)
people managers. (2) We do not separate out technical staff. (3) We report on thePlanet stewardshiprepresentation of all employees (page 18).

Intellectual Property and Competitive Behavior

Responsible businesspractices

TC-SI-520a.1

Total amount of monetary losses as a result of

In FY23, PagerDuty did not have any material fines or losses as a result of legal

legal proceedings associated with anticompetitive

proceedings associated with anticompetitive behavior regulations.

behavior regulations

Appendix
ESG data highlights

Managing Systemic Risks from Technology Disruptions
TC-SI-550a.1

TC-SI-550a.2

Number of (1) performance issues and (2) service

Total customer downtime over the last 24 months was 0.02%.

disruptions; (3) total customer downtime

Please refer to our 10-K, p. 7.

Description of business continuity risks related toPlease refer to our 10-K.

disruptions of operations
2023 PagerDuty® // All Rights Reserved.

48

ESG data highlights
The following tables detail key performance indicators (KPIs) related to PagerDuty’s Fiscal
Year 2023 disclosures on its environmental, social, and governance (ESG) progress.
Engagement, learning, and people development
Response and References

Product donations andphilanthropic investments
FY23

Actively engaged employees

1Percentage of employees who provided feedback in the Pulse

77%
90%

employee engagement survey2
Percentage of employees who volunteered3

85%

Total employee volunteer hours3

9,000

Percentage of employees who donated to a cause3

86%

Percentage of employees who volunteered or donated to a cause3

95%

Percentage who would recommend PagerDuty as a great place to work3

89%

Percentage who shared they are proud to work for PagerDuty4

90%

Percentage of global PagerDuty employees that say the company’s

90%

FY23
Number of nonprofit and B Corp customers on

306

PagerDuty Impact Pricing offering
Funding deployed$1.25M

Product discounts and donations to impact$1.2M

organizations6
Dollars in pro bono expertise donated7$10,725

Percentage of FY23 partner organizations led by

90%

women and/or non-majority leaderssocial impact work makes them proud to work at PagerDuty5

1“Actively engaged employees” is defined by using our Overall Engagement Score, which is an average of the scores for fiveengagement questions in the Q3FY23 Pulse survey.
2
Q3FY23 Pulse survey.
3
Data around employee volunteering and giving were pulled from PagerDuty’s internal database in Benevity.
4
Q3FY23 Pulse survey.
5
Q2FY23 Pulse survey average of the scores for three social impact questions.

2023 PagerDuty® // All Rights Reserved.

Impact customers: Product donations and discounts were calculated by adding the ARR (annual recurring revenue) dollar value of
product discounts provided to all organizations participating in Impact Pricing.
Value of pro bono expertise: Based on Benevity hours logged by PagerDuty tech leads and teams, and $195 standard rate
confirmed by Taproot.
6

7

ESG 1

ESG data highlights
Inclusion, diversity, and equity8
Pay equity

FY22

FY23

Global gender pay equity9

$0.99

$1.00

U.S. underrepresented minority pay equity9

$0.98

$0.99

Board diversity

FY22

FY23

Percentage identifying as women: Board of Directors

50%

44%

Percentage identifying as racially diverse: Board of Directors

75%

67%

U.S. race/ethnicity: entire company

FY22

FY23

Percentage identifying as Asian

19.3%

19%

Percentage identifying as Black

8.3%

8%

Percentage identifying as Hispanic

5.8%

7%

Percentage identifying as Pacific Islander

0.2%

n/a

Percentage identifying as American Indian

0.2%

1%

Percentage identifying as two or more races

6.4%

4%

Percentage identifying as White

59.9%

62%

U.S. race/ethnicity: people managers

FY22

FY23

Percentage identifying as Asian

17.2%

19%

Global workforce diversity

FY22

FY23

Percentage identifying as women: entire company

40.1%

40%

Percentage identifying as Black

6.5%

8%

Percentage identifying as women: people managers

43.5%

42%

Percentage identifying as Hispanic

4.1%

4%

Percentage identifying as women: senior leaders (VP+)

40%

45%

Percentage identifying as two or more races

5.3%

1%

Percentage identifying as LGBTQ+10

7%

9%Percentage identifying as White

66.9%

68%

Percentage identifying as transgender10

<1%

<1%

U.S. race/ethnicity: senior leadership (VP+)

FY22

FY23

Percentage identifying as people with disabilities108%6%Percentage identifying as Asian

14.3%

23%

Percentage identifying as veterans (U.S. only)10

<1%

2%

Percentage identifying as Black

5.7%

5%

Percentage identifying as caregivers to children10

23%

40%

Percentage identifying as Hispanic

2.9%

5%

Percentage identifying as caregivers to adults103%3%Percentage identifying as two or more races

8.6%

5%

Percentage identifying as White

68.6%

62%

U.S. workforce diversity
U.S. gender

FY22

FY23

Percentage identifying as women: entire company

n/a

44%

Percentage identifying as women: people managers

n/a

45%

Percentage identifying as women: senior leaders (VP+)

n/a

44%

2023 PagerDuty® // All Rights Reserved.

8
Inclusion, diversity, and equity data is collected and published in our annual ID&E report and therefore boundaries differ slightly.
Boundaries for data collection include: FY22 (October 2020 – September 2021) and FY23 (October 2021 – September 2022). In
FY23, ID&E data was reported in whole percentages.
9
Gender (women to men) and US race/ethnicity (underrepresented population to majority) pay equities are calculated using awell-known pay equity platform, measuring the weighted pay average for “on target earnings” (OTE): base salary + any applicablevariable pay targets (bonus/commission).
10
As voluntarily self-identified by employees.

ESG 2

ESG data highlights
Environment
Greenhouse Gas Emissions (mtCO2e)11

FY20

FY21

FY22

FY23

Scope 1

87

93

39

39

Scope 2: Location-based

64

249

258

329

Scope 2: Market-based

23

243

194

211

Scopes 1+2 (Market-based)

110

336

234

250

Scope 312

795

480

4,402

8,693

Total (Market-based)12

905

816

4,636

8,944

Energy Consumption (Gigajoules, GJ)

FY20

FY21

FY22

FY23

Scope 1

751

785

754

752

Scope 2

2,592

3,176

3,623

5,414

Total

3,343

3,961

4,377

6,166

Percentage grid electricity

100%

100%

100%

100%

Percentage renewable energy

0%

0%

0%

0%

Water Consumption13

FY20

FY21

FY22

FY23

Water

4.90

1.53

1.20

0.90

Scope 1 includes natural gas and refrigerant usage in leased spaces. Scope 2 includes
electricity consumption in all PagerDuty real estate globally, including short and long term leases.
Actual energy consumption is used when available; where unavailable, energy consumption isestimated using the U.S. Energy Information Administration (EIA) Commercial Buildings Energy
Consumption Survey (CBECS). For FY20 and FY21, Scope 3 included the following value chain
categories: waste generated in operations, business travel, and employee commuting (bothphysical commute and remote/telework). For FY22 and FY23, Scope 3 included the following
value chain categories: purchased goods and services, capital goods, fuel and energy-related
activities, waste generated in operations, business travel, and employee commuting (bothphysical commute and remote/telework). FY20 and FY21 amounts differ from the amounts
previously reported due to methodology and data quality improvements.
12
Scope 3 emissions and Total (Market-based) emissions for FY20 and FY21 are not comparable
to those for FY22 and FY23 as additional Scope 3 categories were added to the analysis for FY22
and FY23.
13
Total water (thousand cubic meters), estimated across our global real estate footprint. FY20 and
FY21 amounts differ slightly from the amounts previously reported due to improved data accuracy.
112023 PagerDuty® // All Rights Reserved.

ESG 3

ESG data highlights
Governance

Board/Management oversight and accountability

Risk identification and oversight

FY23

Executive body responsible for managing business ethics andBoard-level committee

corruption issues

FY23

Board oversight of risk

Yes

Board oversight of ESG

Yes

Code of Conduct for directors, officers, and employees

Yes

Dominant shareholder percentage14

11%

Provision of whistleblower protection

Whistleblower Policy

Board Independence and diversity

FY23

Percentage independent board members

78%

Multiple equity classes with different voting rights

No

Percentage independent committee members

100%

Poison pill

No
No

Shares outstanding15

91,178,671

Independent presiding director

Yes

Net Operating Loss (NOL) pill

Percentage identifying as women

44%

Percentage of Board subject to reelection

Percentage identifying as racially diverse

67%

Board gender diversity quotaNo

Non-executive chairperson

No

Charter vote highest percentage

67%

Our Corporate Governance Guidelines include

Material fines or losses as a result of legal proceedings associated withNone

diversity as part of the Board nominating criteria.

anticompetitive behavior regulations

Board diversity policy

Board/Management oversight and accountability
Board performance review (self-review or independent review)

FY23

100%

Data privacy and security

Yes
FY23

Board and committee evaluation frequency

AnnualNumber of material data breaches

0Percentage of material data breaches involving Personal Identifiable

0

Board continuing education program

Yes

Board members are elected and re-elected on an annual basis

No

Information (PII)

Board members are elected individually (as opposed to elected by slate)

Yes

Material fines or losses as a result of legal proceedings associated with user

Annual Say-on-Pay vote

Yes

Director Change in Circumstances with Resignation Policy

Yes

Regular meetings of independent directors without management present

Yes

Director service limited to no more than four additional public company boards

Yes

privacy

None

As of December 31, 2022, based on information set forth in a Schedule 13G/A filed with the SEC on
February 10, 2023 by ARK Investment Management LLC.
As of January 31, 2023.

14152023 PagerDuty® // All Rights Reserved.

ESG 4