FY24 Impact Report

Let’s design and make abetterworld
for all
Image courtesy of Brookfield Properties

Contents

Overview

Partner with customers

Operate with integrity

A message from our President and CEO

Architecture, Engineering & Construction

Privacy and data security

FY24 highlights

Energy & Materials

Trust

Our company

Health & Resilience

Human rights

Company strategy

Work & Prosperity

Ethics and complianceImpact strategy

Design & Manufacturing

Improve our operations
Energy & Materials• Advancing our sustainable business practices

Energy & Materials
Health & Resilience

Appendix

Work & Prosperity

ESG ratings, rankings, and memberships

Media & Entertainment• Autodesk Carbon Fund

Energy & Materials• Our carbon footprint

Health & Resilience

Health & Resilience• Resilience and well-being

Work & Prosperity

Education• Employee health and safety

Work & Prosperity• Living our culture• Diversity and belonging

Suppliers and business partners

Advance industries
Autodesk Foundation• Flex Forward

Energy & Materials• Learning and talent development

Health & Resilience• Employee impact at work

Work & Prosperity

Impact strategy assessment
Materiality assessment
Data summary
Sustainability Accounting Standards
Board index
United Nations reporting frameworks
Customer ESG commitments and goals
2024 State of Design & Make report
Sustainability-enabling solutions
Endnotes

ResearchPartnership
Performance data included in this report are based on the Autodesk fiscal year when noted, and the calendar
year otherwise. The Autodesk 2024 fiscal year ran from February 1, 2023, through January 31, 2024. Performancedata cover Autodesk’s global operations, unless otherwise stated. In some cases, segments in tables do not add
up to the total due to rounding. All dollar amounts listed are in USD.

FY24 IMPACT REPORT

Public policy2Overview

Autodesk’s mission—to help everyone,
everywhere, design and make anything—drives
us to develop powerful solutions that help ourcustomers tackle the world’s biggest challenges.

FY24 IMPACT REPORT

A message from our President and CEO

Our company

Impact strategy

Sustainability is a local data problem. Autodesk industry cloud
platforms enable our customers to connect data across teams
and workflows. We equip them with the information andinsights they need to make sustainable choices throughout
their design and make processes.

Autodesk focuses on understanding our business, customer,
market, and industry dynamics to determine our multiyear
intent for our business, product development, and go-tomarket strategies. Our impact strategy is a part of Autodesk’sannual strategic planning process and engages all aspects ofour business.

Supporting our employees, customers, and industries toaccelerate positive outcomes is key to the success of ourcompany and delivering on our promise of a better world
designed and made for all.

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FY23 IMPACT REPORT3 3

A message
from ourPresident
and CEO

Humanity continues to face increasingly complex global
challenges, a rapidly accelerating pace of change, and, in the
short term, finite resources to address these issues. Yet despite
these daunting constraints—and frankly, because of them—we at
Autodesk see unprecedented opportunity.
We believe that technology will always be one of society’s mostpowerful catalysts for progress. Autodesk’s mission—to help
everyone, everywhere, design and make anything—drives us
to develop powerful solutions that help our customers tackle
the world’s biggest challenges. Today’s advances in digitaltransformation, cloud-connected technology, and generative AI
will yield monumental changes in how we design and make ourworld. As a trusted partner to our customers and ecosystem writlarge, we will ensure that the innovators and creators building
our future have the best tools to do so.
The following report outlines our successes and challenges inthis space. We believe that by holding ourselves accountablein our own sustainability journey, we can credibly engage andsupport our industries in the transition to a more sustainable,
resilient, and inclusive future. Together, we can accelerate ourpath toward the collective future to which we all aspire.
This starts with how we manage our own operations. As
governments around the world implement more rigorous
sustainability regulations, we recognize our opportunity tocontinue to lead by example. We support and advocate for more
ambitious public sector action to solve our collective challenges.
And by aligning our business practices with these emerging
regulations and standards, we aim to set a new standard forsustainability in the industries we serve.

Through innovative practices and technologies, we have madesignificant strides in reducing our carbon emissions, optimizing
resource utilization, and promoting energy efficiency acrossour business. We continue to invest in the expansion ofrenewables on the grid and nurture the nascent but growing
carbon removal industry. Our Culture Code and diversity andbelonging (D&B) commitments are best in class and yieldsignificant rewards via employee recruitment and retention.
This year we are sharing the results of our three-year D&B
commitments—and while we have made significant progress inthis arena, there is still more work to be done.
Our commitment to sustainability extends well beyond our own
operations; we recognize the need to support our customers intheir sustainability commitments.
At its core, sustainability is a local data problem. By building
and deploying the industry cloud platforms that enable
our customers to connect data across teams and workflows,
we equip them with the information and insights they needto make sustainable choices throughout their Design and
Make processes.
We released a suite of analytical tools and features to measureand manage carbon emissions associated with buildings,
products, and infrastructure. We also expanded our portfolio ofwater management, factory design, and simulation solutions.
These capabilities are embedded within our Design and Make
Platform to help our customers make informed decisions
throughout their processes, ultimately leading to moresustainable outcomes in our industries.
The rise of generative AI presents unprecedented opportunities
for advancing sustainability. While we have been harnessing
this technology for years, Autodesk AI-driven design solutions
now enable our customers to explore a multitude of options
while optimizing for environmental performance—quite literally
redefining the possibilities for a more sustainable future.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESWe recognize that progress requires collaboration andpartnership. That is why we are dedicated to nurturing asustainable ecosystem—a network of like-minded individuals,organizations, and communities working together to drive
positive change. By demonstrating what is possible withthe right technology, participating in collective action with
our stakeholders and strengthening market incentives forsustainability, we believe we can transform markets.
We invest in our communities to level the playing field andsupport people and innovations that will create a betterworld. For example, we have contributed $5 million to Cal
State Northridge to provide opportunities for underprivileged
students, complementing other initiatives across our
educational and workforce partnerships. We are empowering
everyone to participate in creating this new, sustainable future.
Autodesk is uniquely positioned as a catalyst for positivechange. By staying ahead of the curve and embracing emerging
sustainability trends, we are shaping the future of sustainable
Design and Make innovation.
I want to express my gratitude to our employees, partners,
customers, and communities who share our vision for amore sustainable world. Together, we can make a meaningful
difference and leave a lasting impact on future generations.
I invite you to explore our annual Impact Report and join us on
this journey in the relentless pursuit of a better world, designed
and made for all.
Sincerely,

Andrew Anagnost
President and Chief Executive Officer

OPERATE WITH INTEGRITY

APPENDIX
FY23 IMPACT REPORT4 4FY24 highlights
Autodesk
appointed its first$1.1 million

chief sustainability
officer and trust officer

49.5% increasein the number ofwomen in tech roles
globally (compared tothe beginning of FY22)

Sourcing 100%
renewable energy
for our facilities, cloudservices, and employee
work from home*in financial support
provided during FY24
by our employees,
combined with company
matching and Autodesk
Foundation grants,
to help respond tocrises worldwide

Supportedthe launchof Buildings
BreakthroughEnhancedsustainabilityenabling solutions

during COP28 in the UAE
to strengthen global
collaboration necessary
to decarbonize thebuilt environment

across threeindustry clouds(Forma, Fusion, Flow)

Gifted $1.5 million
to the University of
Florida Colleges of
Design, Construction
and Planning,and Engineering

Joined Frontier,a $1 billion advancemarket commitment,to accelerate themarket of permanent
carbon removal$16.2 million
Received ACDP Climate
Change scorein financial capital and$9.2 million of in-kind
contributions deployed
to the Autodesk
Foundation portfolio

Launched
Autodesk AI

and ranked #1 in our
industry (Software) on
the Corporate Knights
Global 100

to help drive
sustainable outcomes
across industries

18 technology
integrations
developed

by ecosystem of 30
participants from theSustainability Tech
Partner Program* This refers to a combination of renewable energy generated on-site,
virtual power purchase agreements, and renewable energy certificates.

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FY23 IMPACT REPORT5 5

Our company
Every day, innovators use Autodesk’s Design and Make Platform
to solve challenges, big and small. Our technology spans manyindustries, from architecture, engineering, and construction, to
product design and manufacturing, to media and entertainment.
Over four decades, we have worked together with our customers
to transform how things are designed and made, and in doing so
we have also transformed what can be made–from the greenest
buildings to the cleanest cars, from the smartest factories to thebiggest stories.
Our customers are expected to deliver increasingly complex
projects on accelerated timelines while balancing trade-offs
among cost, compliance, performance, and impact. To keep up
with the pace of change, they are embracing and accelerating
their digital transformation—generating an extraordinary amountof data across multiple tools and systems. This data presents
new opportunities.
Advancements in cloud-connected technology and artificial
intelligence (AI) are unlocking new possibilities to automate
tasks, analyze data, and augment creativity–driving efficiency,
sustainability, and growth. From insights to optimize energy
and material use across a building’s full lifecycle to integrated
factory planning that improves efficiency and environmental
performance in manufacturing–the Autodesk Design and Make
Platform offers innovators new pathways to sustainability.

FY24 IMPACT REPORTAt Autodesk, we are developing the solutions needed tomeasure, manage, and automate Design and Make processes
while helping customers connect their data, teams, and entire
ecosystems. Innovators can generate new ideas, explore more
options, and make better decisions—so together we can continue
to transform how things are designed, made, and operated.
All this begins by being a better business ourselves. By building
a culture of belonging where all employees have opportunities
to succeed and contribute, together we thrive. And by continuing
to improve the impact of our own operations, we can serve
as a trusted partner to our customers and support our
industries in the transition to a more sustainable, resilient,and inclusive future.

Architecture, Engineering & Construction
Autodesk’s architecture, engineering, and construction
software enhances the design, build, and operation ofbuilding, infrastructure, and industrial projects.

Design & Manufacturing
Autodesk’s product development and manufacturingsoftware equips manufacturers with holistic solutions
for projects throughout the Design and Make process.

Autodesk’s technology is used by millions
of people to design and make millions ofthings that impact billions of lives. The
world’s innovators, designers, engineers,builders, and creators trust Autodesk toMedia & Entertainment
Autodesk’s suite of media and entertainment solutions
enables studios to push the bounds of what’s possible
with lifelike computer graphics characters, immersive
scenes, and compelling effects for film, TV, and games.

help them design and make a better world
for all.

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FY23 IMPACT REPORT6 6

Company strategy
Autodesk’s annual strategy process focuses onunderstanding our customers, markets, and industry
dynamics to determine our business, productdevelopment, and go-to-market strategies. Throughthis process, we develop corporate goals and strategic
intents in relevant areas, including Impact. Each goal
has accountability from the relevant executive vicepresident, the CEO, and the Board.
Our impact strategy is a part of Autodesk’s annual strategicplanning process and engages all aspects of our business.

Corporate governance
The Autodesk Board of Directors provides independent
leadership in the exercise of its responsibilities.
Our directors have a mix of critical skills and diverse
perspectives, and their backgrounds include leadership rolesin the technology industry, in academia, and internationally.
In FY24, our Board consisted of 11 members, of whom 10 wereindependent and 5 were women.
We believe the highest standards of corporate governance andbusiness conduct are essential to running our business in asustainable manner, serving our stakeholders, and maintaining
our integrity. Our Corporate Governance Guidelines set forth
the principles that guide our Board in overseeing corporate
governance, maintaining its independence, evaluating its own
performance, and setting corporate strategy. The Board reviews
our governance practices, corporate governance developments,and stockholder feedback on a regular basis to ensure
continued effectiveness.

Board of Directors
Our Board is committed to ensuring that stockholder feedback
informs our strong governance practices. Members of ourmanagement team and, in certain instances, our Board
participate in annual stockholder outreach to discuss topics
such as diversity, sustainability, board composition, executive
compensation, and governance. This outreach enables us togather feedback from a cross section of Autodesk’s stockholder
base, maintain an open dialog, and ensure that we have an
in-depth understanding of our stockholders’ perspectives.
Our directors also engage with our employees in various ways
throughout the year, developing direct relationships below
the executive management level. For example, members of our
Board attend and participate in Autodesk’s annual leadership
meetings and Autodesk University, and visit our technology
centers and other facilities.
Our Board of Directors regularly assesses the skills important forexercising its strategic oversight and fiduciary responsibilities onbehalf of Autodesk shareholders. The Board also conducts selfassessments to determine if the requisite skills are appropriately
represented on the existing Board. This process occurs annuallyand results in specific skills and experiences that inform theboard development process.
Regular continuing education programs enhance the skills andknowledge our directors use to perform their responsibilities.
This includes internally and externally developed programs
related to environmental, social, and governance (ESG) issues
and other relevant topics.
To support effective corporate governance, our Board delegatescertain responsibilities to its committees, who report on
their activities to the Board. The Corporate Governanceand Nominating Committee and Compensation and Human
Resources Committee assist our Board with oversight of ESG
issues in the areas defined in their charters. All chairs of our
Board committees are women.

Our management oversees a strong system of internal controls
and compliance with corporate policies and applicable laws
and regulations.

Learn more about corporate governance at Autodesk:● Corporate Governance Guidelines● Committee charters● Committee composition

Autodesk’s ESG Steering Committee convenes quarterly to review
and prioritize issues relevant to the company’s ESG strategy.
The council comprises leaders from Finance, Legal, Human
Resources, and Impact with accountabilities for ESG across thebusiness. This group is responsible for ensuring that Autodesk
assesses and addresses issues that are relevant and specific to
our external ESG objectives, including materiality assessment(see summary of assessment conducted in 2022), measurement,
management, and disclosure. Cross-functional teams support
this strategic approach while dedicated functional leadershipdrives the day-to-day work with teams across the business.

● Autodesk executive bios

In FY24, Autodesk appointed its first chiefsustainability officer.

● Board of Directors bios
● Autodesk Annual Reports

Learn more

Accountability
We utilize our governance structure to help ensure coordinationof Autodesk’s ESG efforts across all areas of our business.
Our Board has oversight responsibility for ESG, with assistancefrom our Corporate Governance and Nominating Committee andour Compensation and Human Resources Committee in specificareas defined in their committee charters.
Ultimately, our CEO has the highest level of direct responsibility
for driving progress in our impact opportunity areas. CEO
staff reviews progress on Strategic Realization and relevantgoals quarterly, including those related to our impact strategy.
The Autodesk Board of Directors reviews annual Strategic
Intent and Strategic Realizations and regularly reviews status.
CEO staff and the Autodesk Board of Directors are informed
annually by Autodesk’s chief sustainability officer, who oversees
coordination of efforts across these impact opportunity areas.

ESG governance at Autodesk
Board of Directors
Corporate Governance andNominating Committee

Compensation and Human
Resources Committee

Executive Leadership TeamESG Steering Committee

Global Impact Team

Functional leadership

Functional Leadership and Execution
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FY23 IMPACT REPORT7 7

Impact strategy

How wecreate impact

Progress demands that we work within our business,in partnership with our customers, and across ourindustries to accelerate positive impact—building
trust and delivering better outcomes for our business,customers, and the world.

Partner withcustomers
Achieve positive impact at
scale—by partnering withour customers to deliver
sustainable outcomes

We focus our efforts to advance positive outcomes across three
primary areas. These impact opportunity areas, informed by the
UN Sustainable Development Goals, align the top needs of our
stakeholders, the most important issues of our business, and theareas where we can best accelerate positive impact at scale.

Our impact strategy aligns closely with these United
Nations Sustainable Development Goals.

Improveour operations

Advanceindustries

Elevate sustainable businesspractices—by setting thestandard in our culture,
governance, and operations

Accelerate the transitionof our industries to be
more sustainable, resilient,and inclusive

Learn about assessments that inform our impact strategy.
Learn about how we drive progress toward the
UN Sustainable Development Goals.

FY24 IMPACT REPORT

Impact opportunity areas
Energy & Materials

Health & Resilience

Work & Prosperity

Enable better energy and material
choices, reducing carbon emissions
and waste. Encompasses key aspects
related to energy, materials, waste,
and supply chain.

Accelerate the design and make of places
and products that are safer, healthier,and more resilient. Encompasses key
aspects related to safety, health,well-being, resilience, and adaptation.

Facilitate the acquisition of
in-demand skills and lifelong learning
to meet the workforce needs of ourindustries. Encompasses key aspects
related to diversity, inclusion,
mindset, skills, and learning.

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FY23 IMPACT REPORT8 8

Executive compensationand ESG performance
To drive the achievement of our key strategic ESG
priorities around environmental sustainability andphilanthropy as well as diversity, inclusion, andbelonging, our executive compensation program
allows for the CEO to recommend to the Board of
Directors Compensation and Human Resources
Committee adjustments to awards for the otherexecutive officers based on ESG performance.
Given that long-term incentive awards are the largest componentof executive officers’ compensation, ESG adjustments will
generally focus on equity grants. The Committee will take into
account the CEO’s recommendations when determining the final
awards for the other executive officers and will also consider
the overall company progress and outcomes on ESG when it
determines long-term incentive awards for the CEO.
For FY24, we added more structure to our approach to linking
ESG to executive officers’ long-term incentive awards. As partof this effort, we defined quantitative and qualitative measuresthat leaders were assessed against to inform the CEO’s
recommendations to the Committee for the other executive

Sustainability financing
and impact investing
officers and the Committee’s determination of the final awards
for all executive officers. These metrics focus on diversity andbelonging and environmental sustainability, and include:● Employee belonging and engagement outcomes​● Turnover rates and representation of women and peopleof color​● Achievement of decarbonization, greenhouse gas (GHG)
neutralization, and renewable energy goals​● Executive involvement in and support of employee groups,
external organizations, and other efforts that promote
diversity, belonging, and environmental sustainability​
Only when we significantly exceed our ESG goals or fail toachieve these metrics are long-term incentive awards adjusted
upward or downward. For FY24, the CEO and Committee
concluded that the leadership team’s performance alignedwith expectations for progress on ESG initiatives and therefore
adjustments to executive officers’ long-term incentive awards
were not warranted.

We continue to further align our impact strategy with ourfinancial strategy to drive resources and capital into strategies,
projects, and initiatives that deliver results across the corporate
impact strategy. This includes aligning both how we raise capital(through the issuance of sustainability bonds) and how wedeploy capital (across philanthropic and procurement funds) to
optimize for sustainable outcomes.
Learn more about our integrated approach.

Raising capital
In FY23, we published the results of Autodesk’s firstsustainability bond, a $1 billion bond issued in FY22 anddeployed in alignment with Autodesk’s Sustainability
Financing Framework.

Autodesk has committed to target 1% ofannual operating profit for the long-term
support of our impact programs, which
includes our philanthropic work and our
climate commitments.
Additionally, Autodesk uses its philanthropic capital, managed
by the Autodesk Foundation, to de-risk innovations that advanceour industries to being more inclusive, resilient, and sustainable.
During the year, the Autodesk Foundation deployed $16.2 million
in grants and investments using a variety of instruments, from
grants and recoverable grants to return-seeking debt andmarket-based private equity.
Learn more

Deploying capital
We use the Autodesk Carbon Fund, funded through aninternal price on carbon, to follow through on the company’s
public commitments for its operations. The fund invests indecarbonization projects across our business operations,finances renewable energy projects, and procures high-quality
carbon credits. In FY24, we deployed $3.8 million at a carbon
price of $20 per metric ton.
Learn more

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FY23 IMPACT REPORT9 9

Impact measurement
and management

Moving forward

For more than 10 years, we have publicly reported
metrics that demonstrate our progress and impact,
such as GHG emissions, energy use, employee
demographics, and philanthropic investments.

We continue working to integrate our impact strategy into ourbusiness. In the coming years, we will continue expanding
our governance frameworks, refining our operating model,
improving metrics and management, and driving accountability
throughout the company. This will enable us to better meetgrowing stakeholder expectations, manage rapidly evolving
risks, and address emerging regulations. We are also keenly
focused on the tremendous opportunities presented byadvancing our impact strategy—for Autodesk, our customers,
and the industries we serve.

We have also set, achieved, or disclosed progress against goals
related to our carbon footprint and diversity and belonging.
Our biggest opportunity to create impact at scale is by enabling
our customers worldwide and across industries to harness dataand generate insights. Although these activities are complex,
multidimensional, and outside of our direct control, it isessential to equip our customers with the tools they need tomeasure, manage, and improve the impacts of their design andmake decisions.

Philanthropy
Autodesk's philanthropy catalyzes
progress toward a more sustainable,
resilient, and inclusive world.

See the Autodesk Foundation section for more information.
See detailed performance metrics in the Data summary.

Funding

$16.2

$21.6

in strategic philanthropy
deployed by the Autodesk
Foundation* during FY24 to aportfolio of 60 nonprofits andstart-ups globallyin charitable contributions,
including $18.4 million by Autodesk,†$2.7 million Autodesk Foundation matchof employee giving, and $0.5 million
Autodesk Foundation contributions forcrisis response and ERG grantmaking

millionThe Autodesk Foundation has gained important insights into
how impact measurement and management can establish
accountability, inform decision making, and provide the evidencebase to support deep, broad, and durable impact. As we advanceand scale Autodesk’s impact strategy, we continue to apply
these learnings to better enable customers to measure andmanage impact—and drive collective progress in our markets andindustries overall.

See the Employee impact at work section for more information.

millionTechnology

TalentMillionsof students and educators
used Autodesk softwareat no charge to learn design andmake skills (see Education)$42.0

24,400

millionin Autodesk software
donated to 3,200 nonprofits andstart-ups worldwide

employee volunteer hours,
including Pro Bono Consulting
volunteer hours* The Autodesk Foundation funds its portfolio through a donor advised fund (DAF).
† Includes a $1.5 million gift to the University of Florida.

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APPENDIX
FY23 IMPACT REPORTImprove ouroperations
By continuing to improve the impact of
our own operations, we are better able toserve as a trusted partner to our customers
and ecosystems in the transition to a moresustainable, resilient, and inclusive world.

FY24 IMPACT REPORTEnergy & Materials

Health & Resilience

Work & Prosperity

In addition to purchasing sustainable aviation fuel (SAF), we
joined Sustainable Aviation Buyers Alliance (SABA) to scale
up sustainable fuels that can drive decarbonization of theaviation industry.

Our Flex Forward program allows us to reimagine how wecollaborate, innovate, and shape inclusive team norms in a
hybrid-first environment.

We have increased the number of women in tech roles globallyby 49.5% compared to the beginning of FY22.

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APPENDIX
FY23 IMPACT REPORTEnergy &Materials

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FY23 IMPACT REPORT

Advancing our sustainablebusiness practices
Autodesk continues to strive for excellencein embedding sustainability throughout ourbusiness—which we believe to be essential
for any company operating in today’s businessenvironment. Our programs not only reduce
our own footprint, but they also enable us tothoughtfully engage with our customers andpartners on their own sustainability journeys.
Our sustainable operations efforts are an iterative journeyguided by:● Climate targets grounded in the latest science and aligned
to a 1.5˚C climate trajectory● Prioritization of internal investments and activities that
decarbonize our operations and support our suppliers to
become more sustainable1● A commitment to responsibly neutralize our residual
emissions by purchasing high-quality carbon credits,
renewable energy certificates, and virtual power purchaseagreements (vPPAs) that meet our climate impact criteria(these criteria include fostering measurable, meaningful, andadditional climate mitigation impact)
The SBTi validated our GHG emissions reduction targets in
FY222 and determined that our FY31 Scope 1 and 2 target isaligned with the 1.5˚C trajectory. For the fourth year in a row, we
made meaningful progress on our journey to decarbonize ouroperations and neutralized3 our residual emissions across ouroperations and entire value chain through the deployment of theAutodesk Carbon Fund. Autodesk first committed to neutralizing
our carbon emissions across Scopes 1, 2, and 3 on an annual
basis beginning in FY21. Our environmental policy underpins thecompany’s efforts in our own operations and with our products
and services.

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APPENDIX
FY23 IMPACT REPORTSustainable businesspractices targets

Ongoingcommitments

Reducing our emissions

Sourcing renewable energy

50%

100%

reduction in Scope 1 and Scope 2 GHG emissions by
FY31, compared to FY20

renewable energy sourcing our facilities, cloud services,and employee work from home by FY21§

SBTi validated
14.5% reduction achieved*

SBTi validated
Achieved and ongoing

55%†

minimum reduction in Scope 3 GHG emissions per
dollar of gross profit by FY31, compared to FY20
SBTi validated
57.9% reduction achieved

Report climate change information inmainstream financial reports
See Autodesk Annual Reports

Neutralize residualcarbon emissions
for Scope 1, 2, and 3 annually, beginning FY21
Achieved and ongoingIntegrate sustainable design capabilities into our
products and services
See Sustainability-enabling solutions

Conduct responsible corporate engagement inclimate change policy
Learn more

Engage our top suppliers to set GHG emissions
reduction targets

26.5%

of suppliers for purchased goods and services andbusiness travel, by emissions, will have sciencebased targets by FY27

Use an internal price on carbon

17.5% achieved‡

Neutralize our residual GHG emissions
See Autodesk’s California AB1305 disclosure.

FY24 IMPACT REPORT* The 14.5% decrease from our FY20 baseline was due primarily to the elimination of diesel cars in our fleet
operations in the Europe, Middle East, and Africa region, as well as refinement of utility data from ourworkplaces in North America.

‡ Autodesk’s spend by supplier as well as emission factors may change on a yearly basis, which will in turnimpact progress against this target. To accommodate these factors and provide a performance buffer, we aim
to engage a higher percentage of suppliers by emissions than the stated goal of 26.5%.

† This target is an approved science-based target that covers portions of our purchased goods and services,business travel, employee commuting, and fuel- and energy-related activity emissions.

§ This refers to a combination of renewable energy generated on-site, virtual power purchase agreements, andrenewable energy certificates.

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APPENDIX
FY23 IMPACT REPORTThe Autodesk Carbon Fundsupports GHG emissions reduction efforts within our business andvalue chain, helps address our residual emissions, and delivers
positive outcomes for the planet and our communities.

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APPENDIX
FY23 IMPACT REPORTAutodesk Carbon Fund
The Autodesk Carbon Fund supports our efforts tomitigate climate change in ways that are measurable
and additional by funding activities that:● Deliver on Autodesk’s sustainability commitments● Advance Autodesk’s unique climate impact opportunity
afforded by its employees, its customers, and its position
within industry
During FY24, our internal price on carbon remained at $20 per
metric ton. These funds support GHG emissions reduction
initiatives within our operations and value chain and reinforce
our commitment to neutralizing our residual emissions throughthe purchase of high-quality carbon credits. As we look ahead,
we recognize our carbon price will not be fixed. We will modify
it periodically to reflect the social cost of carbon and thefluctuating costs of the voluntary carbon markets.

In FY24 the Autodesk Carbon Fund invested$3.8 million

in projects that align with thecompany’s impact opportunity areas

We make investments from the Carbon Fund in four types ofprojects and initiatives: decarbonization, knowledge building
and training, carbon leadership and engagement, and voluntarycarbon markets.

Decarbonization

Knowledge building and training

Voluntary carbon markets

During FY24, we invested in the following initiatives to advancedecarbonization at Autodesk:

We invest in programs and initiatives to enhance the knowledge
and capabilities of our employees and partners and drive
progress in our climate efforts. During FY24, we:

We purchase carbon avoidance and removal credits to address
residual GHG emissions that remain after making the previously
mentioned investments, while also delivering positive outcomesin alignment with our broader impact opportunity areas. We
recognize the concerns that some stakeholders have regarding
the voluntary carbon market, related to monitoring, reporting,and verification of carbon reduction. We continue to strive fortransparency as the sector evolves, and we uphold high integrityin aligning with industry standards while welcoming changes toimprove on existing standards.

● Expanded our efforts related to sustainable aviation.
See Business travel.
● Reduced the number of diesel cars in our global auto fleet by
90% compared to FY22, and increased our hybrid and electricvehicle capacity.
● Finalized a new vPPA, an aggregated purchasing opportunity
in collaboration with Sustainability Roundtable, Inc. This 100
MW renewable energy project will go online during 2024.
We remain committed to sourcing 100% renewable energy4 in
our operations and this year focused our efforts on making
additional contributions to renewable energy.

80,800MWhof renewable energy purchased
in FY24 in line with
RE100 commitment

One hundred percent of our owned facilities now generate
renewable energy on-site that meets a portion of their energy
needs. In addition to sourcing 100% renewable energy for
our workplaces in FY24 (as in FY22 and FY23), we purchased
renewable energy certificates for all employees working fromhome (as in FY23).

● Conducted a training about our supplier procurement programwith more than 50 Autodesk employees, to support suppliers
to set science-based targets for GHG emissions reductions● Finalized a training to help our suppliers with the largest
GHG emissions better understand and reduce their carbon
footprints● Launched a survey to improve our understanding of employee
commuting post-pandemic
See Employee commuting and remote work.

155,000

metric tons of CO₂e emissions wereoffset by climate finance provided to
21 projects during FY24

Carbon leadership and engagement
Autodesk actively engages with industry peers, advisors, andpartners working to scale decarbonization solutions and create
markets for innovations we believe are critical to decarbonizing
our industries. For example, we are members of the BusinessCouncil on Climate Change (BC3), the Business Alliance for
Scaling Carbon Solutions (BASCS), Ceres, First Movers Coalition,and Sustainable Aviation Buyers Alliance.

For example:● Our carbon neutralization strategy included procurement ofcarbon removal and avoidance credits associated with thearchitecture, engineering, and construction and design andmanufacturing industries. For example, we purchased carbon
credits from CarbonCure, which manufactures low-carbon
concrete building materials.
● We also identify high-integrity nature-based carbon removal
projects as a source of credits. For example, we purchased
credits from the International Small Group and Tree Planting
Program (TIST) Kenya, which engages rural communities toplant trees on and around small agricultural plots. The plots
remove carbon from the atmosphere on land that would
otherwise be underutilized (for example, uncultivated fieldmargins or low-intensity cropping).
See detail.

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APPENDIX
FY23 IMPACT REPORTOur carbon footprint5
Procurement
We strive to embed sustainability into our purchasing practices,from our events and IT equipment vendors to office supplies
such as paper. Since FY21, we have partnered with CDP to engage
our suppliers and enhance collaboration and disclosure.
Through FY24, 146 of our suppliers (representing 17.5% of our
supply chain GHG emissions) set science-based GHG emissions
reduction targets validated by or aligned with SBTi, and we areworking with suppliers to increase this number significantly
during the coming years. We collect GHG emissions data fromsuppliers representing about 9% of our overall supplier spend
and also use internal data analytics to identify suppliers
representing another 20% of spend to include in our supplierengagement program. While we expect supplier-related GHG
emissions to fluctuate as we advance these efforts, we strive
to provide suppliers the needed resources and training tocontinually improve their programs and performance.

Business travel
We continue to explore ways to reduce business travel–related
GHG emissions by promoting virtual/hybrid meetings, educating
employees on sustainable travel practices, partnering withsustainable hoteliers globally, and incorporating sustainability
expectations into our standard meeting contracts. During FY24,
we joined SABA to help accelerate the transition to net zeroaviation. To reduce our future business air travel GHG emissions,
we continued our commitment to purchasing sustainableaviation fuel through our partnerships with the United Airlines
EcoSkies Alliance, Alaska Airlines, Delta Airlines, and theLufthansa Group. While our GHG emissions from business travelincreased by 30% in FY24 compared to FY23, we increased our
procurement of SAF by 60% during that period.

FY24 IMPACT REPORT

90%

fewer diesel cars in our fleet in FY24
compared to FY22

72%

of our leased vehicles were hybrid
or electric by the end of FY24

We are also working to decarbonize our fleet using hybrid andelectric leased vehicles. Through FY24, we reduced the numberof diesel cars in our fleet by 90% compared to FY22, and by theend of the year we had converted 72% of our leased vehicles tohybrid or electric. Our low emission ride-share trips from Uber
Green vehicles in the United States increased to 38% of total
Uber rides, up from 28% the prior year. Travelers worldwide
can select fuel-efficient hybrid and EV rental vehicles fromour preferred rental car partners within the booking platform,
although car rentals continued to decrease globally.

Major conferences
Autodesk University (our annual customer conference), One
Team Conference (our annual channel partner and sales summit),
and TechX (our largest internal, employee-driven conference)
are all carbon neutral, including the events, attendee travel, and
GHG emissions related to virtual participation.6 We achieve thisby enhancing efficiency, providing virtual attendance options,
reducing waste, and purchasing carbon credits. In FY24, these
conferences were all held in person and virtually.

Customer carbon emissions
Regulatory pressures, investor sentiment, and public sector
incentives are increasingly driving Autodesk’s customers tomeasure and manage the carbon emissions associated with theirbusiness activities. Autodesk products have an important role toplay in supporting this move toward the decarbonization of theindustries we serve. Due to the breadth and size of our customer
base, we have an uncommon opportunity to influence progressin this area.

To lower the impact of Autodesk University 2023, we helped
participants to coordinate shared rides between the airport andhotels and provided shuttle service back to the airport, limited
higher climate impact meal options, worked with event vendors
to choose sustainable options for event space and exhibit
construction, and donated leftover food and materials to localorganizations after the event. To increase awareness about
these sustainable behaviors, we communicated with attendees
through an FAQ. We also engaged with on-premise staff to learn
more about renewable energy challenges and opportunities atthe conference site.
OVERVIEWIMPROVE OUR OPERATIONSAutodesk’s ability to calculate the carbon emissions associatedwith our customers’ projects requires access to rigorous andauditable sustainability data. Our corporate strategy to offer
end-to-end software solutions and the evolution of our productofferings into platform-based industry clouds will enable this toa much greater degree. We will continue working to offer more
rigor and clarity on this in the coming years.

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APPENDIX
FY23 IMPACT REPORTAutodesk total GHG emissions in FY24

155,000
metric tons CO₂e*

Employee commuting and remote work

Cloud and data centers

To account for the impact of remote workers, in FY24 we again
included GHG emissions associated with home office energy
consumption in our footprint (as a part of the employee
commuting category based on the GHG Protocol).7 In FY24, we
conducted a commuting survey to update our understanding of
employee commuting post-pandemic and to collect primary data
to calculate associated GHG emissions. Through this initiative,
we also collected information about employee expectations andpriorities related to sustainability.

Since 2019, we have shifted more of our data centers from
Autodesk facilities to cloud infrastructure providers, increasing
efficiency due to higher infrastructure capacity utilization. In
addition, we strive to minimize data center energy use throughserver virtualization and selection of efficient equipmentthat meets respected industry standards and by streamlining
our code. During FY24, storage consolidation enabled us toeliminate 108 servers, routers, and storage devices globallyfrom our data centers, contributing to an 8% reduction in ourdata center GHG emissions in FY24.

Workplaces.
We assess our facilities’ environmental operating practices
related to energy use and other impact areas, and we work tocontinuously review and make sustainability improvements. We
use our operations as test cases to help refine the functionalityof our solutions, improve our environmental performance,and showcase how customers can use our solutions to meettheir sustainability objectives. Due to workplace closures andincreased work from home, GHG emissions in this category were2% lower than in FY23. Our offices have sourced 100% renewableenergy since FY16.

FY24 IMPACT REPORT

We source 100% renewable energy for our data centers, and wehave purchased carbon credits to neutralize the GHG emissions
associated with our cloud services since FY16.

62% Procurement
25% Business travel
6%

Major conferences

4%

Employee commuting and remote work

1%

Workplaces

1%

Cloud and data centers†

3%

Other‡* During FY24, our GHG emissions equaled 155,000 metric tons CO2e, up 35% compared to
FY23. This increase was primarily due to a methodological change in our calculations (seefootnote 7 in the Carbon footprint data table for detail). Not including that change, ourGHG emissions increased 9%, due primarily to business travel. Segments do not add up
to 100% due to rounding.

OVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIES† We anticipate that GHG emissions in this category will rise in the coming years
due to increased Scope 3 reporting by cloud service providers.
‡ Includes upstream transport (2.7% of total GHG emissions), fleet (0.3%), andleased assets (0.1%).

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APPENDIX
FY23 IMPACT REPORTHealth &Resilience

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APPENDIX
FY23 IMPACT REPORTResilience and well-being
Autodesk is committed to supporting our employees
to adapt, grow, and bounce back from disruption
or change. By cultivating a workplace where all
employees can realize their potential, we offer
more than just a place to work. As a company leadingchange, we are creating opportunities for people
to thrive.
Autodesk is committed to supporting the resilience and wellbeing of our employees.

Organizational and community resilience
At Autodesk, building resilience is not just about the individual.
Purposeful connections, flexibility on how work gets done,
and work-life balance are all part of building organizational
resilience collectively.

Purposeful connections
Employee Resource Groups: Our vibrant and growing network of
Employee Resource Groups (ERGs), open to anyone at Autodesk,
provides a space for peer support and mentorship and helps
drive partnerships with local communities.

Autodesk builds and supports
organizational and personal resilience witha broad range of programs and initiatives.

FY24 IMPACT REPORT

Flexibility on how work gets done
Flex Forward: The Flex Forward program allows us to reimagine
how we collaborate, innovate, and shape inclusive team norms
in a hybrid-first environment. We have created a set of tools to
support managers and their teams to do their best work with afocus on belonging and well-being.
Focus Fridays and Smart Sundays: This companywide initiative
reserves Friday afternoons from noon until the end of the day(local time) as a no-meeting block. In Israel, Jordan, and Saudi
Arabia, the focused work block takes place on Sunday afternoons
and is called Smart Sundays. This no-meeting time supports andencourages employees to boost productivity, and experiencesome relief from meeting fatigue.

Work-life balance
Recharge Days: In addition to each country’s annual timeoff package, we provided six one-time, paid Recharge Days in
2023 for well-deserved breaks to support meaningful ways todisconnect and rejuvenate. For example, in the United States,
these days included World Mental Health/Inclusion Day in
October and the period from Christmas through the day after
New Year’s.
Digital Life Insights: To help Autodesk employees understandtheir work patterns—including in areas such as meeting lengthand structure, collaboration partners, and tool usage—we offer
Digital Life Insights. Employees can use this internal product todiscover personalized resources that help them plan workdays,
set meeting goals, and avoid burnout.

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APPENDIX
FY23 IMPACT REPORTBenefits and personal resilience

Benefits My Way

Bravely

Employee Assistance Program (EAP)As a key part of our Total Rewards package, our Benefits program
helps Autodesk attract, develop, and retain high-performing
employees. Our benefits are comprehensive and flexible enoughto support our employees through various stages of their timeat Autodesk. Through these offerings, employees are better
equipped to adapt, thrive, and help our customers solve criticalglobal challenges.

Our employees have diverse needs, so we offer a variety of
benefits. Our Benefits My Way wellness reimbursement programprovides our employees increased flexibility to support their
physical, emotional, financial, and sustainable wellness. Witha broad range of eligible items and activities, employees canreceive reimbursements that support their well-being. For
example, employees in the United States receive up to $1,000
per year in reimbursements (amount varies by country).

Bravely gives employees access to confidential and freecoaching services through a global community of on-demand
professionally certified coaches. The coaches through Bravely
can help with work-related topics such as managing workplace
challenges and giving advice to employees to help them develop
and grow at Autodesk.

Autodesk’s Employee Assistance Program provides our
employees and their families with counseling services, as wellas online access to well-being and self-care resources for
additional support when needed. These resources cover a broad
range of areas, such as:

We recognize that a rewarding career andpersonal life depend in part on good healthand peace of mind.

The following categories include a long list of eligible items,
such as:Physical – Gym and sports club membership fees, activity
trackers, camping equipment, activity/sports equipment, andfitness trainers
Emotional – Arts and crafts supplies, hobby classes, massages,
music instruments and lessons, relationship workshops, sleep
assistance equipment and programs, and yoga classes
Financial – Pet care, childcare services, elder care services
for family members, financial advice, planning, and seminars/
classes, legal services, and student loan repayment

Supporting neurodiverse family members
and colleagues
Neurodiversity includes the invisible differences in the ways wethink and behave. This might include differences in speech andaction in our day-to-day lives or a diagnosed challenge such as
ADHD or autism spectrum disorder. During 2023, in collaboration
with our new ERG, MIND (Mental Inclusion, Neurodivergence,and Disability), we introduced RethinkCare. This thirdparty solution provides Autodesk employees and family
members access to parenting expert consultations, workplaceneurodiversity expert consultations, and the RethinkCare
platform and mobile app (which includes thousands of training
courses and other resources in this area).
Learn more

Sustainable – Electric vehicles, solar products, recycling,
composting, and other items to support a greener lifestyle

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESLife issues – Stress management, relationships, health and wellbeing, and work-life balance
Financial services – Budgeting, getting out of debt, credit,
collections, saving, and investing
Family issues – Parenting, childcare, pregnancy, infertility,
and adoption
Work matters – Career development, coworker relationships,
and job stress
Legal services – Estate planning, real estate, landlord-tenant
disputes, and IRS concerns
While benefits vary by country, see additional detail about
benefits available to US employees, including health andwellness, financial, time away (including parental leave),everyday living, and more.

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APPENDIX
FY23 IMPACT REPORTEmployee health and safety
At Autodesk, we work to maintain a strong health andsafety culture. We help our employees work safely andproductively through participation in programs thatmitigate occupational safety risks in our workplaces.
All company sites have emergency response guidance,and many also have safety committees and emergency
response teams to help keep our employees safe.
Through our Autodesk Flex Forward program, we provide
our employees flexibility while meeting the demands of ourbusiness. We support a blend of office-based, home-based, andhybrid work, and we are dedicated to ensuring employee healthand safety across these settings.
During FY24, we further refined our approach to health andsafety training, based on an assessment of job classifications
as well as relevant Autodesk and governmental training
requirements. We confirmed that the training we deliver matches
the needs of employees’ roles and, to provide more tailoredinformation, we increased the amount of training that wedeliver in-house.

Autodesk’s in-person emergency response team program
conducts drills and offers support to offices and employees
worldwide. Every company location globally with at least 50
employees has an emergency response team on-site as well asan action plan that includes detailed guidance and protocols
for a wide variety of safety- and security-related emergency
situations. In the case of fires, flooding, and other emergencies,
the local team sends alerts to employees in affected areas andoffers evacuation and injury support.
During the year, we also developed five trainings for the
Autodesk Technology Centers, covering areas such as hand andpower tool safety; personal protective equipment; and slips,
trips, and falls.
The recordable injury/illness rate at Autodesk (including homebased work) equaled 0.06 in 2023. Our days away, restrictions,and transfers (DART) rate equaled 0.05 during the year.

Autodesk offers flexible workspaces that are intentionallydesigned not only for collaboration but to be ergonomicallycorrect. To mitigate ergonomic risk in the office setting or athome, we offer an online ergonomic self-assessment and safety
training program that tracks personal ergonomic risks identified
by employees and suggests alternative work habits to potentiallyresolve those issues. If issues persist, certified ergonomists
are available worldwide to provide further evaluations, conduct
training, and recommend corrective measures, including work
habit changes and, in some cases, workstation modifications. In
some locations, during FY24 our certified ergonomist held officehours (both in-person and virtual) for product demonstrationand stretching lessons. We also provide tailored ergonomic
guidance for employees in home-based settings and offer
them buying guides and input regarding the most appropriate
available solutions.

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APPENDIX
FY23 IMPACT REPORTWork &
Prosperity

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APPENDIX
FY23 IMPACT REPORTLiving our culture
At Autodesk, we take great pride in our unique culture.
Our success comes from unlocking the passion, talents,
and potential of all Autodeskers, who in turn help ourcustomers achieve better outcomes.
Together, we harness the power of our culture to:● Unite Autodeskers through our shared purpose and senseof belonging● Ensure a globally diverse workforce and culture of inclusionthat drives innovation● Amplify our Culture Code to improve professional growthand business outcomes

Our Culture Code—putting our values to work
The Autodesk Culture Code expresses Our Values and theWays We Work that make us a Customer Company. It puts ourculture into meaningful, actionable terms and is embedded
into performance evaluations, recognition programs, andcompanywide learning. By harnessing the power of our culture,
we deliver a world-class employee experience, partnering withand enabling our people to thrive and realize their potential.
Fast Company Best Workplaces for Innovators list (2023)
Built In 2024 Best Places to Work list

Culture drives employee retention

Employee engagement*

We believe our strong company culture, including our diversity
and belonging programs and approach to hybrid work anchoredin flexibility, continues to contribute to a lower turnover rate
as compared to our Worldwide Software industry peers. Overallturnover for Autodesk in FY24 was 9.1%, including both voluntaryand involuntary exits, compared to an industry average of 15.4%
as of January 31, 2024. This placed us below the 25th percentile.
Our voluntary turnover rate in FY24 was 4.6%, compared to anindustry average of 10.1%. This also placed Autodesk below the25th percentile, for the third consecutive year during a time ofheightened turnover.8

2023

83

2022

82

2021

82

* Represents the average employee engagement score over three pulses during a given fiscal year. The
engagement score is on a scale of 1–100 measuring the average outcome of two questions, eSat, andRecommend. These data are reported on a calendar year basis.

Learn why former Autodeskers return to the company.

Glassdoor’s Best Places to Work 2024 list

We are trusted partners
At Autodesk, we predicate our success on being a trusted partner
across our teams, for our customers, and for our communities.
What it means to be a trusted partner:

FY24 IMPACT REPORT

Across our teams

For our customers

For our communities● We embrace the expertise of others, and move faster together● We ensure all our services are reliable and secure● We help educate the workforce for the future● We are accountable, sharing successes, failures, and learnings● We improve outcomes through transparent use of data

● We make courageous decisions while understanding theimpact on others● We help customers succeed today and win tomorrow● We partner with our customers to enable a sustainable,
resilient, and inclusive future

OVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIES● We deliver innovation for the world’s more pressing
environmental challenges

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APPENDIX
FY23 IMPACT REPORTOur Values
Our Values define how we at Autodesk work, both as individuals
and as a company, and express the essence of who we are. Theybring clarity to what we believe and what we expect of those
who work with us. Our Values are organized around how wethink, how we feel, and what we do. They guide and inspire ourmindsets, choices, and actions.

Think

Feel

Do

Smart

Inclusive

CourageInnovative

Impactful

Accountable

Agile

HumblePragmatic

We act as one Autodesk
to get the best resultsfor our customers,
our business, andour employees.

We empower
decision makers.

We actively foster anenvironment where
people can bring theirauthentic selves to work.

Ways We Work
The Ways We Work describe how we operate as team members,
as departments, and as a company. The Ways We Work help
build a rich understanding of what we expect of ourselves andour colleagues.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIES

We hold ourselvesto the highest ethicalstandards byembodying integrity.

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APPENDIX
FY23 IMPACT REPORTOur culture of impact brings to life

Autodesk’s vision of abetter world designed
and made for all.

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APPENDIX
FY23 IMPACT REPORTLearning and living our Culture CodeOur culture is a journey we take together every day. Autodesk
employees learn about our Culture Code, engage with it, andcontribute to it.
Through purposeful conversations, workshops, and reflective
exercises, teams across Autodesk identify actions they cantake to bring our culture to life in sustained and meaningful
ways. Each culture learning activity gives us the opportunity
to examine our current actions, identify roadblocks, and apply
practical solutions. The goal is for participants to form new
habits and processes, both individually and organizationally,
to make our culture real at Autodesk. We aim to embed our
Culture Code into all aspects of the employee experience, fromtalent acquisition and new employee onboarding to recognition
programs and promotions.

Employee spotlights

Inclusion in the hybrid workplace

Empowering decision makers

At Autodesk, belonging means being welcomed and celebrated
for who you are and what you do. We strive to create anenvironment where everyone, everywhere, is excited to come towork, feels a sense of belonging, and can fully contribute theirtalents in the workplace.

At Autodesk, we empower decision makers. As one of the Ways
We Work in our Culture Code, we clarify roles in the decision
making process and work together to arrive at the best result.
Instead of defaulting to consensus, deferring or rushing adecision, or making the decision but forgetting to communicate
it, we work within a common framework toward more efficientand purposeful business decisions. We empower all employees
from senior leaders to individual contributors to help build aculture of effective decision making at Autodesk.

Learn more in Diversity and belonging.

Our Flex Forward program supports managers to lead in a hybrid
workplace. This includes Harnessing Hybrid training to equip our
people managers to strengthen trust and accountability within
our teams as we further develop our capability of managing in a
hybrid world.
As Autodesk commits to a hybrid-first work environment, we
see the need to revisit our rituals and norms around gathering,ensuring they are, by design, fostering productivity, humanconnection, and belonging. While most gatherings will default tofully remote or hybrid, in-person gatherings will still be a criticalpart of our culture and how we get work done. Our Gathering
Guidelines focus on in-person gathering, offering guidance andconsiderations to people managers, site leads, and employeeswith a shared mindset for “why” and “when” to gather. These areused in combination with our Intentional Gathering resources toensure we design our time together to be meaningful, inclusive,and outcome-focused.
Learn more in Flex Forward.
Flex Forward: Saying yes to a hybrid-first work culture.

Human-centered design
At Autodesk, we recognize the transformative power of design
thinking. For several years, we have embraced the LUMA
SystemTM for human-centered design as a crucial component of
our approach. This system equips us with an empathetic mindset
and consistent tools that are utilized throughout the company.
When the pandemic forced us to suspend in-person classes,
we adapted the LUMA System program to accommodate
remote work. This has since evolved into a hybrid model.
Training sessions and structured collaboration projects now
take place within digital collaboration platforms as well as
in-person settings.
Nearly half of Autodesk employees have received training indesigning and facilitating human-centered design sessions,both internally and with our customers. Teams have reported
enhanced collaboration, significantly increased confidence in
employee and customer meeting facilitation, and more diversityof thought stemming from the combination of design thinking
and collaborative tools.

“Regardless of the responsibilities
you have in life, having flexibility
at work is important to living
a balanced life, so you don’t
feel guilty or have to missimportant milestones.”
Querida Xie
Diversity Program Manager
Learn more

“One of my favorite things about
working at Autodesk? The culture!
Company culture is at the top of mylist when considering a role, andI’m fortunate to work with great
leaders who help shape our culture
at Autodesk and keep it fun.”Kaili Linville
Territory Account Sales Executive
Learn more

We are proud of the positive impact that human-centered design
has had on our company, and we remain committed to fostering
a culture of innovation and empathy in all aspects of our work.
Autodesk designs effective hybrid work with Mural and the
LUMA System.

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APPENDIX
FY23 IMPACT REPORTDiversity and belonging
In a world that is increasingly more complex anddiverse, we believe that our culture of belonging fuels
innovation and competitive advantage well into
the future.
We are committed to building and maintaining an environmentthat inspires our employees globally to do their best work andbring their full selves. Diversity of background, minds, andcapabilities is fundamental when crafting products and solutions
that solve the most complex challenges and address market
needs worldwide.
We strive to continuously nurture an environment where
everyone has the chance to unleash their full potential, flexibly
define how they do so, and help Autodesk continue to transcend
the traditional approaches to work and productivity.
As a company, we endeavor to help everyone, everywhere design
and make a better world for all. This challenges and inspires us
to be the most innovative and inclusive trusted partners for ourcustomers, our communities, and each other, to achieve ourbold mission.

Global diversity and belonging strategy
Since 2020, our holistic global diversity and belonging strategy
has focused on individual, interpersonal, and structuraldimensions of change and transformation. To drive progress,
during 2023 we continued to focus on three change levers:● Attract and retain a diverse workforce● Expand leadership diversity● Foster a culture of belonging

Autodesk named a 2023 Leader in LGBTQ+
Workplace Inclusion

Through a data-driven approach, we are building our programs
and measuring success.

Autodesk earned a score of 100 on the Human Rights Campaign
Foundation’s Corporate Equality Index and was designated arecipient of the 2023 Equality 100 Award: Leader in LGBTQ+
Workplace Inclusion.

Learn more

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSForbes 2023 Best Employers for Diversity
Autodesk ranked number 197 on Forbes’ list of Best Employers for
Diversity, which showcases organizations leading the charge infostering inclusive workplaces across various industries.

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APPENDIX
FY23 IMPACT REPORTDiversity and belonging
objectives and goals
This page summarizes the final outcomes against our threeyear diversity and belonging goals. We closed out this leg of
our journey celebrating notable successes and progress ineach of our focus areas. We also identified opportunities where
additional effort is needed moving forward.

Attract a diverse workforce

Expand leadership diversity

Foster a culture of belonging

Objective

Increase representation of women in tech, women in sales, andunderrepresented people of color employees in the United States

Increase geographic and demographic diversity of leadershipTransform our culture so that all employees feel they belong

Goals (by the end of FY24)

Increase the number of women in tech roles globally by

Increase the number of leaders (director and above) based in EMEA,
APAC, Japan, Canada, and LATAM by

Reduce gaps between all demographic groups and companywide
survey scores on belonging to

25%

10%

5 points or less**

Progress through FY24:

Progress through FY24:

Met 198% of goal

Met 204% of goal

Within 5 points

Increase the number of women in sales roles globally by

Increase the number of leaders (senior director and above) in the
United States who are people of color† by

Reduce gaps between all demographic groups and companywide survey
scores on engagement to

25%*

40%*

5 points or less

Progress through FY24:

Progress through FY24:

Met 57% of goal

Progress through FY24:

Met 150% of goal

Within 5 points

Increase the number of US employees who
are underrepresented people of color‡ by

Increase the number of US
Black employees by

Increase the number of Black and Latinx leaders (senior director andabove) in the United States by

Launch diversity and belonging training companywide, and achieve
greater than

30%

100%

300%

75%

Progress through FY24:

Progress through FY24:

Progress through FY24:

Progress through FY24:

Met 97% of goal

Met 63% of goal*

Achieved

Progress through FY24:**

Met 60% of goal

96.5% achieved(based on biennial Professional Behaviors mandatory training, last conducted in FY23)

Just below target
MissedMissedemployee participation* Compared to the beginning of FY22.
† People of color includes the following United States EE0‑1 categories: Asian, Black or African American, Hispanic or Latino, Native Hawaiian or Pacific Islander, Native American or Alaska Native, Two or More Races.
‡ Underrepresented people of color includes the following United States EE0‑1 categories: Black or African American, Hispanic or Latino, Native Hawaiian or Pacific Islander, Native American or Alaska Native.

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APPENDIX
FY23 IMPACT REPORTFY26 objectives and goals
Three years ago marked our first endeavor to establish
goals centered on diversity and belonging. We encounteredsignificant challenges due to fluctuating market dynamics andhiring conditions, and we fell short of achieving some of our
key metrics. Nevertheless, during this period we witnessedsignificant advancements in fostering greater gender and ethnic
diversity within our talent pool.

Workforce representation

Culture of belonging

Objective

Make additional gains in workforce diversity

Maintain a culture where all employees feel they belong

Goals (by the end of FY26)

Achieve

Maintain a

Moving forward, we are setting our focus on percentage ofdiverse workforce representation, acknowledging the need fora more comprehensive framework that better encapsulates ourcommitment to diversity and belonging within our workforce.

Achieve31%

women in commission-eligible sales roles globally
Achieve

7.5%Black, Latinx, and Indigenous individuals in senior director* andabove roles in the United States and Canada

We believe our strategies have significantly helped us attract
and retain more diverse talent across the globe, enabling our
employees to be more productive and innovative in ways that
help them, and our business, succeed.

FY24 IMPACT REPORTor smaller difference between all demographic groups andcompanywide survey scores on belonging† and care‡women in tech roles globally

We have learned a lot over the past three years and gained
an appreciation for the challenges of setting stretch goals toachieve increases in representation across the areas upon which
we focus. Despite a global pandemic, the great resignation, anda softening of diversity and belonging–related commitments
across the industry, we remain steadfast on creating a culture
where employees, no matter their background, feel they belong.

Over the next two years, we will remain committed to buildingon the momentum we have achieved and will push ourselves tomake further advances across the following areas.

4 point

25%

Achieve

12%* Director level and above.
† Based on responses to the statement “I feel a sense of belonging at Autodesk.”‡ Based on responses to the statement “At work, I feel cared about as a person.”

OVERVIEWBlack, Latinx, and Indigenous employees in the United States
and Canada

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APPENDIX
FY23 IMPACT REPORTAttract and retain a diverse workforce
We all win when we attract, retain, and advance talented
individuals. This requires a holistic, multifaceted approach.
We continuously work to integrate inclusive hiring practices
into every step of our recruitment process, including evaluating
and revising job descriptions to be more inclusive, using market
intelligence to identify strong, diverse talent, and incorporating
early career recruitment into our hiring plan.

Expanding the leadership pipeline
To promote diversity at executive levels globally, for all leadershiproles at and above the director level, we are committed to
identifying and engaging with a diverse slate of candidates interms of gender globally and race in the United States.

Early talent pipeline
Engagement with Historically Black Colleges and Universities(HBCUs) and Hispanic-Serving Institutions (HSIs) remains
a cornerstone of our diversity strategy in the United States.
We partner with key organizations, including California State
University, Northridge; HSI Career Collaborative; HBCU 20x20;
Howard University; Management Leadership for Tomorrow(MLT); and National Action Council for Minorities inEngineering (NACME).
Through our partnership with NACME and HBCU 20x20, we offer
the immersive pre-internship Empowering Potential, Inclusivity& Connection (EPIC) program for students who have been hired
though partner universities. Taking place three months prior
to the internship cycle, EPIC sets out to elevate the experiencethrough mentorship, networking, and professional development.
Participants gain practical experience by engaging in handson learning and solving real technical challenges under theguidance of experienced Autodesk engineers.
Hosted by Career Services at the College of Engineering andArchitecture at Howard University, Autodesk participated in athree-day event series aimed at fostering and strengthening
relationships with students. The series consisted of an in-personcareer fair, on-campus networking, and an on-site interview day
to encourage students to pursue internships at Autodesk.

FY24 IMPACT REPORTFY24 employee workforce data*
In 2023, we expanded our partnership portfolio with theaddition of Management Leaders for Tomorrow, a professionalorganization focused on students who identify as Black,Indigenous, and Latinx from any US university.

External diversity partnerships
To support our diversity goals, we collaborate with organizations
such as NACME, Lesbians Who Tech, AfroTech, and PowerToFly.
These collaborations are key to reaching a wide arrayof candidates.

Overall workforce,by gender

Global focus on CARE
In 2023, we expanded our Career Advancement Retention
Effort (CARE) program. Initially focused on employees ofunderrepresented populations, this initiative now extends toall employees globally. CARE sets out to enhance the manageremployee relationship by enabling leaders to better understandemployee motivations and aspirations, build trust, and pinpoint
areas for development. We provide reference materials andconversation guides for leaders (translated into 10 languages)that contain supporting context and research on the experiencesof underrepresented people and those from intercultural andnon-US backgrounds.
These attraction efforts are yielding positive results, with more
job candidates who identify as women (globally) and peopleof color (in the United States) than ever before. For example,
37.7% of external hires during FY24 identified as women (up1.5 percentage points since FY23). Partly as a result, women
increased from 33.4% of Autodesk’s overall workforce globally atthe end of FY20 to 35.6% at the end of FY24. In the United States,
9.6% of external hires during FY24 were Black. This contributed
to the rise from 1.7% of the US workforce that Black employees
represented at the end of FY20 to 3.9% at the end of FY24.

59.3%

White

25.4%

Asian

7.4%

Hispanic or Latino

3.9%

Black or African American

2.6%

Two or More Races

0.9%

Not specified

0.3%

Native American or Alaska Native

0.2%

Native Hawaiian or Pacific Islander

35.6%

Female

64.4%

Male

0.0%

Chose not to state

US workforce, by race/
ethnicity* Data are as of the end of FY24.

See detailed performance metrics in the Data summary.

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APPENDIX
FY23 IMPACT REPORTFY24 leadership data*

Overall leadership,by gender

34.7%

Female

65.3%

Male

Expand leadership diversity
Representation at the top
We continue our efforts to expand and sustain leadershipdiversity from the Board of Directors to senior leadership and to
all areas of Autodesk. As a global company, it is critical that ourleadership reflects the perspectives of our customers aroundthe world. Therefore, we have prioritized growing our leadershipcapabilities globally.
Our Board of Directors consists of 11 members and reflects
diversity in terms of both race and gender. Women represent
45% of Autodesk’s Board membership. Our commitment to
attracting and retaining diverse talent extends to our seniorleadership team, and 60% of our executive team is women.

Focusing on inclusive growth and development
In 2022, we launched NEXT LEVEL, a leadership development
and sponsorship program designed to increase underrepresented people of color in senior leadership. The cohortthat graduated in 2022 continued to benefit from the program
throughout 2023, with a focus on profile elevation. Graduates
received dedicated support from Autodesk’s Talent Acquisition

FY24 IMPACT REPORT

team in highlighting accomplishments and connecting thegraduates with hiring managers looking for exceptional leaders
to join their teams. Since the start of the program, 25% ofparticipants have received promotions and 5% have benefited
from expanded roles.

Building inclusive leaders
In partnership with Simmons University Institute for Inclusive
Leadership, we introduced Actions of an Inclusive Leader. Thislearning journey encompasses interactive, experiential, andpractical elements that inspire and equip leaders to enhance
inclusion for all employees through their daily actions. Nearly
1,000 leaders across Autodesk participated in 2023. To support
ongoing learning, we launched the complementary Inclusive
Leader site, which contains self-assessments, team discussion
guides, action plans, and other resources.

OVERVIEWIMPROVE OUR OPERATIONS

67.7%

White

22.7%

Asian

2.9%

Hispanic or Latino

2.9%Black or African American

1.8%

Two or More Races

1.4%

Not specified

0.6%

Native American or Alaska Native

US leadership, by race/
ethnicity* Data are as of the end of FY24.

See detailed performance metrics in the Data summary.

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APPENDIX
FY23 IMPACT REPORTFoster a culture of belonging
We are committed to building a culture of belonging at
Autodesk by listening deeply, providing education,
implementing programs, and, most importantly, inspiringcollective accountability.

Employee Resource Groups
We have a vibrant and growing network globally of ERGs,
employee-led communities composed of individuals who cometogether based on common backgrounds or dimensions ofdiversity aligned with Autodesk’s global diversity and belonging
strategy. Each ERG is sponsored by a member of our Executive
Leadership Team, and our ERG Global Leads partner with theDiversity & Belonging team to continue to help make ourworkplace a more diverse, inclusive environment where everyone
can bring their authentic selves. Our ERGs provide opportunities
for all Autodesk employees to grow and shape our workplace
and the world.
In FY24, Autodesk had nine ERGs: Asian Network, Black
Network, Indigenous Network, Latinx Network, MIND (Mental
Inclusion, Neurodivergence, and Disability) Network, Pride
Network, Veterans Network, Women’s Network, and Young
Professionals Network.
Autodesk’s ERG program is continually evolving to make aneven greater impact on our employee experience and ourbusiness globally.

In 2023, we:● Continued granting a $10,000 appreciation bonus to each
global ERG lead on completion of every year of service, forthe many ways they help our employees feel supported andincluded, both in times of celebration and in the face of social
injustice.
● Launched two new ERGs—our Indigenous Network and our
MIND Network.
● Included ERGs at each of our three major conferences:
Autodesk University, One Team Conference, and TechX.
At Autodesk University, the ERG-led panel Going Beyond
Boundaries: How Allyship Fuels Inclusion received an award
in the category “Top-Rated Sessions for Additional Industries
and Audiences.”● Sent an ERG team to the Autodesk World Cup, an annualinternal event that brings together self-organized teams
from across Autodesk to participate in a soccer tournamentand celebration of teamwork, community, and being
One Autodesk.

“From my perspective, one of the biggest
opportunities is how the innovative minds
within this group will advocate for an evenmore equal and accessible experience for“I am very excited to find ways to give

all of Autodesk. There is a saying withinback to Indigenous communities and thethe disability community, ‘Nothing Aboutland we inhabit. Our culture has a very

Us Without Us,’ which means decisions

strong connection to the earth and living

made about and for people within oursustainably—I think Autodesk’s values

community need to be made with people inalign well with Indigenous beliefs.”

our community at the table.”

Elissa Flandro
Global Lead of the Autodesk Indigenous Network
Learn more

FY24 IMPACT REPORT

Kassidi Sorenson
Global Lead of the MIND Network
Learn more

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APPENDIX
FY23 IMPACT REPORTFostering a global mindset

Programs across the businessHonoring the local traditions and customs of Autodeskers
around the world is central to our culture of inclusion andbelonging. Throughout 2023, we highlighted numerous Days ofObservance (DO). These included: Lunar New Year, Ramadan/
Eid al-Fitr, Golden Week, Rosh Hashanah/Yom Kippur/Sukkot,
Mid-Autumn Festival/Moon Festival, Dia de los Muertos,
Diwali/Deepavali, and Kwanzaa. In some cases, these days areallocated as public holidays in locations where they are widely
acknowledged or celebrated. To increase employee awarenessabout the significance, histories, and customs of theseobservances, we developed fact sheets and made them available
on Autodesk’s intranet. This information also helps managers
understand how these days may affect team members insideand outside of the workplace to foster a global leadershipmindset and consider the impact that these events may haveon business initiatives.

Employee-driven initiatives play a significant role in advancing
Autodesk’s broader corporate diversity and belonging strategy.
Several division-specific diversity committees/councils
exist across the company. Composed entirely of employee
volunteers, these groups partner closely with leadership,
the corporate Diversity & Belonging team, and respective
executive VP sponsors to foster a culture of inclusion within
their divisions.

A company’s headquarters country often has a larger
proportion of global leadership roles, and this is true at
Autodesk. Looking ahead, we will focus on locating a greater
proportion of leadership roles outside of the United States,
which can offer diversity in leadership perspectives, moreleadership roles located where employees are, and better
career opportunities to attract and retain the best talent ineach country where we operate.

The Finance Diversity and Belonging Committee is dedicatedto promoting a workplace culture where diversity is celebrated
and everyone feels a powerful sense of belonging andauthenticity. The committee champions these efforts within
Finance through a variety of initiatives. Notable work in 2023
included: sponsoring women for the WILpower leadershipdevelopment program, launching education for leaders

FY24 IMPACT REPORTThe Autodesk Women in Enterprise Systems & Experience(ESE) initiative supports our goal to increase representationof women in tech through career and professional
development. During 2023, ESE established the Womenin Leadership community, a series of salons focused on
authenticity, intentional networking, and navigating theimpact of gender in leadership.

OVERVIEW

focused on career allyship and advocacy, connecting 300
students in the United States with Autodesk Finance employees
for career path–focused chats, and linking mentors from
Autodesk Finance with students in Dublin, Ireland, to devise
solutions for societal challenges, culminating in an inspiring inperson event.
Autodesk Women in Sales (AWIS) is a corporate initiative
launched to improve the recruitment and retention of female
employees in Worldwide Sales and Customer Success. In 2023,
AWIS collaborated with our Women’s Network ERG to enhancea global speaker series, which featured virtual sessions andon-site events around the world, including in Amman (Jordan),
San Jose (Costa Rica), Munich (Germany), Barcelona (Spain),and Atlanta and Denver in the United States. AWIS also focused
during 2023 on encouraging a wide range of diverse andtalented candidates to apply for sales roles at Autodesk, andthe sales organization piloted an analytics tool that measures
inclusiveness in job descriptions and makes recommendations
to ensure those descriptions speak to all candidates. During
the year, the number of female applicants for sales roles rosesignificantly within six months, and Autodesk adopted use of
the tool companywide.

IMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESThe Legal Diversity, Inclusion, and Belonging (LDIB) team is agroup of volunteers in Autodesk’s legal department dedicatedto promoting the company’s ongoing objective of creating andsustaining a culture of belonging and respect for people ofdiverse backgrounds, beliefs, and ways of living. In 2023, theteam hosted the second annual LDIB week, a global virtual
event series featuring live workshops, recorded webinars,
and facilitated discussions on a variety of topics, such as
mentorship, career development, unconscious bias, inclusive
decision making, introversion, and career paths.
To further align and expand the reach and momentum of
employee-driven initiatives across a greater segment of ourcompany, we also established the Products and Platform
Diversity Council during 2023. This group will support efforts
to attract and retain the best talent and drive diversity andbelonging, focused primarily on technical roles.

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APPENDIX
FY23 IMPACT REPORTDiversity and belonging in Autodesk
Foundation programs
Diversity and belonging is core to the Autodesk Foundation’s
aim to catalyze solutions to climate change and inequality.
The Autodesk Foundation advances diversity and belonging
through grantmaking and investing, programs, operations,and storytelling. Through its work, the Autodesk Foundation isenhancing equal access to capital—and expanding the gender,
racial, and geographic representation of leadership teams acrossits portfolio.
Learn more about the Autodesk Foundation’s efforts, including its
Inclusive Climate Innovation Initiative and Engineering for Change
Fellowship program.

Grantmaking with Employee Resource Groups
In 2023, the Autodesk Foundation partnered with Autodesk’sDiversity & Belonging team to run the second year of aparticipatory grantmaking program through which thecompany’s nine ERGs each directed $20,000 in unrestrictedfunding to nonprofits of their choosing. This collaboration—
which brings ERG members into the Autodesk Foundation’s
work as stakeholders and decision makers—enables ERGs tostrengthen the bonds they are creating within and beyond
Autodesk’s walls, leading to positive impacts in the communities
they represent. Through this initiative, ERG grantmaking teams
learn best practices for effective philanthropy, how to engage
ERG members in decision making, and how to conduct due
diligence for the grants. The collaboration also benefits the
Autodesk Foundation, by connecting team members more closely
to issues and organizations that the company’s employees careabout passionately.
The organizations selected by Autodesk ERGs in 2023
included: American Indian Science and Engineering Society,
Ascend Foundation, Black Girls Do STEM, Build Out Alliance,
CenterLink, Fab Lab El Paso, Freedom Service Dogs, Gameheads,#LatinaGeeks, Path Forward, Roots for Boots, The Arc,and Wetech.

Supporting pay equity
Autodesk is committed to pay equity for our employees. We
regularly conduct pay analyses to compare the alignment ofpay levels across different demographic groups and makeappropriate adjustments if needed. We have continued Fair Pay
at Hire, which means that we do not ask candidates about theirprior company compensation in the United States. Autodesk
was also a proud early signer of the California Equal Pay
Pledge, which affirms the commitment to conducting an annual
pay analysis, reviewing hiring and promotion processes andprocedures to reduce unconscious bias and structural barriers,and promoting best practices that will close the pay gap.
We are transparent about our salary structures, bonus targets,and long-term incentive guidelines to ensure employees areclear on where they stand and give them insight on how they
compare to the external market. All employees are eligible
for long-term incentives, delivered via stock grants or cash,
depending on the country. To attract, retain, and support ourhighly qualified employees, we offer competitive compensation
and benefits, which include an element of choice to meet theneeds of our diverse population globally.

“We all have things we care deeply aboutoutside of our work at Autodesk, andthis opportunity provides an ability tobridge personal and professional worlds
while delivering amazing impact for the
nonprofits selected.”
Brandon Cramer
Global Lead, Autodesk Black Network,
Research Manager, Autodesk$180,000 in unrestricted grant funds was awarded to 13
nonprofits during the year addressing issues important
to ERGs, including STEM education for girls of color,
access to essential services and employment, andadvancing human rights around the world.

Learn more

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APPENDIX
FY23 IMPACT REPORTSupplier diversity
At Autodesk, we use our purchasing power to increase diversity
and inclusion in our supplier base, helping to create jobs
and wealth in historically marginalized communities. We
value our impactful relationships with diverse businesses,
including small businesses as well as person of color-, women-,disability-, veteran-, service-disabled veteran-, and LGBTQ+owned businesses. Creating a supplier base that reflects thedemographics of Autodesk’s marketplace provides us withaccess to better ideas and ways to innovate.

We spent $50.2 million9 with US-based diverse businesses
during FY24, equivalent to 5.5% of addressable spend, downfrom 6.9% in FY23 and up from 4.4% in FY22.

To increase our engagement with diverse businesses, Autodesk
belongs to the National Minority Supplier Development Council(NMSDC), the National LGBT Chamber of Commerce (NGLCC),
the Western Regional Minority Supplier Development Council(WRMSDC), and tech:SCALE. During 2023, Autodesk participatedin the following events to provide mentoring and business
opportunities to diverse suppliers:

FY24● WRMSDC: The Business Opportunity Connections,
Matchmaking & Mentoring Parts 1 and 2, and Multi-Industry
Supplier Diversity Expo

We worked with 343 diverse suppliers in FY24, up 81% during the last
two years.

Number of US-based diverse suppliers
343
280

FY23
FY22

189

See detailed performance metrics in the Data summary.

● NGLCC: Mentorship Protege Program, Platinum Circle B2B& B2C Matchmakers, and Communities of Color Initiative
Matchmaking● Women’s Business Enterprise Council-West: The National
Black Pitch Contest

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APPENDIX
FY23 IMPACT REPORTFlex Forward
Autodesk embraces flexibility in the world of hybrid
work—one that fuels our mission, enhances our culture,connects us to one another, and positions Autodesk asa hybrid-first tech company.
Through Flex Forward, our flexible work program, Autodesk aims
to boost productivity, connection, and belonging, and fostera hybrid-first culture that serves our vision and mission while
enabling us to access the untapped potential of a much morediverse talent pool. Our model is hybrid flexible, meaning thatwork arrangements should match the needs of the job, whileproviding as much personal flexibility and choice as possible.
We believe that flexibility and choice drive engagement, increase
productivity, and support a more inclusive environment for
all employees.
We empower our people managers to lead, role-model, andinspire, which positions employees to thrive. Our Culture Codeserves as our foundation as we continually adapt to ways ofworking that are more flexible and sustainable, and that enhance
our employee experience while meeting the needs of ourdynamic and growing business.

This includes:● Providing employees flexibility to work wherever it makes
sense for them and their roles, including the opportunity toutilize Autodesk’s locations worldwide and experience life andwork outside their home country● Empowering people leaders to role-model and inspire, to hire
the best talent, and to enable employees to thrive● Harmonizing work-from-home benefits for all employees, toensure they are set up to do their best work
● Investing in intentional office design to promote on-siteexperiences for gathering, collaboration, and focused work,and continuing to build out meeting spaces that support great
in-person gatherings when required● Providing people managers with training and toolkits thatenable them to continue to lead in a flexible workspace

Harnessing hybrid work
Flex Forward is a promise, not just a policy. We believe thatconnection and belonging are more important than ever. We
will continue to invest in programs that foster strong employee
connection and provide our people leaders with the skills,
capabilities, resources, and tools to drive connectedness andbelonging in a hybrid world.
We will continue to review and adjust our benefits and policies
as needed to provide parity to employees regardless of where
they choose to work. We remain focused on key initiatives
related to belonging, collaboration, and well-being.
While embracing hybrid work, we also recognize theincomparable benefits of spending time together in person tobuild relationships, collaborate, and solve complex businessproblems. We will continue to invest in enabling meaningful,intentional, and purpose-driven gatherings.

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APPENDIX
FY23 IMPACT REPORTFlex Forward Promise
Our Flex Forward Promise, which applies to all Autodesk
employees, underpins our efforts in the area and helps us toreimagine how we collaborate, innovate, and shape inclusive
team norms.

We will embrace our culture.
Our Culture Code will continue to be ourbeacon that guides how we will work together
as we explore new ways of working.

FY24 IMPACT REPORT

We will offer flexibility in how
and where work gets done.

We will foster an inclusive,
distributed work experience.

Design for flexibility in how and where
work gets done while balancing the needsof our dynamic and growing business.

Promote the creation of thoughtful
and inclusive team norms so every
Autodesker can do their best work andbelong, no matter where work happens.

OVERVIEWIMPROVE OUR OPERATIONS

We will enable in-person
and digital collaborationand connection.
Design offices to inspire collaboration,
creativity, and innovation. Bridge thedigital and physical world with investmentin space and technology to enable
collaboration and solidify connection.

PARTNER WITH CUSTOMERSADVANCE INDUSTRIES

We will prioritize the wellbeing of our people.
Design policies and programs with employees’
physical, mental, emotional, and social healthin mind, ensuring they feel valued, energized,
and supported every step of the way.

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APPENDIX
FY23 IMPACT REPORTLearning and talentdevelopment
In response to economic, workforce, and technology
disruptions, Autodesk is focused on ensuring ourteam members have the skills they need, when theyneed them. We invest continually in the developmentof our global employee base at every level of theorganization, including individual contributors,
managers, directors, and executives.
Career Development Month celebrates our commitment tolearning and development at Autodesk and focuses primarily on
individual contributors. Virtual and on-site events and activities
highlight expert insights from speaker presentations, as well as
additional support building individual development plans.

More than 3,000 employees participatedin career management events virtually
and at nine sites in person.
Instructor-led classes
Autodesk offers employees high-impact instructor-led classes
that cover essential skills, as well as other career development
learning opportunities. For example, in FY24 Autodesk launchedthree new classes to support people managers and individual
contributors in their continued development: Search Inside
Yourself (developing mindfulness and emotional intelligence),
Leading Through Change, and Multipliers (learning to utilize
the talent on teams). During 2023, more than 2,200 learners
participated in 146 instructor-led classes in areas such ascommunication skills, negotiation, leadership, and hiring.

Digital learning

Coaching

Leadership development

To help employees upskill on the job and navigate theirdevelopment, the MyLearning platform connects users to theworld’s largest collection of professional learning content fromboth inside and outside Autodesk.

Autodesk offers three complementary coaching programs thatprovide employees comprehensive support based on various
needs. Through Bravely, we offer all employees shorter-term,
on-demand, and free coaching, to support them in challenging
career moments. We also offer a six-month transformationalcoaching experience through BetterUp, and in FY24 we expanded
this offering to include executive coaching for our mostsenior leaders.

Throughout FY24, we expanded our development offerings forpeople leaders. At the director and executive levels, we redefined
our leadership model to focus on future-facing leadershipcompetencies and embedded that model into our talent
identification and development processes. At Autodesk’s annual
senior leader meeting, 120 executives participated in
the workshops Boundary Spanning Leadership and Decision
Making. In addition, we implemented an Agile Leadershiplearning experience for our most senior leaders, focusedon responding productively to changing circumstances andambiguity. In the coming year, we plan to expand this offering toa broader audience.

10,700+employees consumed approximately
232,000 learning assets (such as
articles, videos, and podcasts) on the
MyLearning platform during FY24

We continually review our digital learning libraries toensure relevance and in FY24 we added the Harvard
ManageMentor catalog.
To address the need to develop relevant skills quickly andcustomize them to different business requirements, we
maintained focus on the community of learning champions
across Autodesk. These employees have unique domain
expertise and are passionate about curating learning
experiences for others. This community grew to over 100
members who published more than 480 new learning pathways
in 2023. Most of these training programs cover specialized or
emerging skills and enable employees to stay current intheir industry. Autodesk also supports growing interest in
AI by providing three digital learning platforms with deep
technical content.

These programs support employees who are navigating thedemands of work and personal life, or who want to develop key
leadership skills through goal-oriented engagements with acertified coach. During 2023, about 1,600 employees participatedin our coaching offerings and completed almost 6,600 sessions,a 10% increase compared to the prior year.

Mentorship
Mentorship is integrated into the larger career development
journey, manager development, and ERG programming. All
employees can participate in the Autodesk Mentorship Program
as a mentor, mentee, or both. The employee-driven program
breaks down the barriers of meeting and learning fromcolleagues around the world and gives people the space andresources they need to take ownership of their development
and build their network as best suited for their careers. During2023, the program grew to about 3,700 users with 1,000
active connections. Our group mentorship program grew 55%
during the year, reaching almost 1,000 participants. This year,
employees also enjoyed a companywide month of mentorship.
Learn more

We also launched an “Onboarding Buddy” pilot program in North
America during the year, through which each new employee ispaired with a tenured peer mentor from a different department
who provides help and support.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESWe also initiated a project in FY24 to refresh our development for
managers. Highlights during the year included the following:● We launched Manager Essentials, a customized, multimonth, cohort-based learning journey created to provide new
managers and those new to management at Autodesk theessential skills to be effective people leaders. The program
features on-demand learning, personalized immersive
simulation practice, and group mentorship circles led
by director and above level leaders. In FY24, we launched twocohorts. To date, over 200 managers have participated, acrossall geographies worldwide.
● We added new classes for people managers focused onemotional intelligence, hiring, leading teams through change
and utilizing the talent on teams. Around 300 employees
participated during FY24.
● We launched Hiring Essentials, a program for hiring managers,
interview panelists, and recruiters to learn about our hiring
principles, best practices, interview process, and overall
approach to driving consistent and inclusive global hiring.
This program includes scaled, always-on learning modules,
culminating in an immersive simulation practice. During FY24,
about 275 employees participated.

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APPENDIX
FY23 IMPACT REPORTEmployee impact at work
Our employees and our culture of impact are key
to bringing Autodesk’s vision of a better world tolife. By integrating sustainability features into ourtools, helping our customers and partners meet theirenvironmental objectives, volunteering time and skills
with nonprofit partners and local communities, andproviding support during crises, our global workforce
is key in advancing our impact strategy.
The more our employees engage in making a positive impact at
Autodesk, the more effectively we can help the industries weserve drive positive outcomes at scale.

FY24 highlights

Employee volunteering and giving

Employee volunteering

In FY24, Autodesk employees continued to contribute theirtalent, time, and money in service of impact.

From the first day on the job, Autodesk full-time employees are
given 48 paid hours a year to volunteer for causes most importantto them (part-time employees receive 24 paid hours a year).

1,900+
employees globally participated in over 50 events during ourannual Employee Global Month of Impact in May 2023

34%

of employees logged a donation and/or
volunteer time

FY24 IMPACT REPORTOVERVIEWIn addition, our Impact Champion network hosted global
volunteer events throughout the year to amplify Autodesk’s
brand and help volunteers make a meaningful impact in theircommunities. For example, a group of Autodesk volunteers fromour office in Bengaluru, India, spent a day cleaning the shore
of Vibhutipura Lake to support the well-being of the aquatic
ecosystem as well as the surrounding community. The volunteers
collected 15 bags of trash, including plastic and glass bottles. Manyof our offices globally conduct monthly cleanups to enhance thehealth and cleanliness of local communities.

During our annual Global Month of Impact in May 2023, morethan 1,900 employees globally participated in over 50 events.
Employees in 10 countries gathered in person to build solarpowered lights for people experiencing crises, constructpollinator hotels to support bee populations, make native
species seed balls to increase native foliage, and other activities.
Employees also joined events virtually, participating in activities
such as creating an audio library for the visually impaired andmaking climate conversation cards for international children’s
programs. In an educational session, employees learned about
the climate impact of digital storage and then cleaned up theirown digital storage, reducing associated GHG emissions by an
estimated 260 metric tons CO2e on an annual basis.10

In South Korea, our Seoul Impact Champions led an event
benefiting World Share, a global relief organization. Employees
decorated and packaged “jumping shoes” for underprivilegedchildren, to help them avoid exposure to diseases fromwalking barefoot.

24,400$5.3 million

employee volunteer hours, including 1,840
Pro Bono Consulting volunteer hours

IMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERS

Learn morein employee giving(including Autodesk Foundation match)

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APPENDIX
FY23 IMPACT REPORTPro Bono Consulting
Employees also contributed Pro Bono Consulting volunteer hours
during the year. We invite Autodesk employees to volunteer andapply their expertise—ranging from engineering and design tomarketing and communications—in support of nonprofits andsocial enterprise start-ups addressing challenges that align with
our impact opportunity areas.
This can involve 1:1 Pro Bono Consulting (online hour-longvolunteer consulting engagements) and Pro Bono Team Projects(teams of three to five employees volunteering their skills for
one to three hours a week over 12 weeks). During FY24, 112
employees participated in this program.

Autodesk legal pro bono program
Autodesk’s Legal, Government Affairs, and Public Policy (LGAPP)
department hosts a custom pro bono program with the mission
to help marginalized communities receive equal access to justice.
In FY24, LGAPP department members researched laws in 11 US
states to support advocacy work for foster and homeless youths,
assisted individuals with immigration issues, and partneredwith the Autodesk Foundation to educate approximately 40
nonprofits and small businesses on intellectual property,
marketing, and privacy issues. In recognition of its efforts,
Autodesk’s LGAPP department was honored by Legal Aid of Marinwith the Partner in Justice Award, for helping unhoused andother marginalized individuals navigate the Marin County courts.
Forty percent of the Autodesk’s LGAPP team participated in pro
bono volunteering during the year, for a total of over 250 hours.

Employee giving

PalletIn a year when many organizations and individuals needed
extra support, Autodesk employees responded by donating to
nonprofits around the world. Employees receive 1:1 matchingfunds (up to $5,000 per employee) from the Autodesk
Foundation, doubling the impact of their charitable giving tocommunities and the causes they care about most.

An Autodesk Pro Bono Consulting team helped Pallet, theleader in rapid response shelter villages, to research anddevelop a new panel system for the organization’s small
modular shelters. Several features are important to thedesign: the panels must have a class “A” fire rating, need tomeet demanding structural requirements related to snow
and wind load, and must support high volume production.
The team used Autodesk Fusion and Inventor software to
design concepts for evaluation and analysis. This supported
a rapid design iteration process to identify a range ofinnovative options within a compressed timeframe.

1,400+ employees gave a total of$1.1 million

Image courtesy of Pallet

Learn morewhich the Autodesk Foundation matched 100%, during ourannual Employee Global Month of Giving in mid-November
through December 2023

Sangam Ventures
Autodesk pro bono consultants helped Sangam Ventures,
which focuses on clean-tech investments in India, enhancevarious aspects of its internal operations. The teamdeveloped a structured framework to help Sangam identify
potential business risks associated with prospective
investments. Using a human-centered design framework,
the consultants also created a system that Sangam canuse to help start-ups take progressive steps toward
impact measurement, operate in compliance with ESG
guidelines, and promote sustainable long-term growth.

Additionally, our employees, combined with company matchingand Autodesk Foundation grants, provided $1.1 million in
financial support during FY24 to help respond to crises
worldwide, including earthquakes in Morocco, Syria, and Turkey,
fires in Maui, Hawaii, flooding in Libya, and the conflict in Israel
and Gaza.

Learn more

Image courtesy of Sangam Ventures

Learn more

Vartega
Vartega partnered with Autodesk pro bono consultants todevelop an impact-focused employer brand and marketingstrategy to attract and retain talent, improve messaging,and drive greater impact. The pro bono team also supported
Vartega’s adoption of tools for digital marketing, recruitment,
and design—enhancing its online presence. Since theengagement, the company has hired and retained more than adozen new employees to support its continued growth.
Learn more
Image courtesy of Cyrus Martin

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APPENDIX
FY23 IMPACT REPORTEmpowering employees to drive impact
Autodesk sales employees

Autodesk technical community

The Autodesk Making the Future sales incentive program
rewards our account teams for partnering with customers toachieve outcomes aligned with the United Nations Sustainable
Development Goals. Winners in FY24 spanned account sizes
and industries.

As a technology company, our technical employees play a pivotal
role in driving impact. We offer incentives to engage their criticaland emerging skills, and we encourage innovative thinking that
motivates and effects positive change in the world:

Our Sustainability G.O.A.L. program equips our customer-facing
employees with information, resources, and skills to support
customers on their sustainability journeys and create positive
impact with Autodesk solutions. Employees can earn digitalbadges across four program levels—Guest, Official, Ambassador,and Leader—by demonstrating an advanced understandingof and ability to communicate Autodesk’s impact strategy,
and helping customers address their sustainability goals andinitiatives with Autodesk solutions. The program has over 400
members, and in FY24 we added customized elements for roles,
including consultants and customer success experts, focused on
Autodesk’s largest customers.

● As part of our annual technical summit, we give a Better World
Builder Award—selected from nominees across the company—
for outsized contributions helping our customers design andmake a better world using Autodesk technology. At TechX
2023 in Dallas, our annual internal technical conference, theaward went to an Autodesk Research employee who designed
a generative design solution that can optimize how a building
withstands a variety of competing forces (including tension,
compression, dead/live loads, seismic, and wind loads) while
helping to decarbonize the structure.
● The Employee patent program incentivizes creative thinking
and sustainable innovation; employees who have new patents
granted are given bonuses of up to $4,000.
Learn more about our employees’ connection to giving and community.

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42 42
APPENDIX
FY23 IMPACT REPORTPartner withcustomers
Our customers are our most powerful leverfor positive change. By building and deploying
the industry cloud platforms that enable
our customers to connect data across teams
and workflows, we can equip them with theinsights they need to make better decisions
throughout their design and make processes,
accelerating sustainable outcomes.

FY24 IMPACT REPORT

Architecture, Engineering& Construction
Autodesk Forma, the industry cloud forarchitecture, engineering, construction, andoperations (AECO), unites teams from design
to build to operate.

Design & Manufacturing

Media & Entertainment

Education

Autodesk Fusion, the industry cloud for
manufacturing, connects everyone throughout
the product lifecycle.

Autodesk Flow, the industry cloud for media
and entertainment, brings together the entire
production lifecycle.

At Autodesk, we are committed to inspiring andempowering students to gain the skills, handson experiences, and credentials needed todesign and make a better world for all.

Learn more

Learn more

Learn more

Learn more

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43 43

Architecture,Engineering &Construction

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESOPERATE WITH INTEGRITY

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44 44

Energy & Materials
Sustainability is at the top of corporate agendas,
in the front of consumers’ minds, and a consistenttheme of legislation, regulations, and government
funding around the globe. Other pressures such astechnological advancements, rising material costs,
and shifting labor markets further accelerate an
unprecedented rate of change in the architecture,engineering, and construction (AEC) industry. This
creates an urgent need for businesses to be more agile,
adaptable, and collaborative across the sector.
The built environment generates 42% of global CO2 emissions,with 27% attributed to operational carbon (emissions frombuilding operations) and 15% to embodied carbon (emissions
from construction).1
Regulations and incentives such as the EU’s Carbon Border
Adjustment Mechanism and the Inflation Reduction Act in
the United States are pushing companies to adopt sustainable
practices now, not later. Amidst increased scrutiny, over
65 global water and wastewater utilities have alreadyestablished targets for net-zero emissions and carbon andclimate neutrality.2

Advancing AI and machine learning
Doing things faster, more sustainably, at lower cost, and withhigher quality is becoming the new norm for the AEC industry.
Few technologies hold as much potential as artificial intelligencein helping the industry meet these demands while pushing thebounds of what is possible. Within two to three years, 66%
of industry leaders5 predict that AI will be an integral part oftheir business—and many have already started this transition.
AI became the top method AEC leaders indicated they used tobe more sustainable in 2023, a rise of four places over theprevious year.6
Autodesk anticipated this monumental shift years ago, and wehave been investing in AI advancement for more than a decade.
Autodesk has published over 60 peer-reviewed papers on related
topics and is already using these insights to benefit customers.
Applications include interactive flood maps, connections
between formerly siloed workflows, rapid analyses for earlystage site planning, and beyond.

66%

of industry leaders predict that AI will be an
integral part of their business within two to
three years.5

Urban population is projected to grow from half to 66%
of the global total by 2050. An estimated 75% of theinfrastructure necessary to accommodate this expansion
remains unbuilt,3 presenting industry with both a challenge inmanaging escalating emissions and an opportunity to adopt
innovative technologies and sustainable practices for a more
promising future.

Introducing Autodesk Forma, the industry cloudfor AECO
Autodesk has a history of adapting its products to better serve
its customers—whether it is shifting from the drafting table to
Autodesk AutoCAD software or extending building information
modeling (BIM) to the cloud. Autodesk Forma continues
Autodesk’s vision for next-generation building design in thecloud by expanding it to the entire AEC ecosystem. Forma is
open and extensible, which stimulates creativity, accommodates
individual needs, and encourages collaboration.
With origins in Spacemaker and FormIt, today’s AI-powered
Forma targets early-stage planning and design with an inmarket offering that:● Simplifies the exploration of design concepts, making it
possible to work with many different project proposals at thesame time● Eases project setup and offloads repetitive tasks● Provides early and improved access to contextual site data,
leading to more sustainable and precise outcomes● Uses the power of AI and machine learning to perform faster,
predictive analyses for wind, operational energy, and noise inreal time, to enable design decisions that improve outcomes

The AEC industry is increasingly using technology to aid
sustainability efforts. According to the 2024 State of Design& Make report, 62% of civil respondents are currently using
cloud platforms in their workflows.4 Through centralized storageand management of project data, intelligent cloud-based
software makes it simpler to measure and meet internal andexternal sustainability requirements throughout the design andbuild project stages.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESOPERATE WITH INTEGRITY

APPENDIX

45 45

Reducing embodied carbon
Embodied carbon refers to the GHG emissions associated withthe manufacturing, transportation, installation, maintenance,and disposal of building materials. Given projections that the
global building floor area will double by 2060,7 and consideringthat cement, iron, steel, and aluminum—four key building
materials—are responsible for 7.3% of annual global GHG
emissions,8 it is crucial that we take immediate action to reduce
embodied carbon.
Embodied carbon emissions are irreversible once a building
or infrastructure asset is built, so mitigating them requires
data-driven decisions during the design, procurement, andconstruction stages. However, according to the 2023 State of
Design & Make: Spotlight on Decarbonization report, only 46%
of companies are familiar with digital tools that measureembodied carbon.9
Embodied carbon attributed to materials used within the built
environment is typically quantified by third parties according
to industry standards and reported in verifiable Environmental
Product Declarations (EPDs). Material and product data from
EPDs can be linked to BIM data to aid AEC professionals withmore sustainable, data-driven decision making.

Autodesk uses EPD data from the Embodied Carbon inConstruction Calculator (EC3) database, managed by thenonprofit Building Transparency, to deliver insights throughout
design and construction. Within Autodesk Revit software, theCarbon Insights Tech Preview uses EC3 data to provide realtime guidance about embodied carbon during the early designphase of a project. As the design becomes more established,users can utilize EC3’s material database using the TallyCAT
plug-in for Revit. This streamlines the calculation of embodied
carbon emissions directly in Revit and enables the generation ofsustainability reports through the EC3 tool.
Autodesk also developed a new integration connecting the EC3tool with Autodesk Takeoff software to aid low-carbon decisions
during the material quantification and product selection processof procurement projects. Following the updated International
Cost Management Standard (ICMS), EC3 data can be exported
to Autodesk Docs for easier generation of embodied carbon
project reports.

Sustainability Tech Partner Program
The Autodesk Sustainability Tech Partner Program cultivates
an ecosystem of companies on the Autodesk Platform
who develop technology applications and solutions that
foster improved environmental outcomes. The program
reached a total of 30 companies in FY24, with participantsreceiving hands-on support from Autodesk experts, accessto tools, training opportunities, and participation in highprofile events. To date, these companies have developed
18 integrations that support Autodesk customers in driving
sustainable outcomes across the architecture, engineering,and construction and design and manufacturing industries.
Learn more
Image courtesy of Robert G Gomez

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46 46

The built environment is responsible formore than 40% of all carbon emissions.

10

Change that and youchange the world.

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47 47

Optimizing operational carbon
The GHG emissions produced by an asset during its operational
phase are called operational carbon. With building operations
accounting for almost 55% of global electricity use,11 the
AEC industry is under pressure to cut emissions via energy
efficiency, electrification, and renewable energy.
Autodesk software aids users in minimizing energy use atvarious stages of design for optimal impact. During building
massing model design, real-time visualizations in Autodesk
Forma’s Rapid Operational Energy Analysis feature show the
impact that design changes have on predicted operationalenergy, aiding architects in optimizing energy efficiency. Within
Revit, users can delve deeper into energy trade-offs in Autodesk
Insight or further optimize building systems and energy settings
in Revit Systems Analysis.
In particular, Revit Systems Analysis enables designers to test
the energy performance of HVAC systems, operating schedules,
and other settings directly within Revit using the EnergyPlus
simulation program (funded by the US Department of Energy
and managed by the National Renewable Energy Laboratory).
InfraWorks aids the design for sustainable transportation
through 3D coordination models for complex project modeling,
design, and analysis. Infrastructure such as railway networks
can be designed directly in InfraWorks or imported from Civil 3D.
The InfraWorks Mobility Simulation feature aids the road andhighway sector in creating intersection patterns and analyzing
transport options, supporting efficient road networks that help
lower fuel use, traffic, and vehicle NOx and CO2 emissions.

FY24 IMPACT REPORT

Autodesk Tandem, a digital twin solution, enables operators
to manage energy data, identify inefficiencies, and prevent
physical failures through scenario testing in digital models.
Users can now connect the digital twin model in Tandem to IoT
sensors and live and historical data. This facilitates tracking
operational energy trends12 and utilizing exploratory analysis
to find opportunities for reducing energy use and associatedoperational emissions. Continuous feedback helps pinpoint
performance issues due to operations, subpar materials, or otherfactors, so designers can apply these insights to future projects.
Besides energy efficiency, minimizing operational carbon also
involves using renewable energy like solar, which is expected toconstitute over 40% of new power capacity by 2030.13 Autodesk
is facilitating this transition through solar energy analyses inForma and Revit. With Forma’s Solar Energy analysis, users canidentify which facades or roofs on a building site have the most
exposure to sun radiation and estimate how much electrical
power can be generated annually by installing solar panels. In
Revit, Solar Analysis enables in-context solar radiation analysis
to analyze site generation potential and estimate energy
generation to maximize the integration of solar power.

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APPENDIX

48 48

Unifying sustainable construction
In the European Union, construction and demolition waste
accounts for more than a third of all waste generated.14
Sustainable construction best practices can significantly reduce
this waste and carbon emissions overall. By incorporating
recyclable, low-carbon, and more sustainable materials, andadopting efficient practices such as industrialized construction,lean methods, and design for manufacture and assembly(DfMA), the industry can dramatically reduce its environmental
impact. Additionally, amidst rising material costs—like the
35.4% increase in the price of insulation materials in the United
Kingdom15—these low-waste methodologies also yield positive
economic outcomes.
Autodesk Construction Cloud offers a comprehensive suiteof solutions designed to maximize efficiencies, improve
collaboration, and enable lean methodologies. For example,
Autodesk Build software provides construction project
management capabilities that streamline construction, improve
communication, and keep the entire team on the same page.
This helps to reduce rework caused by out-of-date informationand miscommunication and ultimately reduces waste. Autodesk
Takeoff promotes sustainable and efficient use of materials
through precise measurement and quantification, including
EC3 integration for evaluating embodied carbon impacts.
Autodesk Assemble software further enhances visibility
and control over materials, aiding in the reduction of excess
consumption and waste.
Other Autodesk offerings provide additional support forsustainble construction. For example, new model coordinationand change tracking capabilities in Revit enhance the integrationof virtual design and construction (VDC) by enabling users toreference other models, regardless of the original file format or
Revit version used. Later in the project, Autodesk Navisworks
software enhances BIM project coordination by merging
design and construction into one model. Features such as clash
detection assist with identifying and resolving interferences
between different types of models, preventing on-site rework
and associated waste.

FY24 IMPACT REPORTImage courtesy of Orms

Orms revives a 1970s building as a boutique hotel using adaptive reuse architecture
In many cases, the lowest impact building is one that has
already been built. Making the most of existing structures
through adaptive reuse—the repurposing of an existingbuilding for new use—avoids demolition waste andreduces procurement of new material while preserving
architectural heritage. Renovation and reuse projects
typically save between 50% and 75% of embodied carbon
emissions compared to new construction.16
In the bustling King’s Cross area of London, UK
architecture firm Orms renovated and reimagined an
outdated 1974 office building into a 266-room boutique
hotel, The Standard London. The existing building,

OVERVIEW

located opposite two major railway stations, was a former
municipal facility built in the architecturally significant
Brutalist style.
As lead consultant on the project, the Orms team was
responsible for the exterior architecture shell and building core.
Using an adaptive reuse model, the renovation project retained
as much of the existing building as possible to preserve its
post-war architectural heritage. From there, the building was
extended and extensively remodeled, with a bold design that
added three new stories atop the existing structure to host arestaurant, bar, and roof terrace.

IMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESWhen heritage buildings are repurposed, every project is
unique—there are no prototypes to follow. Using Autodesk Revit,
3D modeling, and digital twin technology, Orms and MEP andstructural consultants Arup and Heyne Tillett Steel createdmodels of the building’s highly complex structures, integrated
its systems, and mapped out solutions for heating, cooling,
ventilation, and lighting to optimize sustainability. With thesetechnology tools and adaptive resource processes, the project
team transformed an obsolete building into a modern, stylesavvy London flagship for a trendy international hotel group.
Learn more.

OPERATE WITH INTEGRITY

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49 49

Elevating renovation and adaptive reuse
Experts predict that 90% of real estate development in the next
decade17 will focus on renovating and reusing existing structures.
This shift will help the AEC industry meet climate goals, asrenovations reduce up to 75% of embodied carbon emissions
compared to an equivalent new building.18 For older buildings,
missing, incomplete, or outdated plans can lack key details about
the existing structure and its systems. The design process often
begins with repurposing an existing building, which includes thechallenging task of documenting current conditions. Digital tools
can mitigate these difficulties.

Autodesk helps owners overcome retrofitting and renovation
hurdles with data-rich BIM models and organizational features.
Autodesk ReCap Pro software aids professionals in incorporating
existing buildings and infrastructure into BIM workflows bycreating high-quality 3D models from imported photographs,
laser scans, and other physical images. In the early stages ofplanning and design, Forma’s real-time machine learning–based noise and wind analyses provide designers with a deeper

understanding of how a site’s conditions can contribute toimproved sustainability and business outcomes. Within the
AutoCAD Architecture toolset, a Renovation Mode feature
automatically assigns objects to existing, demolition, or new
categories for additional support outside of BIM workflows.

“The construction industry on its own is

See a summary of Autodesk Architecture, Engineering& Construction solutions.

responsible for one-third of the waste ofthis planet. We cannot keep on knocking
down buildings and building new ones.
There are lots of different projects where
we can adapt them, save the construction
carbon, and turn them into something new
and beautiful.”
Christian Natterodt
Associate/Project Architect, Orms

Image courtesy of Henning Larsen

An adaptive reuse project brings retro
chic to a revived waterfront
Perkins&Will used Revit to quantify environmental impact
factors and perform lifecycle assessments for their
Building 12 project.
Learn more

Japan’s largest architectural firm
is doubling down on its efforts to
help combat climate change
Nikken Sekkei sees potential in using Autodesk Forma tohelp shift the implementation of sustainability strategies
to early-stage design and eliminate existing bottlenecks.

A new generation of embodied carbon
software tools is simplifying the job

A multistory timber building reaches a
new sustainable design milestone

With Sweco’s Carbon Cost Compass, it is possible
to compare different solutions and quickly findthe best climate and budget options.

Henning Larsen and Ramboll drive environmental andsocial sustainability in their innovative design of the
Marmormolen project.
Learn more

Learn more

Learn more

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50 50

Health & Resilience
2023 marked unparalleled climate extremes, including
destructive floods, droughts, severe heatwaves, andthe hottest July ever documented.19 The worldwide
toll of natural disasters such as these was calculated
at $250 billion—equivalent to New Zealand’s grossdomestic product—and claimed 74,000 lives.20
Utilizing data-driven insights, digital tools can help
AEC professionals to proactively design buildings andinfrastructure assets that better withstand the world’s
evolving climate.
With the global population expected to grow to nearly 10 billion
by 2050,21 the pressures on climate and global infrastructure
are set to intensify. Over the next two decades, an estimated$94 trillion will need to be invested in infrastructure22 to meetthis burgeoning demand. Meanwhile, unreliable infrastructureservices are already costing households and enterprises
hundreds of billions of dollars annually.23 Therefore, it is not
only new projects that require attention—existing assets mustalso be upgraded. As climate crises increasingly threaten criticalinfrastructure, the urgency to renovate and construct resilient
infrastructure has never been greater.

Analyzing occupancy comfort
Over the next 40 years, global floor space in buildings is
expected to double,25 underscoring the need for sustainablebuilding practices to meet climate targets. Forma provides
physics-based simulations that make it possible for any
designer to analyze their site’s microclimate, wind, noise, or sun
conditions without any technical expertise. By starting at theearliest stages of design, living conditions can be improved at
the lowest cost and effort. For detailed design phases, Autodesk
Revit offers Lighting Analysis that enables users to measure andmanage lighting levels under various conditions throughout theyear, further enhancing design precision.

$94 trillion

22will need to be invested in infrastructure globally over the next
two decades to meet growing demand.

In addition to environmental considerations, constructed spaces
must prioritize construction worker and occupant well-being.
Prioritizing safety, using nontoxic materials, and making designand construction choices that mitigate health risks are essential,
given that people spend about 90% of their time indoors.24 AIpowered software supports these goals by enabling simulations,enhancing collaboration, and consolidating data to optimize
planning for healthier, more sustainable environments.

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51 51

Streamlining water utility management
Water usage has increased at more than twice therate of population growth over the last century.26
Systematic issues, including the estimated daily
worldwide water loss of 346 million cubic meters—
about 30% of water system production—are
intensifying this problem.27 Autodesk provides
solutions such as AI-driven predictive maintenanceand modeling of daily wear and tear, helping
AEC professionals address these and otherinfrastructure challenges.
Water management
Water infrastructure exists underground in an uncontrolledenvironment, making changes hard to observe, and failures
can occur unexpectedly. While information can help water
utilities better respond to emergencies and build more resilient
infrastructure, technological barriers often impede their digitaltransformations due to:● Incomplete, siloed data streams that are quickly outdated● Stand-alone modeling and simulation tools that are not tied
to operational key performance indicators (KPIs)● Generic analytics and business intelligence tools that require
expensive customization to support the water industry● Excessive costs and implementation timelines that put digitaltransformation projects out of reach for most utilities
Autodesk’s interconnected water portfolio addresses manyof these technological challenges. Centralized water asset
management helps optimize expenses, facilitate sustainable
planning for population growth, and support regulatorycompliance. Simulations aid utilities in preparing for
emergencies arising from wear, pollution, and floods. Combinedwith Autodesk’s other design and analysis solutions such as
Autodesk Civil 3D software and Construction Cloud, Autodesk’s

Autodesk Info360 products, comprising Autodesk’s first dynamic
digital twin for water infrastructure, support real-world water
lifecycle management through three cloud-based offerings:
Info360 Plant, Info360 Insight, and Info360 Asset. Info360
Plant is a business intelligence platform for water andwastewater treatment plants; Info360 Insight is a businessintelligence platform for water and wastewater networks,
assisting operators with incident management and reporting;and Info360 Asset enables operators to add programmatic,risk-based asset management to water and wastewater
networks. Each distinct but interrelated Info360 product targets
the diverse needs of water professionals while simplifying
workflows and collaboration.
Autodesk InfoWorks WS Pro is a hydraulic modeling softwarefor efficient, safe water distribution management. It allows
simultaneous analysis, planning, and design on the same model,
with clear visual results. Simulations of emergencies like pipe
bursts help utilities prepare for and respond to emergencies
before they happen, helping to preserve the earth’s precious
water resources.
Autodesk InfoWater Pro software can now adapt pattern data
to match dynamic time series data from Info360 Insight. This
allows direct transfer of data calculated from Supervisory
Control and Data Acquisition (SCADA) and forecasting calculated
in Info360 Insight. Utilities can also use InfoWater Pro to scale
existing model demands to match the time series data coming infrom Info360 Insight, improving calibration and decision making
so they can respond to events faster.

Environmental risks such as flooding also threaten rail andother infrastructure. For instance, floods in the aftermath ofStorm Daniel in Libya compromised 50% of nearby roads,28
limiting access to relief efforts. Grading is an important partof mitigation because it sets the site’s elevation and slope,which influences appropriate drainage and water movement.
Autodesk products simplify data-driven decision making
and collaboration to assist designers in managing futureenvironmental hazards.
Another aspect of flood management is drainage design
because increasing flood severity requires higher drainage
capacity. Autodesk Civil 3D, InfoDrainage, and InfoWorks ICM
software help professionals proactively design and analyze
stormwater systems to better handle future flood events.
Features like floodplain mapping, hydraulic design of storm
drains, culverts, detention ponds, and hydrologic runoff
analyses provide insight into both site-scale and urban-scalewater flow before a flood occurs. InfoDrainage and InfoWorks
ICM are designed to work in conjunction with Civil 3D, enablingengineers to exchange information by importing and exporting
drainage networks within Civil 3D. InfoDrainage offers moredetailed flow paths and allows for the seamless integrationof hydraulic and energy grade lines into Civil 3D plot sections,while InfoWorks ICM supports analysis of numerous rainfall
events within the context of the entire watershed. Bothofferings now have cloud integrations to facilitate bettercollaboration across teams.
Drainage is influenced by the grade of site and landscapeconditions, so optimal grading is an important factor toconsider for flood mitigation. Revit’s new Toposolid featureenables users to create precise 3D terrain models, including theability to generate a Toposolid from imported CAD or CSV files,
streamlining modeling tasks. Editing grade surface points ismore efficient with the point editor, making it easier to iterate
for better drainage.

water-related offerings unify how civil engineers and water
utility companies manage water infrastructure projects.

FY24 IMPACT REPORT

Planning for better flood resilience

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Sustainable transportation infrastructure

Ongoing construction safety

What if Hurricane Harvey had hit San Antonio?

To meet essential climate targets, CO2 emissions from thetransport sector must decrease by more than 3% annually until
2030.29 Autodesk products facilitate data-driven decision making
and enhance collaboration, empowering designers to navigate
the complexities of modern infrastructure projects effectively.

Ensuring a safe job site is a top priority for construction
firms, but safety issues can arise unexpectedly and require
prompt resolution and documentation. Autodesk Construction
Cloud facilitates this process by supporting observations
and inspections, training and safety meetings, and predictive
insights to improve safety management.

San Antonio River Authority (SARA) built flood warningmodels in InfoWorks ICM to focus its protection effortson the critical facilities most susceptible to flooding.

Autodesk InfraWorks software supports sustainabletransportation initiatives with 3D coordination models, enabling
complex project modeling, design, and analysis. The InfraWorks
Mobility Simulation feature enhances the creation of efficientintersection patterns and the analysis of transportation options.
This not only improves road network efficiency but also helps
reduce fuel consumption, traffic congestion, and vehicle
emissions of NOx and CO2.
As the mode of passenger transport with the lowest emissions
intensity,30 rail represents a vital strategy for reducing
transportation emissions. With ongoing global investments
in rail, such as China’s expansion of the world’s largest highspeed rail system to 50,000 km by 2050,31 the push for moresustainable transit solutions is clear. Civil 3D equips civilengineers with the tools to tackle complex rail infrastructure
challenges within a 3D model-based environment, offering
grading functionalities tailored for rail design. Within InfraWorks,
engineers can aggregate large volumes of data to generaterich contextual models like railroad tracks or civil structures
directly in the software or import them from Civil 3D or Revit.
This integration unifies the design process and enhances theaccuracy and understanding of proposed solutions—supporting
the bidding process and reducing potential misunderstandings.

Learn more

Storing the water directly beneathan amphitheater

Within Autodesk Construction Cloud, Construction IQ employs
AI and machine learning to pinpoint and prioritize risks
associated with a project. Construction IQ sifts throughnumerous data points daily to categorize top design, RFI, quality,

Jacobs designed flood-resistant sites using MicroDrainage,
Civil 3D, and InfraWorks, creating a beautiful dual-use amenity
for residents.

and safety risks. Less effort is spent identifying risks, so more
effort can be spent proactively resolving them.
A new beta version of Model Viewer for mobile devices
enables off-site 3D model walkthroughs, allowing users tocomplete checklists on their mobile devices and instantly flag
safety issues. Last year, over 250 new feature releases andenhancements were introduced across Autodesk Construction
Cloud, highlighting Autodesk’s ongoing dedication to solving
industry issues.

Learn more

Image courtesy of Jacobs

Rebuilding a resilient, inclusive
Christ Church Cathedral
Warren and Mahoney used laser point scanning and cloudbased platforms to rebuild a more sustainable cathedral.

See a summary of Autodesk Architecture, Engineering& Construction solutions.

Learn more
Image courtesy of Warren and Mahoney

Adaptive reuse project transforms 100-yearold building into design-forward headquarters
Lake|Flato leads with sustainable design, using Revitand Forma in a transformative adaptive reuse project.
Learn more
Image courtesy of Robert G Gomez

Amsterdam elevates urban water managementwith innovative blue-green roof project
RESILIO’s smart approach to urban flooding uses
InfoWorks ICM to harness rooftop potential.
Learn more
Image courtesy of RESILIO and Wieke Braat

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Saving lives with Türkiye’s National Flood Forecast Early Warning System (TATUS)
Türkiye is a beautiful and topographically diverse country,with mountainous coasts bordered by major bodies of water.
Increasingly severe weather events have led to catastrophic
flooding, but a national flood warning system that utilizes
InfoWorks ICM and ICM Live will help sound the alarm before
disaster strikes.

Risk management rather thancrisis management
As Türkiye is situated in the Mediterranean climate zone, it isanticipated to be among the regions most profoundly impacted
by the consequences of climate change. There has already beena significant increase in both the severity and consequences offlooding incidents.
The General Directorate of Water Management of the Ministryof Agriculture and Forestry has introduced the National Flood
Forecasting and Early Warning System (TATUS) within thecontext of risk management, rather than crisis management, inorder to avoid loss of life and to minimize economic losses due
to possible floods.

Predicting rainfall runoff
The 15 Pilot Sub-Basins Project was initiated in 2021 under
the contractorship of Universal Software in 15 selected
sub-basins from the Eastern Black Sea, Western Black Sea,
Antalya, and Eastern Mediterranean basins. The project aims
to predict rainfall and runoff that may occur within 72 hours
and provide warnings to institutions for preparedness against
possible flooding.
The prediction and warning system combines hydraulicand hydrological engineering analyses with dynamic
meteorological predictions, creating prediction models
by integrating various types of data flows andanalytical solutions.

FY24 IMPACT REPORT

Using InfoWorks ICM and ICM Live to simulatebasin behavior flow
Many inputs, analyses, and modeling processes are runningin the background of the system, and its advantage lies in its
continuous accessibility and user-friendly interactive control
panel. Additionally, the system identifies potential flood areas,
generates warnings, and records rainfall-related data.
The flood forecasting and early warning system is built on
data from a wide range of disciplines, including hydrology,
meteorology, and surface and groundwater engineering. Creating
accurate predictions is a complex undertaking, requiring the
integration of multiple solutions and capabilities to facilitate

Main components of TATUS● InfoWorks ICM software generated advanced hydraulic andhydrological studies● Online data were collected and integrated from dozens ofmeteorological sources● Three rainfall prediction models managed by ICM Live createdhourly automated simulations● A web-based custom GIS application includes simulation
outputs and integrations
Learn morecollaboration, data integration, and visualization.
In order to generate reliable predictions and warnings,
in addition to dynamic information about hydraulic structuresand fluid mechanics, data from GIS and telemetry systems
are also required.
Beyond data, the system must integrate analytical andcomputational capabilities, which may include live and static
data systems, continuous prediction, verification, andcalibration techniques.
InfoWorks ICM integrated catchment modeling software wasused to develop hydrological and hydrodynamic models. ICM
Live was used to perform simulations of basin flow andbehavior based on three leading weather forecast models(WRF, ECMWF, and ALARO). A test of the system found thatin a weather event, the predicted flow rate differed from themodel-predicted amount by only 3%.
Although floods are due to severe weather conditions, theability to predict their impact and alert relevant authorities
can help reduce their harm. The General Directorate of Water
Management aims to further develop TATUS and disseminate it
throughout Türkiye .

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Work & Prosperity
As global demand for AEC projects surges, many
regions face historically low unemployment rates,
compounding hiring challenges. For instance, 60%
of Japanese construction firms report labor
shortages,32 a problem mirrored in the United States
where 41% of the construction workforce is projected
to retire by 2031.33 Addressing these shortages
presents opportunities to enhance worker skills,
recruit from underrepresented groups, and adopt newtechnologies that streamline workflows and improveaccess to quality jobs.
While AEC companies recognize the importance of digital skills,
there is still a significant gap in these capabilities among
workers. For instance, in the United States about half of all
workers in construction, transportation, and storage industries
lack necessary digital skills.34 According to data from the
Associated General Contractors of America (AGC) and Autodesk,
91% of firms acknowledge the need for their employees to have
digital technology skills.35 These trends highlight substantial
challenges within the industry. Although the integration of AI
will assist companies in meeting demands, there will always be aneed for creative talent with digital skills.

Learning market-leading technology

Improving access to quality jobs

A key part of the solution to the labor problem is investing inpeople to meet the roles of tomorrow, today. Many businesses
are using a combination of methods to future-proof theirworkforce, including enhancing existing training capabilities,
increasing professional development budgets, and expanding
individual capacities. Seventy-one percent of respondents in the2024 State of Design & Make report indicated digital maturity
as a top attractor of talent,36 underscoring the competitive
advantage of digitalization.
Before initiating any upskilling efforts, companies must first
identify areas for improvement. Team Insights assists byproviding valuable data about a team’s product usage andidentifying how to optimize user assignments.
Once upskilling opportunities are identified, Autodesk offers
various training methods, including online courses, in-producttutorials, and tailored programs to enhance talent development.
The Autodesk Foundation also supports initiatives like Education
Design Lab, a nonprofit that develops and scales education-toworkforce models using a human-centered design process.

After upskilling is complete, Autodesk Certification showcases
learners’ new skills. Developed with industry partners, theseproduct-aligned certifications reflect job readiness and help
educators stay current. Over the past three years, certifications
from Autodesk’s AEC certifications portfolio increased by 71%,37
reflecting growing industry interest.
Learn more in Education.

Autodesk also partners with industry organizations such as theAmerican Institute of Architects (AIA) to highlight the futureof technology with the next generation of professionals. At
AIA Conference on Architecture 2023, Autodesk illustrated how
Forma enables rapid evaluation of multiple design options,boosting productivity and enhancing design quality. Formasimplifies the use of advanced analysis without requiring deep
technical expertise, democratizing access to data-driven insights
for industry professionals anywhere, anytime.

The AEC industry faces significant challenges with diversity andinclusion. For instance, despite making up a substantial portionof the population, underrepresented groups are less prevalent
in construction roles. Additionally, there is a notable genderdisparity in the industry. For example, in Mexico, women make up
only about 3% of construction workers,38 highlighting the needfor increased efforts toward diversity and inclusion in the sector.
Autodesk Construction Cloud supports diversity throughBuildingConnected software’s extensive Builders Network. With
BuildingConnected’s certification tracking, subcontractors can
add certifications to their profiles, aiding contractors in finding
diverse partners like Disadvantaged Business Enterprises(DBEs). Additionally, by dividing bid packages into smaller
work scopes, general contractors can more readily involve thecommunity, draw in talent, and establish new relationships.
Risk management is another benefit, as contractors can now
proactively annotate ongoing risk issues with vendors during the
project by adding flags on vendor applications.
See a summary of Autodesk Architecture, Engineering & Construction
solutions.
Learn how fostering employee diversity can support business performance.

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Design &Manufacturing

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Energy & Materials
The design and manufacturing (D&M) industry isalready responsible for 20% of the world’s carbon
emissions,39 yet it faces even greater emissions
due to population growth, the expansion of the
middle class, and a rising consumerism. To mitigate
these effects, the industry must pivot toward moresustainable design and manufacturing practices, suchas incorporating sustainable and recyclable materials,
methods that minimize environmental impacts acrossproduct lifecycles, and innovative technologies like
digital twins that promote efficiency and reduce waste.

Pressures from regulatory authorities are increasingly
driving considerations for environmental and social impacts.
For example, the European Union’s Ecodesign Directive
sets mandatory ecological requirements for energyusing products, improving energy efficiency and reducing
environmental impact. Alongside this, regulations like theEU’s Conflict Materials Regulation compel companies toensure responsible sourcing, further pushing them toward
local manufacturing and enhanced visibility across their
supply chains.

Investors and consumers have similar priorities. An IBM survey
reported that 62% of investors indicated they are considering
environmental sustainability, up from 48% in 2021.40 Customer
spending mirrors this trend, with products making ESG claims
accounting for 56% of all consumer spending growth from2017 to 2022.41 Additionally, by 2030, Millennials and Gen Z
will dominate the global workforce and control $68 trillion inincome.42 With a strong preference for sustainability over brandloyalty, these generations will continue to push the industry toinnovate and adopt more sustainable practices.

As the D&M industry moves toward more sustainable methods,
embracing digitalization presents significant opportunities.
D&M leaders and executives in the 2024 State of Design &Make report agree, with most of them identifying AI and otheremerging technologies as a top investment priority.43
While innovations like generative design have transformed theindustry through data-driven insights, challenges like siloeddata complicate decision making and reporting. Achieving
digital maturity involves not just investing in technology,
but also managing these tools effectively to achieve positive
business outcomes and sustainability objectives.

This new microfactory disassembles electronics for reuse and recycling
Inspired by the vision of a circular economy, Mark Lyons and
Rob Lawson-Shanks founded Molg to develop a solution for thedisassembly of electronic products for reuse and recycling, thattook into account product design and manufacturing.
Molg’s principal offering is a microfactory—a two-meter cubewith robotic arms and a workspace capable of disassembling
electronic products up to the size of a rackmount serverand harvesting a precise stream of components for reuseor recycling. Many parts from electronic products such as
laptops or servers may be perfectly functional for a second
life, while other parts may be too worn and require recycling.
The microfactory can identify and sort every item, down to thescrews, metals, and plastics.
To enable the robot to disassemble a wide range of electronic
products, Molg uses Autodesk Fusion to create a catalog of
assembly patterns for the microfactory to use. When defining
a new pattern, Molg first creates a simplified model of the
product using Fusion. That model is then parameterized(defining lengths, widths, tolerances, and so on) and captured

FY24 IMPACT REPORTin a data structure. In the context of product design, Molg
uses a Fusion plug-in to generate assembly features andcapture assembly parameters. Finally, a design package is“Products need to become circular inexported that contains the model geometry and a collectionof assembly metadata.

end-of-life processing. You can design

Repair, remanufacturing, and recycling jobs can be dynamicallysynthesized and rapidly completed using this assembly
intelligence, in addition to visual inspection, device telemetry,and service data. A server can be synthesized, disassembled,and processed to its individual components in less than
five minutes.

But if you have no way to practically

Closed Loop Partners and Elemental Excelerator are
collaborating with Molg to support its vision. The company
also recently joined the Autodesk Sustainability Tech Partner
Program. As Molg continues to make new inroads with its
microfactory, its core mission remains creating a new path forcircular manufacturing—from start to finish.

Mark Lyons
Co-Founder and Chief Technology Officer,
Molg

OVERVIEW

PARTNER WITH CUSTOMERS

their design and take into consideration
products using sustainable materials.
disassemble and process them, thencircularity cannot become a reality.
We want to be part of that solution.”

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Responsible supply chain management

Smart and energy-efficient manufacturing

The Autodesk Fusion Design Extension (formerly Product
Design Extension) offering in Fusion prepares designs for
manufacturing, freeing designers to concentrate on function
and aesthetics. For instance, the volumetric lattice feature
helps reduce the material and energy used during
additive manufacturing.

Supply chain transparency plays a crucial role in sustainability
as well, as emissions from an organization’s supply chain areoften over 11 times higher than their operational emissions.45
Implementing data-driven strategies can significantly reducethese emissions, which originate from sources as diverse as
procurement and inventory management.

Autodesk Moldflow simulation software provides plastic
injection molding and compression molding insights to improve
manufactured part quality. Advanced tools and a simplified userinterface help address manufacturing challenges such as partwarpage, cooling channel efficiency, material selection, machineutilization, and cycle time reduction.

Autodesk Fusion Manage cloud-based product lifecycle
management software connects people, processes, and data.
It enhances workflows and improves collaboration acrossteams, partners, suppliers, and customers wherever they work.
Users can improve supply chain visibility by managing andcollaborating with suppliers in a single source of truth, and

The CO2 emissions related to a product are not limited to thedesign phase—they extend to the production process on thefactory floor. In 2023, Autodesk acquired FlexSim factory
simulation technology to complement Autodesk’s existing
factory design solutions. FlexSim enables the creation ofdigital twins to help planners optimize their processes withina digital framework. Users can plan, simulate, and control
operations to accurately predict performance, forecast energy
consumption and emissions, analyze safety, and measureequipment utilization.

Introducing Autodesk Fusion industry cloud
Since the launch of Fusion ten years ago, Autodesk has been
dedicated to delivering the best cloud product development
solution on the market. Autodesk has invested in more than 100
product updates and 650 new features and enhancements to
Fusion since 2020. Continuing this trend, Autodesk announced
the evolution of Fusion into the open and extensible Autodesk
Fusion industry cloud in 2022—with the vision of connecting
capabilities, data, people, and processes across the entire
product development lifecycle.
Autodesk Fusion extends its capabilities beyond traditional
product planning and design by utilizing AI, automation, andgenerative design analyses. Fusion enables users to:● Expand design exploration, allowing designers to enhanceenergy and material efficiency within tight time and budget
constraints● Enhance communication among teams to optimize workflows,collaboration, and oversight● Enable seamless data interoperability with third-party partners,
fostering unified design environments that streamline productdevelopment● Harness AI to accelerate production line analyses acrossdesign, manufacturing, and operations stages

Minimizing material use during product design
Approximately 80% of a product’s environmental impact
is determined during the design phase,44 making earlymodifications the most sustainable and cost-effective approach.
For instance, prioritizing material efficiency can help reduce
waste and resource exhaustion and incorporating circularity
principles can extend material use and recycling throughthoughtful product lifecycle design.
Makersite, the creator of an AI-powered sustainability add-on
for Fusion, offers real-time insights into CO2 emissions. It

evaluates materials’ environmental impact and suggests
more eco-friendly alternatives. This proactive approach
optimizes resource use, decreases the likelihood of producing
nonconforming products, and reduces associated costs, material
waste, and energy consumption.

FY24 IMPACT REPORT

Within the Fusion Simulation Extension, generative design
takes design goals and parameters—such as materials andcosts—and outputs design alternatives for quicker prototyping,lightweighting, and lower-impact manufacturing options.
Users can also simulate the physical response of their designs
to stresses, assess manufacturability with injection molding
simulations, and evaluate the cooling efficiency of electronic
devices. These capabilities help enhance thermal management,
minimizing heat concentration that could otherwise lead todamage or failure in smart products.

they can track and trace material or sustainability measuresacross a product’s lifecycle. Configurable workspaces, like NPI
and quality management, accelerate product development
and increase product quality, helping to make a product more
efficient and greener throughout its lifecycle.

With Autodesk Factory Design Utilities software, designers andengineers can design and reconfigure factory floor plans in an
integrated digital model, ensuring design issues are detected
early. The financial and carbon costs of energy use can also be
reduced through the simulation, analysis, and optimization offactory designs.
After physical production begins, Autodesk helps D&M
professionals manage operations with Autodesk Prodsmart
software. Prodsmart gathers data about waste, employee
performance, and maintenance at every stage of the
manufacturing process for real-time manufacturing insights.
See a summary of Autodesk Design & Manufacturing solutions
that enable sustainable design.

In Fusion, configurations enhance support for prototyping anditerative design. By allowing the exploration of multiple design
alternatives within the initial model, they minimize the needfor physical prototypes, significantly cutting down on material
usage. Moreover, these configurations are interconnected,
enabling core designs to seamlessly integrate across various
workspaces and design documents for swift implementation.
Autodesk also recently released the Fusion Fastener Library,
so designers can select from a vast library of nuts, bolts,
and washers within Fusion. All parts are adaptive, so thelibrary automatically chooses the correct fastener size whena user selects a hole, saving time. Manufacturers can reduce
development and inventory costs for each custom part they
replace with a readily available commercial option. Additionally,
Fusion Fastener Library helps detect interference, reducing
scrapped material use and affiliated carbon emissions due toclashes in the physical product.

OVERVIEW

Embracing technology and innovation to
support the planet
Decathlon is using Fusion to adopt sustainable product designand development practices, transform products and operations,and manage the supply chain.
Learn more

Image courtesy of Decathlon

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Every product we help design and make better,

helps make abetter world.

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Health & Resilience
3D printing models that help train surgeons,provide better treatment, and eliminate the needfor animal testing during practice procedures

Global supply chains are beginning to rebound fromthe disruptions caused by the COVID-19 pandemic,
yet ongoing geopolitical crises continue to inject
uncertainty and instability. Firms downstream ofglobal value chains are hardest hit by supply chain
disruptions, making the D&M sector especiallyvulnerable. In response, there is an increasing trend
among businesses to source from nearby countries
and geopolitical allies.

It is difficult for surgeons to practice the intricacies of any
surgery, especially in the brain. Dr. Hannes Schwenke of
the University Hospital Schleswig-Holstein in Lübeckcon,
Germany, is pioneering an entirely new way to understand brain
aneurysms, train doctors, and provide better treatment by 3D
printing artery models and a replica of the vascular system.
With 3D printing, Dr. Schwenke can reproduce the individual
anatomy of an aneurysm with high precision, enabling a deep
understanding of the diseased vessel. Surgeons can visualize
patient-specific aneurysms to begin operations with as muchprior knowledge as possible, and patients can feel more at easewith a visual understanding of their upcoming surgery.

In this evolving landscape, improved data visibility andefficient communication are becoming critical in enhancing
supply chain resilience. Many D&M leaders are recognizing
emerging opportunities and are enhancing their supply chain
and financial operations through digital transformation.46

Facilitating supply chain resilience

The operating surgeon uses a keyhole technique to travel thehuman body’s full arterial pathway, from the inguinal arteries all
the way into the brain. With the 3D printed models, Dr. Schwenke
and his team have been able to improve training, operations, andprocedure outcomes dramatically.

Autodesk Fusion Manage not only enhances supply chaintransparency, but also assists users in identifying criticalsuppliers and operational threats. It provides secure data
access for everyone involved in the product lifecycle, helping
to create reliable and traceable processes for quality productdelivery. Autodesk Fusion Manage’s extensibility through open
APIs can connect to other solutions to surface inventory andcapacity buffers, enhancing resilience.
Factories also require flexibility to quickly adapt to productionchanges amidst evolving safety protocols and fluctuatingproduct demands. Autodesk Factory Design Utilities enables
designers and engineers to design efficient factory layouts,
plan for equipment installation and commissioning, assess
productivity impacts, and optimize factory designs to reduce
waste. Digital twins built in FlexSim allow designers, engineers,and equipment providers to understand how a facility orprocess will work in a digital space, before committing to costly
capital investments. The long-term impact of decisions madein the planning and operational phases can be determined byexecuting simulations that can run years into the future.

Dr. Schwenke and his team rely on Autodesk tools for their
entire process, typically isolating a relevant artery through a
combination of CT scans and 3D rotational angiography. After
processing and prepping the data in Autodesk Netfabb software,
the team can transfer the data over to Autodesk Fusion 360
software. Once in Fusion 360, they can transfer the data to 3D
print a physical scale model of the artery.

Images courtesy of Dr. Hannes Schwenke

Every new model provides an opportunity for Dr. Schwenke
to learn, run simulations, and visualize what’s usually hidden
within our bodies. He’s excited about what’s on the horizon with
3D printing.
“We have new 3D printing materials and new resin grades,”he says. “The process is always evolving. We’re talking about
manufacturing implants next. I think that’s where our journey
can go.”See a summary of Autodesk Design & Manufacturingsolutions that enable sustainable design.

FY24 IMPACT REPORT

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Work & Prosperity
Globally, 10 million manufacturing jobs are unfilled due
to labor shortages,47 hindering production. In addition,
the combination of sector growth, an aging workforce,and the adoption of new technologies is forcing theindustry to compete for specialized talent. Autodesk
is investing in programs and technologies to ensure
manufacturing firms have access to the workforce theyneed to succeed. By supporting apprenticeship training
programs, digital skills acquisition, and industryrecognized credentials, firms are finding ways toovercome the talent gap.
Many roles in manufacturing require understanding newtechnologies and workflows—throughout product development
and production. In the 2024 State of Design & Make report,
respondents identified the top three skills of the future as
the ability to work with AI, software development, and digitalproject management.48 Guided learning helps develop theseskills; however, while 77% of survey respondents agreed thatupskilling is important, only 41% say their organizations havethe necessary skills and resources for internal training.49 Digitalcollaboration tools and third-party training platforms aresome of the ways employers can keep pace with sweeping
industry changes.

Upskilling the workforce of today and tomorrow
Autodesk invests in upskilling and apprenticeship programs
through BluLever Education, a start-up addressing South
Africa’s plumbing and electrical skills gap. The Autodesk
Foundation also invests in the Manufacturing Institute’s FAME
USA, which collaborates with businesses and educators to train
future US manufacturing technicians. Both organizations aim toincrease the representation of women in the workforce.
Software provides additional support for upskilling talent.
Fusion’s open ecosystem enables developers like CloudNC
to integrate their AI tools into our industry cloud, enhancing
functionality and fostering innovation across user bases.
Building on this capability, Autodesk and CloudNC introduced
CAM Assist last year, a transformative add-in that quickly
converts 3D models of 3-axis components into CNC toolpaths,

FY24 IMPACT REPORT

reducing programming times by up to 80%.50 This efficiency
boost allows seasoned programmers to focus on high-valuetasks while accelerating the advancement of junior staff, who
can contribute to complex projects sooner.
Tedious tasks increase the risk of errors and distract fromthe harder, more satisfying, experience-gaining momentsof design. Fusion’s Drawing Automation feature enhances
productivity across all skill levels by automating the creationof consistent, preconfigured 2D drawings. This enables
newcomers to swiftly acclimate and focus on advancing theirskills, while experienced professionals can dedicate more timeto innovation and complex tasks. The streamlined processaccelerates project timelines and supports business growth by
optimizing training and boosting overall efficiency.
In 2023, Autodesk acquired BlankAI, a generative AI technology,
to automate the design process. Designers can quickly create
3D models in milliseconds, overcoming technical barriers forearly-career professionals so they can free their creativity anddrive innovation.

Better collaboration through digitalization

The Autodesk Fusion Signal Integrity Extension powered byAnsys provides additional PCB/electronics signal integrity tools
and capabilities to run electromagnetic analysis on criticalsignals within PCBs. Product designers and engineers caninspect and resolve issues with PCB signals early in the designphase to improve product EMC (electromagnetic compatibility)
and EMI (electromagnetic compatibility and interference)
testing compliance, reduce costly physical PCB testing andprototyping, and accelerate development.

Certifying the skills of the future
Autodesk Certification aims to solidify and enhance learningfor students and professionals, enabling companies toreallocate resources to other areas. Over the past three
years, there was a 100% increase in Autodesk’s D&M portfolio
certifications,52 reflecting the rising industry interest indigital skills.
Organizations use these industry-researched certifications
to distinguish talent and gain a competitive edge, benefiting
apprentices, educators, and job seekers alike. Autodesk
certifications are available for CAD, CAM, design-tomanufacture workflows, and more.

Collaboration is no longer a bonus, it is a fundamental part ofsuccessful teams. Results from a recent survey suggest that
remote hiring is continuing,51 even as return to work mandates
increase. Amidst high inflation, hiring remote workers fromlow cost-of-living areas may help companies save on costs.
Autodesk Fusion Team centralizes design changes, comments,and markups in the cloud so project progress is clearer, nomatter where teams are located.

Learn more in Education.
See Certifications.
See a summary of Autodesk Design & Manufacturing solutions
that enable sustainable design.

Autodesk has enhanced cross-functional collaboration in
the printed circuit board (PCB) domain through its ongoing
partnership with Cadence Design Systems. Fusion users
can now directly export files to Allegro X, using Cadence’s
advanced, AI-driven PCB tools while maintaining synchronicity
with Fusion’s 3D design environments. This integration ensuresthat any component adjustments are dynamically reflected,
whether modifications are made in the mechanical or electricalaspects, providing a seamless workflow for Cadence users.

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Media &Entertainment

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Energy & Materials
Sustainability is a growing focus in the media and entertainment(M&E) industry, with leading companies setting ambitious
sustainability goals.53 New initiatives, such as Xbox’s
Sustainability Toolkit,54 are spearheading this shift by providing
game developers with resources and best practices designed
to minimize environmental and social impacts. This toolkit
not only encourages the adoption of energy-efficient coding
practices and optimization of cloud services but also supports
the inclusion of environmental themes in game content to raiseawareness among players.
Other changes are underway too, as production becomesincreasingly complex. To meet the demand for higher-quality
visual effects, studios are rapidly adopting cloud-based
workflows to increase scalability, expedite production starts,and maintain connectivity among creative teams. Cloud-based
solutions also reduce the need for on-site IT infrastructure,
lowering carbon emissions due to the often higher energy
efficiency of centralized versus self-managed servers.
Digital tools in the cloud also contribute to sustainability by
reducing waste. In 2022, TV shows and movies generated anaverage of 240 tons of waste per production,55 with props andsets accounting for about half of this. Moreover, transporting
cast, crew, and equipment to remote locations increases energy
consumption and carbon emissions. Digital tools that facilitate
the creation of virtual sets and extras offer a practical solution,
significantly cutting down on physical waste and travelrelated emissions. By embracing digitalization, studios not
only conserve resources but also focus on what they excel at—
creating compelling art.

Introducing Autodesk Flow industry cloud
Autodesk is propelling film, TV, and games production forwardwith Flow, the industry cloud for M&E built on Autodesk’s Designand Make Platform. Autodesk’s vision is to streamline creative
processes across the entire production lifecycle, from earliest
concept to final delivery.

FY24 IMPACT REPORT

Flow’s current capabilities facilitate collaboration throughout thecreative pipeline:● Flow Capture (formerly Moxion) specializes in real-timedata flow to bridge the gap between dispersed on-set
production teams.
● Flow Production Tracking (formerly ShotGrid) helps teams andstudios in postproduction collaborate more efficiently, withpowerful features for reviewing media, managing resources,
and tracking deadlines.

Cloud computing and rendering
While Autodesk’s vision for Flow continues to evolve, users
can already use numerous Autodesk products in the cloud. For
example, artists can utilize Autodesk Arnold and Autodesk Flamefor finishing and visual effects (VFX) in the cloud. Additionally,
cloud computing resources and non-UI batch instances areavailable for Autodesk 3ds Max, Maya, and Arnold software.
Reusing digital assets across multiple projects minimizes
the need for new models, reducing performance overhead. In
Bifrost, a Maya plug-in, artists can package custom graphs
and repurpose them across different shows, scenes, and shots
to save time and energy. Recent changes in Bifrost further
reduce performance overhead, such as skipping translations
for unchanged volumes and supporting energy-efficient Apple
silicon chips.
Animation and visual effects company Axis Studios is working
toward sustainability through strategies such as efficient
workflows. Technologies ranging from Maya to Flow Production
Tracking help connect the global team and enable efficientexchange of information and data. Since 2000, Axis Studios has
won EMMY, BIFA, and RTS Programme awards, among others—
demonstrating how artists can blend creativity and sustainability
without compromising content quality.

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Untold Studios, the world’s first fully cloud-based creative
studio, uses the power of the cloud to drive next-generation
workflows and raise the bar for visual content. For example,
the studio uses Flow Production Tracking to unify workflows
across Maya, Flame, Arnold, and other technologies. In justfive years, the international company has grown a team of
16 to more than 240 and earned BAFTA, EMMY, and GRAMMY
nominations. The studio recently completed a projectwith the World Wildlife Foundation, “Back to Life,” whichused groundbreaking AI to visualize the race against
climate change.

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APPENDIX

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Image courtesy of Axis Studios

Improving sustainability through smarter production workflows
Content creation, particularly in the postproduction and VFXprocess, has a significant environmental impact driven by
the extensive use of electricity for operating sophisticatedhardware and software, alongside the more traditionalenergy demands of studio heating and cooling and emissions
associated with transportation.

FY24 IMPACT REPORT

Axis Studios is committed to minimizing environmental impacts
associated with the postproduction and visual effects process.
A key part of this commitment is enhancing software efficiency.
By using the latest versions of Autodesk Maya, the studio has
reduced viewport loading times significantly. This reduction not
only saves energy but also improves productivity by enablingartists to complete their tasks more quickly.

OVERVIEW

Additionally, Axis Studios uses advanced data management
techniques like deduplication and compression to lower
hardware requirements and electricity usage. These technologies
are instrumental in reducing the carbon footprint associatedwith energy consumption.
Axis Studios also utilizes cloud computing to optimize resource
use and manage workload demands globally. Transitioning tocloud-based rendering allows the studio to use energy more
efficiently and tap into green data centers, which are integral toreducing the environmental impact of their operations.

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Axis Studios is transforming its operational practices, employing
deliberate and thoughtful creative processes to reduce
unnecessary iterations, conserve resources, and further diminish
energy use. By implementing these strategies, including
maintaining reusable asset libraries and employing Energy
Star–certified equipment, Axis Studios is making significant
strides in driving sustainable outcomes. These efforts align withbroader environmental goals, such as lowering carbon footprints
and enhancing energy efficiency across their operations.
Learn more

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Digital content is booming. So too is its carbon footprint.

We’re working
to change that.

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Health & Resilience
Impacts from COVID-19 are still being felt throughout the M&E
industry. Audiences continue to consume content quickly andseek progressively higher quality visual effects in every film,
TV show, and game. Studios often respond by expanding theworkforce, but while these large, global teams mitigate thedemand problem and increase resilience, they also further
complicate workflows when teams are used to working withdisconnected technologies.
Strikes were another strain studios navigated last year that
often resulted in delayed releases. Despite this landscape,the 2024 State of Design & Make report indicates that M&E
leaders had more confidence in their companies’ ability tohandle unforeseen events last year as compared to the year
before.56 Cloud connectivity has contributed to this optimism byhelping professionals collaborate and create more effectively.
When companies are connected, they can better adapt totechnological changes and market fluctuations.
Other business strategies, such as vertical investment andopen standards that improve interoperability, are helping
studios safeguard their work against potential disruptions.
Owning more of the pipeline gives studios more control, but it
can complicate collaboration. Although open standards aid in
structuring and simplifying data flow across various platforms,
they are a new addition to the M&E industry.

Developing open standards and principles
Open standards encourage innovation, simplify development,
and enhance collaboration, thereby boosting company agility inresponse to sudden changes. In 2023, Autodesk, along with Pixar,
Apple, Adobe, and NVIDIA, founded the Alliance for OpenUSD(AOUSD), with the goal of standardizing and expanding Universal
Scene Description (OpenUSD). Part of the Joint Development
Foundation, the Alliance fosters an inclusive community forcollaborative development of OpenUSD.
Autodesk also helped found the Academy Software Foundation(ASWF) in 2018 to promote the use of open source software
throughout the motion picture industry. ASWF recently
announced a new subproject of MaterialX, Open Physically
Based Rendering (OpenPBR). Initially created by Autodesk
and Adobe with guidance from MaterialX, OpenPBR is a new
open source shading model with origins in Autodesk Standard
Surface and Adobe Standard Material. OpenPBR allows artists
to focus on the way 3D models are presented to the user,
rather than how they are constructed. The Future of Look
Development: Empowering Artists with OpenPBR webinar
explores how OpenPBR improves collaboration within andacross organizations, saving time throughout the process.
In the rapidly evolving world of 3D rendering, creatives face
the challenge of working with different renderers in theirworkflows. In 2023, Autodesk released LookdevX, a newmaterial authoring plug-in for Maya. Now, users can work
directly with OpenUSD data to create materials that work
across multiple renderers. MaterialX and other shading models
are supported, reducing rework risks. Autodesk also introduced
Hydra for Maya, as part of the USD Extension, to provide amodern, high-performance viewport for real-time previewsof complex scenes. Rework risk is reduced here as well, withassociated benefits for carbon emissions, timelines, and costs.

Telling the heroic stories of first responders
Flow Capture offers a simple solution for crucial real-time review
sessions and more effective communication, which is critical forthe creative process.
Learn more

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APPENDIX

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Navigating the shift to remote production mid-project
Guillermo del Toro’s Pinocchio reimagines the classic children’stale through stunning stop motion provided by animationand production studio SHADOWMACHINE. The dark retellingfor Netflix was created primarily out of the studio’s Portland,
Oregon, facility. More than four years in the making, it marks
SHADOWMACHINE’s first project to receive an Academy
Award nomination along with awards from BAFTA, Golden
Globes, Annies, the VES, and more—an even more remarkablefeat considering the team delivered the striking and deeply
meaningful film amidst a global pandemic, widespread local
protests, and rampant wildfires.
Throughout production, Autodesk ShotGrid served as acentralized source of truth, offering certainty amidst the chaos
and the necessary collaboration tools for success. Guillermo delToro’s Pinocchio was SHADOWMACHINE’s first implementationof ShotGrid at its Portland studio, and the software played anessential role in managing the complex and changing project,including when the production suddenly went remote. Many
elements grew exponentially throughout the process—such as
an increase from 48 sets in the original project bid to 99 in theend—and ShotGrid helped keep the team and workflow organized
during exceptionally challenging and unexpected circumstances.
Learn more

“This project had a number of unexpectedchallenges. Navigating COVID was tough;our job as a studio is not just to make amovie, but to keep our team safe. Back in
March 2020, there was not testing, andnobody knew what was going on, so we justtried to keep making progress on this film toour best ability.”
Whitney Schmerber
Art Production Manager, SHADOWMACHINE
Image courtesy of Netflix

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APPENDIX

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Work & Prosperity
The M&E industry is currently grappling with significant laborcomplexities. Amidst strikes and layoffs, there is a growing
demand from artists for a healthier work-life balance and more
inclusive and resilient teams. In the 2024 State of Design & Make
report, most M&E companies cited talent as their top challenge.57
The M&E sector is projected to have a 32% churn in its labor
force over the next five years, nearly 10% over the average
churn across all industries globally.58 Studios are on a quest
for more talent, and in conjunction with the rise of remote
work, they are broadening their talent search and outsourcing
jobs at unparalleled rates. Opportunities are extending beyond
traditional entertainment hubs, but collaboration is becoming
increasingly complicated.
Teams are also anxious about the impact of AI on jobs andindustry roles. Projections estimate that about 21% of existing
M&E jobs are likely to be overhauled by AI in the United Statesby 2026,59 raising questions about job security. At the same time,in a recent study by CVL Economics, most leaders indicated that
AI has also led to the creation of new job roles and is anticipatedto create even more.60

Enhancing creativity with AI and advanced features

Supporting distance collaboration

Autodesk’s goal is to augment teams, not replace individual
people. Scaling production with AI frees artists from repetitive
tasks so they can focus on the more fulfilling, creative aspectsof their work. As with the transition from hand-drawn panels to
VFX, this evolution opens the way for more people to enter theindustry, not fewer.

As studios seek global talent, effective collaboration is becoming
increasingly important. Autodesk is proud to partner withindustry think tank MovieLabs to revolutionize the industry
through cloud-based creative processes. An example of thisvision in practice is Amazon Studio’s virtualized, global approach
to episodic television production for the Amazon Prime series
The Lord of the Rings: The Rings of Power. A team of 1,500 artists
from 12 vendors on five continents created 9,000 VFX shots,
postproduction color grading, and sound, with an entirely cloudbased workflow61 that included Autodesk Flow Capture and Flow
Production Tracking.

Autodesk is fast-tracking the industry’s shift toward elevatedproduction by introducing new, automated capabilities.
Flame’s AI features automate repetitive tasks such as isolating
characters, so artists can focus on creative work.
Design is also faster in 3ds Max due to new features such as
an enhanced modifier for handling intricate modeling tasks
procedurally, improved retopology for tidying up models,and advanced motion paths for better visualization and finetuning of animations. Artists can now spend less time on datapreparation and more time creating. ​​In March 2023, Autodesk launched a private beta for AI-driven
workflows in Maya, utilizing Microsoft’s Azure OpenAI Service
for automatic scene manipulation using text prompts. Users
can ask to copy an object or add a camera and aim it anywhere,
expanding creativity through new workflows.

With Flow Capture, on-set teams can review preproduction dataand stream camera data directly to the cloud, supporting editing
and postproduction work the moment shooting wraps. Autodesk
Flow Production Tracking complements this by enabling cloudbased project tracking and management for VFX and animation
teams. Studios are supported in acquiring top talent throughglobal, remote workflows, thereby improving work-life balance in
an industry known for long hours.

Certifying the skills of the future
Certifications help fast-track careers and confirm skills, enablingorganizations to identify talent and maintain competitiveness.
The Autodesk Certified User certification, offered through
Autodesk partner Certiport, validates and highlights foundational
skills and knowledge for Autodesk Maya and Autodesk 3ds
Max software.
Learn more in Education.

EVR Studio, known for projects like the first 4DX
VR film Stay with Me and Parasite VR, excels increating real-time, interactive media. Maya enables
the team to finely tune facial characteristics andproduce high-quality renders. In 2023, EVR Studio
unveiled Project EDEN, an AI interface that willconnect users to their favorite celebrities throughdigital representations.

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Pushing the boundaries of technology to achieve outcomes previously thought impossible
Untold Studios, the world’s first fully cloud-based creative
studio, strives to provide an environment where happy accidents
are welcome and even encouraged. This ethos has helped
the company attract diverse talent and break new ground inanimation and visual effects.
Since launching in 2018, the studio set out to deliver world-classwork across music, film, television, and advertising. Utilizing thescalability of the cloud and collaboration enabled by Autodesk’s
Design and Make Platform, Untold Studios has been able to tap
into the world’s best talent and streamline information flow
across projects, teams, and the studio—a paramount task as
projects have expanded in size and complexity. In just five years,
the company has grown an international team of 16 to more than240, earned BAFTA, EMMY, and GRAMMY nominations, and driven
next-generation workflows.
Untold Studios built its creative pipeline to support a rangeof third-party technologies in the cloud, including Autodesk
Maya for character animation, Autodesk Flame for commercial
finishing, Autodesk Arnold for scalable rendering, and Autodesk
Shotgrid, now Flow Production Tracking, for production
management, tying everything together. Its virtual setup
enables remote artists to start up their cloud machines andlog in via a proprietary web interface to start working in theapplication most relevant to their job, be it visual effects, design,
creative finishing, or another creative endeavor.

In addition to using these tools, Untold Studios is also
continuously exploring emerging technologies that canadvance their cloud pipeline—from USD to AI. Untold Studios
has already woven USD into a handful of projects and is
working with Autodesk closely as the industry continues tomove in this direction.
Learn more

“We build everything with the future in mind
and carefully consider the technologies
and vendors we engage with. Our workwith Autodesk and its Design and Make
Platform have proven integral to ourcontinued evolution, helping us to push
the boundaries of technology to achieve
outcomes previously thought impossible.”
Amaan Akram
Head of VFX, Untold Studios

Image courtesy of Untold Studios

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Education
At Autodesk, we believe in lifelong learning as acatalyst for transformative change. We inspire
educators and students to design and make a betterworld for all. Autodesk empowers students andnext-generation design and make leaders with thetechnology to create a more sustainable, inclusive, andresilient workforce. We are not just helping educatorsand students envision the future—we are providingthem with the tools to create it.

Our primary areas of focus in education are:Autodesk education resources include:

ToolsetAutodesk Education plan

Autodesk is at the forefront of industry, providing
technology platforms used to create solutions,connect data, and accelerate outcomes. Educational
institutions benefit by adopting the same software
platforms used by professionals, equipping students
with the knowledge and skills to thrive intheir careers.

The Education plan provides verified students and educators
free access to Autodesk’s professional-grade software portfolio,
support, and other resources to help them achieve the new
possible. In FY24, millions of students and educators used
Autodesk software to learn design and make skills.

Skillset
We provide students and educators with the essential
skills to solve the world’s most pressing design
and make challenges. These skills prepare thenext generation of leaders to excel in their careers,
ensuring they are ready to meet evolving businessneeds with confidence.

Autodesk Education Community
Students, educators, and educational institutions can accessthe latest Autodesk product updates, certifications, and insights
on workforce readiness, teaching trends, industry changes,
and upcoming events and competitions through our
Education Community.
Learn more

Autodesk learning and certification

MindsetWith access to the latest software, tools, and training
resources, students are inspired to adopt a makeanything mindset and encouraged to embrace newchallenges. With this approach, students will be theinnovators, creators, and makers of tomorrow.

TalentBy providing access to the same software used byindustry professionals, we enable students to gain realworld experience and master the tools and techniques
used in industry. Our certifications allow learners to
showcase their readiness to join the workforce and tosucceed in a rapidly evolving job market.

We provide industry-validated, skill-building modules, teaching
resources, and certifications for professional users and students
around the globe. Autodesk certifications are aligned withspecific products and roles to demonstrate job readiness. Thesecertifications enable educators to keep pace with industrystandard tools, enhancing their teaching effectiveness. With
tailored learning pathways in architecture, engineering,
construction, product design, and manufacturing, plus
specialized projects for machinists and mechanical engineers, weempower millions of design and make professionals worldwide.
Learn more

Free Autodesk software and/or cloud-based services are subject to acceptance of and compliance with theterms and conditions of the terms of use and/or other terms that accompany such software or cloud-based
services. Software and cloud-based services subject to an Educational license or subscription may be used byeligible users solely for Educational Purposes and shall not be used for commercial, professional, or any otherfor-profit purposes.

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Autodesk University

Sustainability Leaders Summit

Autodesk University (AU) is a global learning community
for design and make professionals that offers conference
experiences and free access to online learning resources yearround. In FY24, the AU website received more than 2.3 million
visits. Visitors watched more than 73,000 hours of instructional
videos on the website, and an additional 15,000 hours via other
distribution channels such as YouTube.

Created and convened by Autodesk, the Sustainability Leaders
Summit (SLS) equips sustainability executives with innovative,
relevant, and actionable insights, serving as a dynamic forum
that has become pivotal in advancing sustainability initiatives,
catalyzing collaboration, and driving insightful dialogs
among leaders.

In FY24, Autodesk brought together the SLS cohort of senior
executives from start-ups and enterprise companies at major
events, including Autodesk University 2023 in Las Vegas,
Techonomy Climate in San Francisco, and London Climate
Action Week. These gatherings united leaders from diverse
geographies and industries, fostering ongoing collaborationand collective action.

The summit’s value is powerfully underscored by attendee
feedback, with 100% of participants stating that they left
inspired by the leading voices and exemplary practices
showcased and recognize Autodesk as a trusted sustainability
partner, confirming the significant impact of the summit.
Learn more

Learn more

Closing the skilled labor gap with young talentWorldSkills Competitions help young people develop highstandards of professional skills and abilities to address a major
global challenge: the skilled labor shortage. Given population
growth, as many as 1 billion people will require training in nextgeneration skills by 2030.62
Autodesk recognizes the need for businesses to remain
agile amidst rapid technological advancements. To mitigate
the growing skilled labor gap, many industries, includingarchitecture, engineering, and construction and design andmanufacturing, are placing hope in emerging talent.

FY24 IMPACT REPORTWorldSkills is a leading organization that helps build confidence,
empowers communities, and fuels economies through a uniqueenvironment in which members and competitors exchange
knowledge and strategies. Since 2007, Autodesk has supported
the WorldSkills Competitions as a Global Industry Partner,
contributing both technological resources andspecialized expertise.

Autodesk builds on University of Florida relationship with $1.5 million gift to its Colleges of Design,
Construction and Planning, and Engineering
Announced in January 2024, Autodesk contributed $1.5 million
to the University of Florida to support establishing the world’s
first industrialized construction program and help address thecritical shortage of skilled industrialized construction workers
in Florida. This initiative is poised to revolutionize the industry
by significantly reducing development costs and accelerating

Learn moreconstruction speed. This offers potential to help tackle thehousing crisis and pave the way for more efficient, cost-effective
housing solutions. Autodesk’s transformative gift, following
a previous $300,000 donation, underscores the company’scommitment to driving innovation and training the next
generation of design and make professionals.
Learn more

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Advanceindustries
We recognize that progress to address
the risks of climate change and inequality
requires collaboration and partnership
across our entire ecosystem. By catalyzing
technological innovations, participatingin collective action with our stakeholders,and strengthening market incentives forsustainability, we can transform industries.

FY24 IMPACT REPORT

Autodesk Foundation

Research and Partnership

Public policy

The Autodesk Foundation portfolio reached 110 million
individuals with resilient solutions,1 reduced 2.2 million metrictons CO₂e of GHG emissions in 2023, and supported 12,900
individuals in obtaining new or improved jobs during the year.

In collaboration with a team of developers and architects,
we launched Project Phoenix, a multifamily affordable andsustainable housing project in West Oakland, California, todemonstrate what’s possible to achieve net-zero design andconstruction today.

We supported policies in the United States to improve energy
transmission to accelerate the connection of new renewableenergy resources to the power grid.

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APPENDIX
FY23 IMPACT REPORTReinforcing actions to advance industries
Global challenges such as industrial decarbonization,
climate change resilience, and workforce
transformation are complex and multifaceted, and theyaffect people across all parts of society. As a result,these challenges cannot be solved by one person, one
solution, or one company.

Disruptive innovation

y
sh

po

rt n

er

Over time, and in close partnership and collaboration with peers,competitors, policymakers, philanthropists, NGOs, and others
across the private and public sectors and civic society, we aim
to make sustainability the norm in our industries while growing
the future industries necessary to achieve positive impact
at scale.

Drive collective action
through government andindustry partnership

li c

Pa

We focus our efforts on three primary levers for market
transformation: catalyzing and scaling technological innovations,driving collective action through partnership, and engaging theecosystem to strengthen incentives for positive impact. Multiple
teams across the business—including our Autodesk Foundation,
research, partnerships, and public policy teams—work incoordination through cross-functional working groups to drive
progress. In FY24, for example, Autodesk launched a working
group concentrated on achieving a net-zero built environment.
The group is charged with catalyzing the technologicalinnovations, industry collaborations, and market incentives
necessary to deeply decarbonize the architecture, engineering,and construction (AEC) industry.

ksde tion
a

Au
Fo to
un
d

Catalyze and scale disruptive
innovations to accelerateindustry transformation

Collective action

Re
se

ch
ar

So in addition to delivering on our own sustainable operations
and partnering with our customers to design and make moresustainably themselves, we also take the systemic actions
needed to advance our industries to be inclusive, resilient, andsustainable. The Autodesk Design and Make Platform serves
customers across entire value chains, and we have a distinct
opportunity and responsibility to drive systems-level progress
through actions that others might be challenged to take.

ip

Pu

ic
l
b

Market incentives
Engage the ecosystem tostrengthen market incentives for
positive impact

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APPENDIX
FY23 IMPACT REPORTAutodesk
Foundation
The Autodesk Foundation invests financial capital andin-kind support in a portfolio of nonprofits andstart-ups worldwide. Through these efforts, itcatalyzes disruptive innovation and de-risks
transformative solutions across Autodesk’s industries.

Financial capital

In-kind support$16.2 million$9.2 million

Portfolio organizations utilize Autodesk’s resources toscale design and engineering–based innovations that drive
quantifiable outcomes ranging from CO₂e reduction and resilient
housing to dignified job placements and wage gains. These
are just some of the impacts that align with the Autodesk
Foundation’s investment theses and theories of change acrossthree impact opportunity areas: Energy & Materials,
Health & Resilience, and Work & Prosperity.

The Autodesk Foundation provides flexible,
catalytic capital in the form of unrestrictedgrants and impact investments (primarily
convertible notes, simple agreements for
future equity [SAFEs], and equity investments).

The Autodesk Foundation facilitates in-kind
donations to its portfolio from Autodesk
in the form of technology donations, technicaltraining, employee pro bono consulting,and storytelling.

75%

in financial capital to the portfolio in FY24

of in-kind contributions to the portfolio in FY24of the Autodesk Foundation portfolio
benefited from in-kind support in FY24,
including software donations, technicaltraining, employee expertise, storytelling,
access to Autodesk spaces, and more.

36% Energy & Materials

27%

Energy & Materials

32% Health & Resilience

42% Health & Resilience

32% Work & Prosperity

31%

Work & Prosperity

Image courtesy of Bridges to Prosperity
Image courtesy of Bridges to Prosperity

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APPENDIX
FY23 IMPACT REPORTAutodesk Foundation portfolio reach
During FY24, the Autodesk Foundation portfolio
included 60 nonprofits and start-ups worldwide.

Impact opportunity areas represented

Energy & Materials
The Energy & Materials portfolio is primarily in the
United States, where GHG emissions per capita exceed
those of most other nations.

Health & Resilience

Energy & Materials

Work & Prosperity

The Health & Resilience portfolio prioritizes regions
most vulnerable to climate change, including SubSaharan Africa, the Indian subcontinent, Southeast
Asia, and South America.

Although a majority of the Work & Prosperity
portfolio is based in the United States, theFoundation has expanded its internationalpresence to India, South Africa, Spain, France,
and the United Kingdom.

Health & Resilience
Work & Prosperity
Energy & Materials and Health & Resilience
Health & Resilience and Work & Prosperity
All

This map represents the reach of the FY24 Autodesk Foundation portfolio.

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APPENDIX
FY23 IMPACT REPORTThe Autodesk Foundation portfolio achieved
the following:2

110 million

individuals reached with resilient solutions in housing andinfrastructure, energy access, agricultural productivity, andworkforce development3

2.2 million

metric tons CO₂e of GHG emissions reduced in 2023

12,900

individuals obtained new or improved jobs in 2023

Learn more about the Autodesk Foundation’s approach to impact
measurement and management.
See a summary of impact metrics in the Data summary.

Portfolio impact: breadth, depth, and durability
The Autodesk Foundation’s impact measurement andmanagement practice uses data to establish accountability,
evaluate performance, and report on the social andenvironmental impact of its portfolio. It tracks a set of metrics
that collectively describe the impact of investments in termsof breadth (the number of individuals reached), depth (thequality of impact), and durability (the persistence of impact overtime). These metrics support decision making and ensure that
the Autodesk Foundation continues to direct financial and inkind resources to the opportunities that present the greatest
potential for impact.

Image courtesy of Nadia Todres

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FY23 IMPACT REPORTAccess and inclusion

Engineering for Change Fellowship

By championing inclusive innovation and backing leaders withdiverse backgrounds and proximity to impacted communities,
the Autodesk Foundation advances a more sustainable,
inclusive, and resilient world for all. In the United States,
start-ups and nonprofits led by women4 and people of color,
especially Black and Latinx leaders, receive a small fraction of
total venture capital and unrestricted philanthropic funding.5,6
Through its commitment to expanding equal access to capital,
the Autodesk Foundation has made significant progress insupporting underfunded leaders—increasing the gender, racial,and geographic representation of leadership teams acrossits portfolio.

Through the Engineering for Change (E4C) Fellowship program,the Autodesk Foundation sponsored 29 early-career engineers
and technical professionals representing 15 countries acrossfive continents. Each participant partnered with portfolioorganizations to drive progress toward the UN Sustainable
Development Goals.

The Autodesk Foundation works alongside Autodesk’s Diversity& Belonging team to build a culture of belonging where all
employees have opportunities to shape the world and their
future—advancing programs like ERG grantmaking.

Inclusive Climate Innovation Initiative
In 2023, the Autodesk Foundation launched the Inclusive
Climate Innovation Initiative, which aims to bolster the
inclusive innovation environment in climate technology throughphilanthropy. The Autodesk Foundation provided grant funding
to four entrepreneur support organizations addressing capitaland resource inequities for climate tech founders: Browning theGreen Space, Elemental Excelerator, New Energy Nexus,
and LabStart Innovations.
Learn more

Autodesk Foundation portfolio organizations*
Women-led

People of color-led
2023
2022

28%
20%

2023

53%

2022

46%

57%
51%

Learn more

2020

“By harnessing technical expertise,Black or Latinx

professionals can design resilient
infrastructure that not only addresses

2020

3% 14%

48%

People of color* Data are based on an annual survey of self-reported demographic data of portfolio leadership(CEOs, executive directors, and/or founders). “People of color” refers to individuals who
identify as Asian, Black, Indigenous, and/or Latinx.

current concerns, such as the impactsof climate change, but also ensures thesustainable use of natural resources.”
Sheilla Constance Apio
2023 E4C Fellow

E4C cohort representation

North
America
4%

South
America10%

East
Africa55%

Asia
Pacific
31%

Learn more

Image courtesy of BluLever Education

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APPENDIX
FY23 IMPACT REPORTWe invest ininnovators
who make our industries moresustainable, inclusive, and resilient.

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APPENDIX
FY23 IMPACT REPORTEnergy & Materials
The Autodesk Foundation invests in nonprofits andstart-ups scaling early-stage technologies that havethe potential to dramatically avoid, reduce, and remove
GHG emissions within our industries.
The Autodesk Foundation targets early-stage (seed toSeries A), technology-driven ventures for whom its investments
can de-risk their technology and business models. The Autodesk
Foundation then closely partners with entrepreneurs throughout
the growth of their venture—from idea, to development, toearly deployment and beyond to achieve scale. The Autodesk
Foundation prioritizes sectors where its design and makeexpertise is particularly beneficial, namely next-generationenergy production, electrification of heavy transportation, lowcarbon materials innovation, building and industrial efficiency,
and CO2 removal.

Energy & Materials portfolio investments*$545.8K

average FY24 financial investment
per portfolio organization$115.9K

average value of FY24 in-kind support
provided per portfolio organization

Energy & Materials portfolio organizations

Portfolio impact

People of color-led
13%

Metrics

40%

Black or Latinx
Women-led
33%“As the world becomes increasingly
reliant on the critical metals that are thebackbone of an electrified economy, it

2021

2022

2023

Realized GHG emissions
reduction (annual, metrictons CO₂e)203,000

165,000

255,000

Potential GHG emissions
reduction through 2050
(cumulative, metricgigatons CO₂e)*

14

20

20

is clear the sourcing of those materials
must be as clean and efficient as the* Cumulative potential GHG emissions reduction through 2050 from organizations that were a part of
the Autodesk Foundation portfolio during the year noted. These data were calculated by third-party
expert Rho Impact in collaboration with portfolio organizations and the Autodesk Foundation.

future we imagine.”
Megan O’Connor
CEO and Co-Founder, Nth Cycle

Image courtesy of Prometheus Materials

Learn more

* Averages are based on the 10 portfolio organizations that received financial investment and the 17 portfolioorganizations that received in-kind support during FY24.

Impact measurement and management
By helping to decouple economic growth from emissions acrossconstruction and manufacturing, the Autodesk Foundation
aims to avoid, reduce, and remove global GHG emissions at ameaningful scale and timeline, to maintain warming below 1.5°C.

The Autodesk Foundation assesses the impact of its
Energy & Materials portfolio based on how existing or
proposed solutions are expected to directly or indirectly
affect atmospheric GHG concentration, through either
GHG emissions reduction or removal. Key metrics relate
to both realized and potential impacts. Realized impact
is what a climate solution actually caused. Potential
impact is based on a standardized growth trajectorythat assumes the proposed solution gains a certain
market share by 2050.

Learn more about the Autodesk Foundation’s Energy & Materials work,
including its theory of change.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESThe Autodesk Foundation engages third-party experts such as
Rho Impact to forecast the potential GHG emissions impact of
its portfolio. The Autodesk Foundation also supports efforts toimprove capabilities and build consensus around terminology,
methodologies, and best practices for assessing and reporting
forward-looking emissions impact through participation incoalitions such as Project Frame.
Learn more about the Autodesk Foundation’s impact measurement andmanagement practice.

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APPENDIX
FY23 IMPACT REPORTSafely capturing and storing
atmospheric CO₂
Heirloom, a carbon removal start-up, is advancing a low-cost
direct air capture (DAC) system that holds the promise ofremoving 1 billion metric tons of CO2 from Earth’s atmosphereannually by 2035.
Heirloom’s DAC technology combines a natural process
known as carbon mineralization, through which minerals
quickly absorb CO2 from ambient air, with the measurability
and scalability of DAC. By accelerating limestone’s naturalability to sequester CO2, Heirloom’s technology enables thesafe, permanent, and cost-effective storage of CO2 inmaterials like concrete.
The start-up uses Autodesk AutoCAD’s Electrical toolset to
improve its operational efficiency—and reduce costs—by
designing features for creating, modifying, and documenting
electrical control systems. Heirloom has also received
technical and legal support from Autodesk pro bono employee
volunteers and is an active member of the Autodesk Research
Residency Program.
Learn more

Image courtesy of Heirloom

Image courtesy of M2X Energy

Decarbonizing construction withbamboo and the cloud
BamCore is using innovative green building techniques alongwith Autodesk technology to solve some of construction’s
toughest challenges and reduce its carbon footprint.
Learn more

FY24 IMPACT REPORTImage courtesy of Nth Cycle

Image courtesy of CarbonBuilt

Curbing methane emissions at the source

Recycling precious metals from waste

Ultra-low-carbon concrete meets profitability

M2X Energy’s mobile refining plants—designed with Autodesk
Inventor and Vault—convert methane emissions from landfills
and oil and gas sites into valuable chemicals like methanol.

Nth Cycle uses Fusion 360 to develop metal-isolating cells
that produce a clean, cost-efficient supply chain of nickel
and cobalt.

CarbonBuilt is using AutoCAD to decarbonize concrete, enabling
manufacturers to make industry-standard products with 70%
to 100% less embodied carbon than conventional concrete.

Learn more

Learn more

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Learn more

ADVANCE INDUSTRIESOPERATE WITH INTEGRITY

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APPENDIX
FY23 IMPACT REPORTHealth & Resilience
The Autodesk Foundation invests in nonprofits andstart-ups scaling technology-based climate adaptation
solutions that improve resilience in low-resource
communities most vulnerable to climate change.
The Autodesk Foundation invests in solutions that help
communities manage increasing levels of physical climate
risk, reduce vulnerability in the face of climate shocks, andtransform systems to address the root causes of climate impacts
on communities. These solutions are seen across several key
sectors, including the built environment, food systems, energy
access, and water and sanitation.

Health & Resilience portfolio organizations

Portfolio impact

People of color-led

Metrics

69%

Women-led

Individuals directly impacted(cumulative)*

63%

Realized GHG emissions
reduction (annual, metrictons CO₂e)†

Health & Resilience portfolio investments*$374.5K$329.3K

average value of FY24 in-kind support
provided per portfolio organization* Averages are based on the 13 portfolio organizations that received financial investment and the 20 portfolioorganizations that received in-kind support during FY24.

“To design effectively, you have to first

2023

16.9M

74.7M

109.4M

1.2M

2.2M

2.0M

immerse yourself in the environment, thecontext, and the community you will be* Cumulative data from organizations, since their inception, that were a part of the Autodesk
Foundation portfolio during the year noted.
† These data were calculated by portfolio organizations and the methodology was vetted by
CEA Consulting.

building in.”Christian Benimana
Managing Director, MASS Design Group;
Director, African Design Centre

Image courtesy of Iwan Baan, MASS Design Group

By introducing climate adaptation technologies andstrengthening infrastructure in underresourced communities,
the Autodesk Foundation aims to increase access to essential
services and build more resilient social, economic, andenvironmental systems.

Impact measurement and management
The Autodesk Foundation assesses the impact of its
Health & Resilience portfolio based on how portfolioorganizations improve outcomes for their beneficiaries.
These outcomes relate to enhancing community healthand well-being, protecting and regenerating natural
resources, and advancing inclusive economic growth to
reduce climate vulnerabilities.

Learn more about the Autodesk Foundation’s Health & Resilience work,
including its theory of change.

FY24 IMPACT REPORT

2022

Locally led
38%

average FY24 financial investment
per portfolio organization

2021

OVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESTo quantify this, the Autodesk Foundation relies on datathat are self reported by organizations in its portfolio. The
Autodesk Foundation has engaged third-party experts suchas CEA Consulting to review realized GHG emissions reduction
calculations, methodology, and data sources.
Learn more about the Autodesk Foundation’s impact measurement andmanagement practice.

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APPENDIX
FY23 IMPACT REPORTBuilding gender equity in Africa’s
construction workforce
In Africa, men comprise more than 80% of the construction
workforce. BuildX Studio, Build Health International(BHI), and MASS Design Group are working to shiftthat. These organizations not only hire women for both
frontline and leadership roles, but also invest in training
women to address gender disparities in the industry.
The benefits of including women in construction are
clear. Women bring unique skills, perspectives, and adesire to add value particularly to projects aligned with
their own lives and families—like BHI’s Maternal Centerof Excellence in Sierra Leone. Builders around the world
can look to Africa for insights on how to attract, train,
and retain more women for careers in construction.
Learn more

Image courtesy of Build Health International

Image courtesy of Artpixel, Build Health International

Image courtesy of Iwan Baan, MASS Design Group

Expanding dignified and affordable
health care access

Embodying conservation in design

Harnessing AI to connect isolated communities

Redefining off-grid refrigeration

MASS Design Group used Autodesk Revit to render
3D models, collaborate with partners, and maximize
productivity in constructing The Ellen DeGeneres Campusof the Dian Fossey Gorilla Fund in Rwanda.

To scale its impact and connect more communities with its
trail bridges, Bridges to Prosperity created a geospatial toolthat uses AI and machine learning to analyze site data.

Amped Innovation used Fusion 360, and expertise from an
Engineering for Change Fellow, to develop a solar-poweredrefrigerator for off-grid applications in rural areas.

Build Health International completed 35 health infrastructure
projects in more than 20 countries in 2023. Using Autodesk
Construction Cloud and BIM Collaborate, BHI plans to scale its
efforts in 2024 and beyond.

Image courtesy of Envision Rwanda

Image courtesy of Jjumba Martin, Amped Innovation

Learn more

Learn more

Learn more

Learn more

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FY23 IMPACT REPORTWork & Prosperity
The Autodesk Foundation invests in a diverse portfolioof organizations that prepare workers to thrive in theera of automation.
The Autodesk Foundation supports early-stage, technologyenabled start-ups, nonprofits, accelerators, and funds that help
create a more inclusive economy. The most promising solutions
help workers gain access to in-demand skills and dignified workin an ever-changing world. These innovations focus on upskilling
and reskilling learners, facilitating quality employment forworkers, and improving employer behavior within the design,
manufacturing, engineering, and construction industries.
The Autodesk Foundation’s Work & Prosperity portfolio isbuilding a skilled and resilient workforce that meets thechanging needs of the construction and manufacturingindustries in the era of automation.

Work & Prosperity portfolio investments*$400.2K

average FY24 financial investment
per portfolio organization$73.4K

average value of FY24 in-kind support
provided per portfolio organization

Work & Prosperity portfolio organizations

Portfolio impact*

People of color-led
44%

Metrics

50%

Black or Latinx
Women-led

2022

2023

Individuals obtained new or
improved jobs (annual)

13,50021,2008,800

Individuals trained(annual)17,50027,10010,00075%“This is a historic, special moment foreconomic growth and for a clean energy
transition. And it is a ripe time to try some
new talent strategies.”* These data are self reported by organizations that were a part of the Autodesk Foundation
portfolio during the year noted.

Rachel Korberg
Executive Director and Co-Founder,
The Families & Workers FundImage courtesy of ISAIC* Averages are based on the 12 portfolio organizations that received financial investment and the 9 portfolioorganizations that received in-kind support during FY24.

Impact measurement and management

Learn more about the Autodesk Foundation’s Work & Prosperity work,
including its theory of change.

FY24 IMPACT REPORT

2021

The impact of the Autodesk Foundation’s Work
& Prosperity portfolio is based on how portfolioorganizations improve outcomes for workers.
These outcomes relate to attaining in-demandskills and credentials, increasing access to quality
jobs, and driving economic advancement in the eraof automation.

OVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSTo quantify this, the Autodesk Foundation relies on data that are
self reported by organizations in its portfolio.

ADVANCE INDUSTRIES

Learn more about the Autodesk Foundation’s impact measurement andmanagement practice.

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APPENDIX
FY23 IMPACT REPORTFamilies, workers, and the definitionof a good job
Only 44% of US workers consider their job to be “good.” 7Rachel Korberg, executive director and co-founder of The
Families & Workers Fund, sees investing in organizations
working to build a skilled green infrastructure workforce
as crucial to solving today’s labor market challenges.
The Families & Workers Fund fosters large-scale collaborationand philanthropic investments to advance workforce planning,
implementation, and innovation—creating more inclusive
and sustainable opportunities for hundreds of thousandsof workers and families throughout the United States.
As part of its long-term strategy, the Fund is leading initiatives
to create dignified career pathways and advance employer
policies and best practices that enable economic security,
resilience, and mobility for more workers in the green economy.
Learn more

Image courtesy of BluLever Education

Image courtesy of Generation

Image courtesy of ChargerHelp!

Closing South Africa’s skilled workforce gap

Upskilling workers for the green economy

BluLever Education creates apprenticeships and training
programs to equip artisan entrepreneurs and businesses
with skills and resources to open doors to jobs and economic
opportunity in South Africa.

Generation supports adults across the world in achieving
economic mobility through employment in key industries
such as technology, health care, customer service, andskilled trades.

Learn more

Learn more

An electrified future, poweredby worker diversity
ChargerHelp! is solving the industry-wide problem of
downed electric vehicle charging stations by providing
on-demand repairs and maintenance support from trained
local workforces.
Learn more

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APPENDIX
FY23 IMPACT REPORTResearch
Autodesk Research examines new ways technology canbe applied to solve challenges across the industries weserve. We explore the role technology plays in realizing
the new possible of tomorrow—and prepare Autodesk
and our customers to turn early ideas into the newnormal. And we lead conversations across industries
that advance change and accelerate innovation.
Our Research team utilizes customer collaborations, physicalworkshops, and our global network of diverse innovatorsand resident researchers from industry, academic, andentrepreneurial sectors—known as the Autodesk Research
Residency Program—to investigate technological innovations
and applications that can create unique value for Autodesk andour customers.
We gain insight and experience from industry experts, worldrenowned organizations, innovative government labs, andbudding start-ups. We explore the real-world challenges andrequirements that our customers face day to day. And wedevelop and test solutions to those challenges in fabrication
facilities and Technology Centers in San Francisco, Toronto,
Boston, and Birmingham.
Autodesk organizes its research according to eight main
themes, including Adaptive Product Assembly, Industrializationof Construction, and Net-Zero Buildings. For the NetZero Buildings theme, we are exploring the challenge ofsimultaneously achieving goals for operational carbon,
embodied carbon, cost, and livability. In 2023, we accelerated
Project Phoenix, in collaboration with a team of developers
and architects, to develop a community of several hundred
affordable and sustainable homes in West Oakland, California.
This demonstrates the potential of sustainability leadership,
innovation, and collaboration to drive industry transformation.
Learn more

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APPENDIX
FY23 IMPACT REPORTProject Phoenix: Autodesk-led collaboration brings AI-powered, climate-friendly solution
to affordable housing
There is a severe shortage of affordable housing in America—
particularly in California—as well as in many other countries
worldwide. At the same time, housing construction and daily
use contribute significantly to GHG emissions and otherenvironmental impacts. A key challenge in the coming years is
to collectively address the housing crisis in ways that improvesustainability without compromising livability.

Industrialized construction—manufacturing buildings in afactory—is also key to the project. Focused on prefabrication,
this innovative process removes the unpredictability of a
traditional construction site. And the convergence of design,
construction, and manufacturing workflows dramaticallyaccelerates the speed to completion. The Phoenix units will
be erected in about four weeks whereas traditional processes
typically take close to a year.

Autodesk is collaborating with a team of developers andarchitects to develop The Phoenix, a multifamily project
consisting of 316 affordable and sustainable homes on a
five-acre site in West Oakland, California. The Phoenix homes
will be built at about half the cost, time, and carbon footprintof a typical multifamily building in the San Francisco Bay Area.
This project showcases the potential of generative design,industrialized construction, the use of innovative materials andcarbon neutrality.
The multidisciplinary team used the Autodesk Platform to makedata-informed trade-offs between goals for operational carbon,
embodied carbon, cost, and livability. It is essential to be able tovisualize dynamically how changes to those and related factors
impact one another, to determine the optimal design.
Using Autodesk Forma for early-stage design, MBH Architects
rapidly explored a large range of options that met complex
project goals. Adding a floor to a building, nudging thestructure’s position north or south, shifting a playground or
greenspace from the edge of the development to the center—each move alters the score for cost, carbon, and livability.
Forma also allows designers to start with building blocks frompast projects, generate arrangements powered by Autodesk AI,
view real-time performance analysis, and quickly home in on
designs that maximize desired outcomes.

FY24 IMPACT REPORT

Innovative material use is also helping to meet projectrequirements. One challenge in creating sustainable affordable
housing is the building facade, which often accounts for morethan 20% of a building’s embodied carbon. Finding low-carbon
materials can be difficult due to demanding performancerequirements like durability and fire resistance. MBH Architects,
Factory_OS, bio-materials company Ecovative, building envelope
consultant Heintges, and Kreysler & Associates collaborated tocreate a revolutionary 38-foot-long prefabricated facade panelthat drastically reduced construction time and embodied carbon.
The panel, which includes a mycelium and plant-based material
core with a fiber-reinforced-polymer (FRP) shell, is a first-ofits-kind facade system with very large panels that are carbon
negative, meaning that the process of making them absorbs
more carbon than is emitted, due to the large volume of plantbased material that drew carbon out of the air as it grew.
Addressing the housing crisis requires tremendous speed andscale. Project Phoenix demonstrates the great potential ofinnovative and generalizable approaches to transform housing
design and construction and create high-quality housing withsignificantly reduced environmental impact.
Learn more

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APPENDIX
FY23 IMPACT REPORTImage courtesy of Kit Switch

Image courtesy of Aloft Systems

Modular interiors to create the homes we need with the buildings we have

The wind-powered future of net-zero maritime shipping

Kit Switch is a construction start-up that creates modular
apartment interiors, with the mission of enabling faster, cheaper,and more sustainable rehabilitations to optimize the use ofexisting building stock. The company specializes in retrofitting
old, underperforming multifamily buildings and transforming
underused buildings such as hospitality and commercial spaces
into apartments, while ensuring that the structures can remain
flexible and adapt to changing uses over time.

Kit Switch prototyped its first product line, the Kit-Kitchen, whilepart of the Residency Program at the Autodesk Technology
Center in San Francisco. The team uses Revit and AutoCAD
for seamless kit design and product management. Accessto technical experts and fabrication equipment throughthe Residency Program informed the manufacturability andassembly of its product, and the female-led team has been
selling the Kit-Kitchen for more than a year.

Aloft Systems is working to revolutionize the shipping industry
by harnessing the power of wind energy for propulsion,
reducing carbon emissions without the need for switchingfuels, infrastructure overhauls, or operational slowdowns. With
approximately 90% of global goods transported via ships reliant
on fossil fuels, Aloft offers a novel solution to combat emissions.

A public benefit corporation, Kit Switch replaces the disparate
and time-consuming on-site retrofit process with an end-toend solution, offering a digital library of products to design withand ready-to-install kits that cut installation time by half. Thesekits offer configurable and adaptable designs, high-quality andhealthy finishes, and energy-efficient electric appliances, for
reduced maintenance and operational costs.

Projects so far have included low-income multifamily
rehabilitations, garage-ADU conversions, and motel-tosupportive-housing conversions, often with one-day installation.

FY24 IMPACT REPORT

Learn more

OVERVIEW

By retrofitting existing vessels with robotic, modular wing sails,
Aloft will enable ships to capitalize on free and abundant windenergy, thereby reducing fuel consumption and emissions. Thisauxiliary wind propulsion system can be deployed on nearly any
vessel as easily as loading cargo and can operate autonomously,
requiring no input from the crew. This has the potential to save

IMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIES

money and increase operational efficiency while extending therange and utilization of existing assets—without requiring costly
engine modifications.
As part of the Residency Program, Aloft is advancing its
fabrication validation process with access to prototyping tools
available at the Technology Centers and the specialized expertiseof the Autodesk Research team. The company is currently
constructing a 1/4-scale prototype automated sail for evaluation
on small commercial vessels and field testing in Boston Harbor.
Learn more

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APPENDIX
FY23 IMPACT REPORTPartnership
Autodesk recognizes the opportunity andresponsibility inherent in developing technology
solutions used widely around the world. Technology isa powerful tool, but achieving systemic, industrywide
transformation also requires deep partnership acrossthe private sector, public sector, and civic society.
Through radical collaboration, we can address andovercome the interconnected and multifaceted socialand environmental challenges we face.

We proactively support and partner with sustainability-driven
industry coalitions, entrepreneurs, governments, and leaders to:● Support standards development and establish clear, sharedindustry ambitions—particularly where our reach across thevalue chain can support multistakeholder processes● Drive collective action initiatives—especially where ourexpertise in data, automation, and AI supports positive
industry outcomes● Aggregate purchasing power and demand for innovation tostrengthen market incentives—particularly where we can bringin capital from others and de-risk emerging solutions● Champion knowledge exchange to foster new avenues forindustry collaboration—especially where our relationships
with senior leaders can build bridges toward action● Produce opportunities for collaborative proof of concept
projects—particularly where joint inputs and collective
thinking can accelerate action● Inform government ambitions and global policy reforms—
especially where our solutions and the work of our customers
can facilitate public-private partnerships

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APPENDIX
FY23 IMPACT REPORTIn FY24, our partnership efforts focused on collaborations necessary to deeply decarbonize the built environment.

World Business Council for Sustainable
Development (WBCSD)
WBCSD is a global advocacy and networking membershiporganization that supports collective action to accelerate thesystems interventions needed for a net-zero, nature-positive,
and more just future. Within the WBCSD Built Environment
Market Transformation initiative, Autodesk leads a workstream
on the decarbonization of the built environment, including
the development of principles and frameworks to establish
standards for whole-life carbon assessments. During London
Climate Action Week, New York Climate Week, and the UN Climate
Change Conference (COP28), Autodesk participated in Built
Environment Market Transformation workshops. These meetings
convened more than 250 industry professionals representing
the full built environment value chain, to develop a sharedaction agenda.
Discussion topics included:● Adopting lifecycle thinking and aligning key indicators,
metrics, and targets● Integrating the cost of carbon into product and service prices
across the value chain● Transforming supply and demand dynamics to incentivize
low-carbon solutions
These actions will require deep collaboration of all actors acrossthe built environment, including from business, finance, policy,
and other domains.
Learn more

Frontier

UN Climate Change Conference (COP28)

In FY24, Autodesk joined Frontier, a $1 billion private sector
initiative to accelerate the market of permanent carbon removal.

In 2023, we participated in the UN Climate Change Conference
COP28 in the United Arab Emirates. In addition to supporting the
UN Environment Programme (UNEP) and the Global Alliance for
Buildings and Construction for the Business + Buildings Pavilion,
our participation involved multiple speaking engagements andcollaborative activities with the Business Council for Sustainable
Energy, WBCSD, World Green Business Council, Architecture
2030, and the Business Council for International Understanding.

Frontier is an advance market commitment—launched by Stripe,
Alphabet, Meta, McKinsey, and Shopify and joined by Autodesk,
H&M Group, JPMorgan Chase, and Workday in 2023 with $100
million in new funds—that aims to accelerate the development ofcritical carbon removal technologies. It achieves this by sending
a strong market demand signal to researchers, entrepreneurs,
and investors that there is a market for new solutions to durably
remove carbon from the atmosphere at scales forecasted byclimate scientists to limit global warming to 1.5°C.
Since committing, Autodesk has participated alongside thecoalition in four purchase agreements with emerging carbon
removal innovators.

During COP28, the central role of the built environment intackling climate change was underscored by the launch of the
Buildings Breakthrough by France and UNEP. The initiative
seeks to strengthen collaboration internationally to decarbonize
the building sector and help make clean technologies andsustainable solutions the most attractive, accessible, andaffordable options worldwide by 2030.

Learn more

We met with representatives, partners, and policymakers fromthe building and construction community to discuss ways
to collectively drive progress in areas such as total carbon
management, sustainable development, and decarbonization.
During the event, Autodesk participated in:● The Fifth Industrial Revolution & Closing the Carbon Looppanel discussion, and presented on the crucial role playedby mindset and technology in leading industries
to decarbonize● A discussion about how climate change impacts the labor
force, and how teaching green skills can contribute to a more
resilient workforce● A conversation on the role of public policy tools and programs
to establish an economic development and investment
framework to drive climate action● The Sustainable Innovation Forum 2023, a mission-led
conference at COP28 that explored the actions needed
to transition to a nature positive, net-zero, and justglobal economy

First Movers Coalition
The First Movers Coalition (FMC), an initiative of the World
Economic Forum and the US Department of State, uses collective
purchasing power from 65 companies with a combined market
value of approximately $8 trillion to send clear demand signals
to scale up critical emerging climate technologies.

● A keynote on Decarbonization and Net-Zero Cities● A panel on Sustainable Construction and Buildings
We remain committed to using avenues like COP to promote
information sharing between government and industry, and to
catalyze efforts that advance a more sustainable industry.

Autodesk joined FMC in FY23 as part of FMC’s aviation
partnership, a private sector commitment to replace at least 5%of the jet fuel required for our employee business travel with
next-generation sustainable aviation fuels by 2030. In this way,
we aim to use our purchasing power—together with that of peers
and customers—to spur innovation in the low-carbon alternative
fuels necessary to decarbonize the aviation industry. In FY24, weparticipated in a series of workshops and partnership meetings
focused on actions that corporations can take to advance theecosystem of sustainable aviation fuels.

Learn more

Learn more

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APPENDIX
FY23 IMPACT REPORTGlobal challenges needcollaborative
solutions

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APPENDIX
FY23 IMPACT REPORTThe following list includes representative
examples of the organizations we collaborate
with closely to further cross-industry
knowledge and ambition on climate action,
originate projects to overcome decarbonization
hurdles, and create the inclusive workforce
needed to design, build, and operate a healthyand sustainable built world.

FY24 IMPACT REPORT

American Institute of Architects (AIA)

Autodesk actively supports the AIA, whose members encompass architects located in the United States and globally. The AIA is thelargest design organization in the world, working to transform the day-to-day practice of architecture to achieve a zero-carbon,
resilient, healthy, just built environment, for everyone.

Building Transparency

Building Transparency develops open access data and tools to address the role that embodied carbon in the AEC industry has onclimate change. Autodesk is one of 50 industry partners that helped to develop the Embodied Carbon in Construction Calculator(EC3) and we support sustainable technology development by integrating EC3, tallyCAT, and tallyLCA into Autodesk software. Building
Transparency was incubated by the Carbon Leadership Fund.

CIRIA (Construction Industry Research& Information Association)

Autodesk is a member and advisor to CIRIA, a neutral, independent and not-for-profit body acting as an enabler for performance
improvement through collaboration across the built environment and construction sectors. The association advances the identification,
development, and transfer of knowledge, identifying good practice, developing new approaches, and enabling innovation.

CICES (Chartered Institution of Civil
Engineering Surveyors)

CICES is a professional institution seeking to encourage and regulate the professional aspirations of quantity surveyors and land
surveyors working within the civil engineering sector and to increase the value of their services to the public. Autodesk has arepresentative on its council of management and advised on CICES’ Sustainability White Paper, which positions sustainability as one of
the institution’s Golden Threads.

Girls Who CodeGirls Who Code aims to support and increase the number of women in computer science. Since 2016, Autodesk has supported theorganization’s two-week summer immersion program geared toward girls and non-binary high school students, and we have hosted
cohorts of first-time job seekers from the Girls Who Code alumni community for Technical Interview Bootcamp.

HBCU 20x20

HBCU 20x20 is the United States’ leading social enterprise for academic and career resources. Over the past two years, Autodesk
has collaborated with the organization to provide a virtual career development program for Historically Black Colleges and Universities(HBCU) students studying engineering and computer science, including coding workshops as well as resume and technicalinterview sessions.

NACME (National Action Council for
Minorities in Engineering)

NACME is a nonprofit organization that focuses on research and scholarship as it relates to diversity, equity, and inclusion in thefields of engineering and computer science. Through NACME’s scholarship program, Autodesk collaborates to provide engineering andcomputer science college students with summer internships and scholarships.

Royal Institute of British Architects (RIBA)

RIBA is a global professional membership body driving excellence in architecture. Autodesk partnered with RIBA to support its annual
sustainability special awards in 10 UK regions to celebrate adaptive reuse buildings, and co-authored the article “What Architects Can
Do to Help Reach Net Zero.”

Sustainability Roundtable, Inc.

Autodesk is a charter member of this strategic advisory services and membership organization that aims to accelerate the adoptionof best practices to drive more sustainable business globally. Autodesk has committed to participate in an aggregated purchasing
opportunity for vPPAs.

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FY23 IMPACT REPORTPublic policy
Collectively, we have the opportunity to createtransformational change in our industries and build abetter future—one that is more inclusive, resilient, andsustainable. To do so, we need to face immense global
challenges together and collaborate in completely
new ways across sectors, industries, and disciplines.
Systemic industry transformation on this scalerequires heightened cooperation between government
and the private sector.
Autodesk advocates for public policies that enable people
to design and make a better world for all. Our public policy
priorities align with our corporate values and are critical to ourbusiness, customers, and employees. We focus our advocacy
on advancing digital transformation in our industries, enablinga more sustainable and resilient world, and protecting privacy
while fostering the responsible development and use of
emerging technologies such as AI.
During FY24, governments globally advanced policies andenacted laws impacting our business, industries, and employees.
Autodesk engaged in select public policy debates around theworld in these areas. The following are representative highlightsof our efforts.

Sustainable infrastructure and buildings

Workforce of the future

We support policies to foster the use of technology to designand construct sustainable infrastructure and buildings. We haveactively engaged governments worldwide on the opportunities
that digital processes and technology offer to increase efficiency,
enhance productivity, and achieve more sustainable outcomesthroughout the built environment. During FY24, we:We believe that strong government investment in making theworkforce future-ready is critical. In the United States, during
FY24 we endorsed a set of corporate principles for closing thedigital divide along with the National Skills Coalition, Business
Leaders United, and corporate partners—including Fortune
500 companies, chambers of commerce, and small businesses.
Globally, we are engaged in policy conversations about how todevelop students’ skills to prepare them for the workplace oftomorrow. We partner with WorldSkills, a global organization
dedicated to empowering students to develop high standards ofcompetence and workplace skills. Autodesk supports WorldSkills
global competitions by providing competitors with softwareand training in areas such as digital construction, additive
manufacturing, and mechanical engineering.

● Supported efforts to advance BIM-related policies in Mexico,South Korea, and Vietnam● Supported public policies using BIM for building
decarbonization in France, Germany, and the European Union● Signed a memorandum of understanding to help build
Indonesia’s new capital city—Nusantara—with greater
efficiency and sustainability● Advocated for a focus on the built environment inintergovernmental negotiations during COP28● Supported policies in the United States to improve energy
transmission and accelerate the connection of new renewableenergy resources to the existing power grid

Digital transformation in manufacturing
During the year, we joined a select group of public, private,
and nonprofit sector leaders in the United States to discuss
the challenges and opportunities related to building digital
capabilities among small and middle market manufacturers
to bolster productivity and economic competitiveness. The
resulting report made five recommendations for policymakers toboost the ability of small and medium enterprises to contributeto the industrial base.

Learn more

Public policy governance
Autodesk does not contribute to individual political candidates.
We have a longstanding global policy prohibiting contributionsat any level. The company does not have a political action
committee. Rarely, Autodesk may engage with 501(c)4s or on
ballot measures, and we publicly disclose those engagements.
View our political contributions policy, lobbying reports, andthe trade associations, think tanks, and other organizations
we belong to that advance company interests and public
policy goals.
For the third year, Autodesk ranked in the First Tier of companies
in the 2023 CPA-Zicklin Index of Corporate Political Disclosureand Accountability. Our score of 85.7 (out of 100) was 35.3 points
above the IT sector average.
See our recent CDP Climate Change disclosure for a detailed listof climate-related policy engagements.

OVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSAt a global level, we joined the United Nations Climate
Change Conference COP28 in the United Arab Emirates toshare how Autodesk and our customers are committing
to and actively contributing to driving sustainability in
our industries. In advance of the negotiations, we called
for Parties to the Paris Agreement to commit to morethan doubling the rate of energy efficiency improvements
annually by 2030.
Learn more

Learn more about our public policy efforts.

FY24 IMPACT REPORTCOP28

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FY23 IMPACT REPORTOperate withintegrity
Trust is everything and keeping pace withregulations is not enough. From data privacy
and security to human rights, we strive toensure that Autodesk meets the highest
expectations of our people and customers.

FY24 IMPACT REPORTSuppliers and business partners

Trust

Ethics and compliance

The Partner Code of Conduct encourages our business
partners to implement environmental management systems,
report GHG emissions to CDP annually, and set science-basedtargets by 2026.

Autodesk is collaborating with the National Institute ofStandards and Technology in the U.S. Artificial Intelligence
Safety Institute Consortium to develop science-basedand empirically backed guidelines and standards for AI
measurement and policy, laying the foundation for AI safety
across the world.

We are proud to be included on the 2024 World’s Most EthicalCompanies® Honoree List by Ethisphere.

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FY23 IMPACT REPORT

Privacy anddata security
The privacy and security of our customers’ data is
critically important to Autodesk. We are committed toincorporating the core principles and requirements ofapplicable laws worldwide into our global privacy anddata protection program.

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FY23 IMPACT REPORT

Privacy
We build privacy into our products, services, culture, andprocesses to keep pace with evolving regulations and customer
expectations. We believe our customers should have choices
regarding their data and we are committed to being transparent
about what data we collect, and how it is used, shared,
and stored.
We follow Privacy by Design principles that govern the treatment
of data owned by Autodesk or under our control. These areapplied worldwide and reflected across the company indevelopment plans, business plans, and day-to-day operations.
We follow Autodesk’s Privacy Principles and perform privacy
impact assessments where personal data is collected or used.
Our employees and contingent workers are required to comply
with our privacy policies, standards, and guidelines. We also
provide our workforce with general and role-specificprivacy training.

The Autodesk Transparency Report explains our policy on
responding to requests for customer data by government
agencies for law enforcement purposes, and provides statistics
on the types of requests we receive and our responses.
In 2023, Autodesk’s Binding Corporate Rules (BCRs) for
controller and processor data transfers were approved by
EU Data Protection Authorities, highlighting the company’s
unwavering dedication to maintaining robust privacy andsecurity measures for the data entrusted to the company. BCRs
are a comprehensive set of internal policies and procedures
designed to govern the processing of personal data within
multinational organizations.

Autodesk privacy statements
The Autodesk Privacy
Statement explains how
we handle personal data,
how such data can beaccessed and updated,and how we protect thisdata when interacting withthird parties.

The Cookie Statement
describes the way we use
cookies, tags, and pixels
in our applications. It
contains a link to a toolfor users to set theircookie preferences.

The Children’s Privacy
Statement addresses
how we collect, process,store, and delete
children’s personal data.

The Candidate Privacy
Statement describes
how we collect, process,store, and delete
personal data about
job applicants andprospective candidates.

Present individuals
with clear andactionable choices.

Practice purposefulcollection, use, andretention of data.

Use data for the
purposes for which it
was collected.

Autodesk Privacy Principles
Be transparent about
our actions and intent.

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Share data with third
parties only in limited
and approved ways.

ADVANCE INDUSTRIESOPERATE WITH INTEGRITY

Be accountable for
enforcement of thesePrivacy Principles.

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FY23 IMPACT REPORTPublic policy

Data security

We believe governments have a key role to play in ensuring
responsible and ethical collection and use of data. We support
and are engaged with governments in their efforts to develop
public policies aimed at protecting data privacy, bolstering
data security, ensuring private and secure international datatransfers, fostering responsible development and use of AI andmachine learning, and other key areas of trusted data practices.

The Autodesk security framework was designed around industry
standards to ensure consistent security practices, enabling us tobuild secure, run secure, and stay secure.

We are a member of BSA | The Software Alliance andsupport its work advocating for public policies that improveprivacy protections.
Learn more

Autodesk implements security policies based on industry bestpractices. We regularly conduct internal and external audits,
attestations, and third-party security assessments to monitorchanges in the environment, test our policies and procedures,and identify new and emerging risks. We meet our obligations
under the General Data Protection Regulation and the California
Consumer Privacy Act.
We continuously monitor the environment for threats and takedetective, corrective, and protective measures to ensure a swift
response when incidents do occur. Autodesk Security responds toany security incidents or vulnerabilities detected internally orreported through external parties, and we publish security bulletinsand advisories regarding vulnerabilities that could adversely
affect Autodesk products or services. Our systems are designed tobe scalable and resilient, to ensure availability to customers.
We have selected industry standard attestations andcertifications for our products: UK Cybersecurity Essentials, SOC
2 attestation, SOC 3 3-month, SOC 3 12-month, ISO 27001, ISO
27017, ISO 27018, and ISO 27701 certifications.
Autodesk has completed a Trusted Information Security
Assessment Exchange (TISAX) assessment. The result is
exclusively retrievable over the ENX Portal. The scope ID andassessment ID are S61F6M and AK1F6M-1, respectively. The
TISAX assessments are conducted by accredited auditors who
demonstrate their qualification at regular intervals. TISAX and
TISAX results are not intended for the general public.
Spain’s Esquema Nacional de Seguridad (ENS) establishes
security controls and standards that Spanish government
agencies, public services, and their service providers must meet.
Autodesk has completed a self-attestation to the requirements
for the ENS Basic level.
See a detailed summary of attestations and certifications
associated with Autodesk products and services.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSBuild secure
Embedding security into our products is a criticalpart of securing our customers’ investment in
Autodesk products and services.
We build security into our products and services
from the ground up.

Run secure
Securing our infrastructure is another critical way
that we protect the confidentiality, integrity, andavailability of our customers’ information.
We also build security directly into our products anddeployment infrastructure.

Stay secure
Gaining visibility into our environment offers us
valuable insight into persistent suspicious activity,
active security incidents, and ongoing exploits
impacting Autodesk and our customers.
We take proactive steps to defend against thesethreats with the appropriate incident response.

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FY23 IMPACT REPORT

TrustAutodesk is committed to continually evolving andimproving our practices to earn customer trust in how
we handle their data. In doing so, we can innovate andcreate data-driven opportunities and solutions thatare beneficial to customers and consumers. To drive
further progress in this area, in FY24 we appointed
Autodesk’s first chief trust officer, overseeing privacy,
security, resilience, risk, and compliance.
We focus on three key areas of empowerment:

Enable trust by design
Prioritize and operationalize “trustworthy by default”
strategies through the definition and validation ofstandards and baseline commitments deployed via
automation on platforms throughout our company

Reduce risk to business outcomes
Provide clear guidance on trust risks to drive effective
decision making across the company and build coretrust capabilities that anticipate and proactively reducerisk to the company

Lead with caring
Center a culture of trusted partnership with ourcustomers and internal partners by championing
principles of ethical data usage, transparent
communication, and accountable actions

FY24 IMPACT REPORTOur approach includes:

AI research workshops with customers

Privacy – We are committed to protecting the privacy of thepersonal data our customers entrust to us and to using this data
to deliver insights and value back to them—not as a productto sell to others. Our approach to data privacy is centeredon establishing trust, providing transparency, and enablingcustomer control for their data. See Privacy.

At Autodesk University 2023, we conducted four researchworkshops with customers to learn more about the potential
opportunities, threats, and concerns related to the use of
AI in the industries we serve. Through these workshops, we
gained important insights about how AI is helping or hindering
customers’ creative processes, issues related to AI and
intellectual property, and other topics.

Data security – We use a combination of process, technology,
and security controls, and collaborate with industry partners
to deliver a robust security program. We implement security
policies based on industry best practices and regularly conduct
internal and external audits, attestations, and third-party
security assessments. See Data security.
Trusted AI – Autodesk provides AI-powered capabilities thattransform how our customers work. We are committed to strong
governance practices to protect personal data and customers’
intellectual property, as well as responsible testing andmonitoring throughout AI development and use to mitigate or
avoid instances where our AI services may perpetuate biases,
amplify social challenges, or lead to new avenues of risk.
Learn more about our approach, including governance,collaboration to develop external guidelines and standards, andcustomer engagement.

Learn more

Autodesk is collaborating with the
National Institute of Standards
and Technology (NIST) in the U.S.
Artificial Intelligence Safety InstituteConsortium to develop science-basedand empirically backed guidelines andstandards for AI measurement andpolicy, laying the foundation for AI
safety across the world.

International data transfers – We transfer data across borders
to optimize the benefits of our products and services forcustomers and take measures to protect the privacy and securityof these data flows.
Availability and recovery – We believe availability and recovery
are key ingredients to delivering high-quality products andservices that customers want to buy and renew and continue totrust with their data.

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FY23 IMPACT REPORT

HumanrightsAutodesk promotes human rights wherever itdoes business. The Autodesk Human Rights Policy
describes our commitments in this area, as well as
how we promote human rights among our employees,
suppliers, business partners, and customers.
Autodesk supports and upholds human rights as outlined in theInternational Bill of Human Rights, which includes the Universal
Declaration of Human Rights, the International Covenant on
Civil and Political Rights, and the International Covenant on
Economic, Social, and Cultural Rights. We also support the rights
described in the ILO Declaration on Fundamental Principles andRights at Work.
View our Conflict Minerals Policy and Autodesk Modern
Slavery Statement.
Learn more about our approach and performance in areas
related to human rights such as diversity and belonging,
employee health and safety, and privacy and data security.

The Autodesk Foundation also supports human rights throughinvestments that drive progress related to Energy & Materials,
Health & Resilience, and Work & Prosperity.

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FY23 IMPACT REPORT

Ethics andcompliance
At Autodesk, we recognize that every group andindividual involved in our business, from our investors
to our resellers to our customers and coworkers, holds
a stake in the future of our company.
Our success comes from our shared commitment to acting as
One Team. Delivering on that commitment requires that our
relationships with each other be founded on trust and respect,which we must earn every day by always adhering to the highest
standards of ethical business conduct.
Our Code of Business Conduct (COBC) articulates standardsof conduct meant to ensure we do what’s right for all our
stakeholders and is aligned with our Culture Code.
During the first quarter of each fiscal year, all Autodesk officers
and active employees, including those of our global subsidiaries,
are required to review and reaffirm their commitment to the
COBC and complete COBC training. For FY24, 100% of active
employees completed this requirement.1

Our COBC includes instructions for reporting potential violationsof the law or Autodesk policy. Autodesk’s Business Ethics andCompliance Hotline enables employees, third parties, andanyone else to report suspected violations for investigation
and resolution.
We are committed to complying with all applicableanticorruption laws and regulations. This includes the US
Foreign Corrupt Practices Act, the UK Bribery Act, and any similar
local regulations in the areas where we operate. Partners mustabide by these same standards while conducting business withor on behalf of Autodesk.
We require periodic anticorruption training for all employees andadditional specialized anticorruption training for employees who
work in roles of heightened risk.

2024 World’s Most EthicalCompanies® Honoree
Ethisphere is a global leader in defining and advancing
ethical business practices that strengthen corporate brands,
build trust in the marketplace, and deliver business success.
Its prestigious list highlights companies, like Autodesk, thathave demonstrated a commitment to business integrity
through ethics, compliance, and governance programs.
Learn more

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APPENDIX
FY23 IMPACT REPORTSuppliers andbusiness partners
Our Partner Code of Conduct outlines the standards
and practices we require our business partners,
including suppliers, vendors, channel partners, andothers, to follow while conducting business with or on
behalf of Autodesk.
It also specifies that business partners must support
internationally recognized human rights and comply with allapplicable laws and regulations regarding health and safety inthe workplace, the eradication of human trafficking and slavery,
and the elimination of child labor. We also require our partners
to support fair labor practices. If business partners do not abideby the Partner Code, they are subject to a range of actions, up totermination of their relationship with Autodesk.
The Partner Code also promotes supplier diversity andencourages our US-based suppliers and vendors to certify as
diverse suppliers (if applicable), develop their own supplier
diversity programs, and support diverse businesses. To drive
GHG emissions reduction in our supplier base, the Partner Codeencourages our business partners to implement environmental
management systems, report GHG emissions to CDP annually,and set science-based targets by 2026.

FY24 IMPACT REPORT

To emphasize Autodesk’s requirements regarding ethicalconduct, as reflected in the Partner Code, we require
representatives from companies applying to become sales
channel partners to complete antibribery training. During FY24,
more than 620 officers and employees from over 250 current andprospective channel partners in more than 50 countries aroundthe world completed the training.
To embed responsible sourcing into our procurement process,we include environmental, social, and governance questions in
our request for proposal (RFP) process and provide training torelevant sourcing teams on these requirements. These questions
cover information about fair labor, human rights, GHG emissions,and science-based targets for all RFPs globally, and questions
about supplier diversity for RFPs in the United States. In
addition, we have added questions about sustainable businesspractices to RFPs worldwide related to IT infrastructure, IT
hardware, facilities, marketing and events, and travel.

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100100APPENDIX
FY23 IMPACT REPORTAppendix
In this section you will find the details behind
our strategy and sustainability statements.

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101101APPENDIX
FY23 IMPACT REPORTESG ratings, rankings, andmemberships
Organization/framework

Autodesk current score/engagement

Bloomberg

5.55/10 (Leading)

CDP Climate Change

A-

Corporate Knights Global 100

11/100, A-

EcoVadis

66/100, Silver Medal
Corporate ESG rating: ​C+
Quality Scores:

Institutional Shareholder Services (ISS) Quality Scores and Corporate Rating

Environment: 2​
Social: 3​
Governance: 1Morgan Stanley Capital International (MSCI) ESG Rating

AAA

RE100 (Renewable Energy Initiative)

Member

S&P Corporate Sustainability Assessment (CSA) (formerly DJSI)

53/100

Sustainalytics

16.5 (Low Risk)

UN Global Compact

MemberWorld Business Council for Sustainable Development (WBCSD)

Member

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FY23 IMPACT REPORT

Impact strategy assessment
In 2021, Autodesk worked with BSR to conduct ananalysis to stress test the company’s business strategy
against a set of three climate scenarios, to improve ourunderstanding of possible implications for our longterm business and sustainability objectives.
To begin, the team interviewed internal stakeholders acrossAutodesk to identify key environmental, social, economic,
political, and technological trends that are shaping thecompany’s future operating context. Research deepened ourunderstanding of these and related trends.
We then tailored three publicly available 2030 climate scenarios
developed for the We Mean Business coalition to reflect industry
and geographic trends relevant to Autodesk. These scenarios—
ranging from ~1.5°C to ~4°C of temperature increase—illustrateplausible transition and physical risks.
Through a workshop with internal Autodesk stakeholders, we
identified the potential risks and opportunities for each climate
scenario and tested our business strategy against different
future possibilities. Based on those insights, we discussed ideas
to enhance Autodesk’s resilience, refine our business strategy,
and manage climate-related risks. This exercise has enabled ourteam to further implement the recommendations of the Task
Force on Climate-related Financial Disclosures.

FY24 IMPACT REPORTThis analysis has also facilitated a fundamental change in
Autodesk’s approach to our Enterprise Risk Management (ERM)
program, which we use as a platform to identify the 15–20
enterprise-level risks that could impact the company’s ability
to realize our strategic objectives over a 3–5-year horizon. We
perform a biannual assessment with participation from our mostsenior leaders across all business functions, as well as our Boardof Directors and CEO staff. Based on qualitative and quantitative
criteria, we assess each risk to determine potential impact,
likelihood, and Autodesk’s preparation to manage that risk. We
then calculate a cumulative score to determine the top four to
six risks for CEO and Board review and approval.
Detailed risk profiles are then prepared and updated for each
top risk to further describe criteria such as risk amplifiers, root
causes, existing control mechanisms, risk consequences, anda target state definition of success. We then develop actionplans to articulate key programmatic initiatives that will better
mitigate the potential impacts of each risk. These plans andstrategies are shared with CEO staff and the Board every six
months. In the future, the ERM assessment process will consider
how climate impacts could affect and potentially amplify theoverall significance of each identified risk and opportunity.

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FY23 IMPACT REPORTMateriality assessment1
In 2022, BSR conducted a materiality assessment for Autodesk,building on a similar analysis in 2020. Through interviews withsenior-level executives at the company, BSR analyzed themateriality of a broad range of ESG issues, based on the importance
to external stakeholders and the influence on Autodesk’s businesssuccess. This analysis determined the following list of priority
issues for the company.

Priority issue

Description

Collaborative industry
partnerships for sustainability

Involvement in collaborative industry initiatives—such as GeSI, RBA (formerly EICC), and the US Green Building Council—can help broadly advance the role of informationand communications technologies (ICT) in sustainable development and provide an opportunity to use Autodesk products for sustainability outcomes.
Related content: Partnership

Company energy use andclimate changeThis refers to energy use associated with Autodesk’s operations (buildings, data centers, and telecommunications networks) and supply chain (Scopes 1, 2, and 3). This
includes efforts to promote energy efficiency and the use of low-carbon energy but is exclusive of the use of Autodesk products or services.
Related content: Improve our operations: Energy & Materials

Data protection
and security

This entails efforts to ensure that the manner in which data is captured, stored, and transferred is protected from unwanted parties. It includes efforts to ensure
information is being collected, analyzed, used, and shared in a manner that upholds customers’ right to privacy.
Related content: Privacy and data security; Trust

Digital inclusion
and accessThis refers to efforts to provide people who are underserved or not served at all with greater access to the digital economy, as well as efforts to make Autodesk’s
products and services more easily accessible to its customers (for example, making tools more accessible on mobile devices or remote jobsites). This includes Autodesk’srole in promoting policies that enable connectivity for all, as well as the provision of socially inclusive products, services, and technologies that enable accessibility
regardless of age, language, ability, cultural group, gender, income, or other distinguishing characteristics.
Related content: Education; Autodesk Foundation: Work & Prosperity

Global diversity, belonging,and inclusion

This includes efforts to create a workplace where all employees are treated fairly and without discrimination, where a wide range of nationalities and cultures are
represented, and where there are equal professional opportunities and benefits regardless of gender, sexual orientation, age, ethnicity, or ability. This includes efforts
to increase the representation of women and other underrepresented groups in the ICT workforce, and to ensure the company workforce reflects its global business andcustomers. This also includes efforts to manage employees’ health and wellness and improve work-life balance.
Related content: Diversity and belonging

Product energy efficiency

This includes efforts to increase the energy efficiency of Autodesk products, as well as enabling customers to reduce their energy use. Relative to tech solutions forclimate challenges, this issue is focused on helping customers reduce their own energy footprint through the use of Autodesk’s products (such as reducing the amountof energy required to use Autodesk’s tools).
Related content: Architecture, Engineering & Construction: Energy & Materials; Design & Manufacturing: Energy & Materials; Media & Entertainment: Energy & Materials

Responsible
product use

Addressing the improper use (directly or indirectly) of individuals, groups, or entities (for example, rogue states) who may use products and services to infringe onhuman rights or otherwise contravene Autodesk’s ESG and sustainability goals.
Related content: Human rights

Technology solutions forclimate challenges

1 Our ESG reporting describes those topics we consider to be the most important to stakeholders whenevaluating environmental, social, and governance issues at Autodesk. Therefore, ESG materiality in ourreporting does not directly correspond to the concept of materiality used in securities law.

FY24 IMPACT REPORTThis entails developing products, services, and technologies that enable Autodesk’s customers to solve climate-related challenges, inclusive of both climate mitigationand climate resilience challenges. Relative to product energy efficiency, this issue is more focused on larger societal challenges, such as building decarbonization andresilience to heat waves and flooding.
Related content: Architecture, Engineering & Construction: Energy & Materials; Architecture, Engineering & Construction: Health & Resilience;
Design & Manufacturing: Energy & Materials; Media & Entertainment: Energy & Materials

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FY23 IMPACT REPORTData summary
Carbon footprint

FY22

FY23

FY24

103,000

115,000

155,000

Scope 1: Direct emissions from owned/controlled operations [metric tons CO₂e]2

589

1,060

555

Scope 2: Market‑based: Indirect emissions from the use of purchased electricity, steam, heating, and cooling [metric tons CO₂e]3

97

94

372

9,000

8,610

8,160

Scope 3: Upstream [metric tons CO₂e]5102,000

114,000

154,000

Purchased goods and services6,769,40055,50090,200Capital goods6

17,20011,500

6,690

135

239

0

Transportation and distribution6

5,440

4,320

4,220

Waste generated in operations9

1,480

2,080

625

Business travel10

4,030

35,70046,500

Employee commuting3,11

4,150

4,480

5,830

78

244

94

0

0

0

Transportation and distribution

0

0

0

End‑of‑life treatment of sold products12

0

0

0

GHG emissions intensity [metric tons CO₂e/million US$ revenue]

23

23

28

GHG emissions intensity [metric tons CO₂e/employee]1389GHG emissions intensity [metric tons CO₂e/1,000 active square feet]743
118,000

Greenhouse gas (GHG) emissions [metric tons CO₂e] (market‑based)1

Scope 2: Location‑based: Indirect emissions from the use of purchased electricity, steam, heating, and cooling [metric tons CO₂e]4

Fuel‑ and energy‑related activities (not included in Scope 1 or Scope 2)8Leased assets3,6
Scope 3: Downstream [metric tons CO₂e]1212Energy use [MWh]Direct energy use (Scope 1)

1

Data are calculated using the market-based accounting method. Autodesk’s FY24 GHG emissions
verification statement can be accessed here.

2

In FY24, the fleet GHG emissions estimation methodology was refined to reflect vehicle fuel usage (liters)
based on mileage.

3

All electricity data are calculated using the market-based accounting method, which takes into accountpurchased renewable energy credits. For FY24, natural gas use in some facilities is accounted for in Scope 2
instead of Scope 1.

4

For FY24, data sources include cooling as well as heating.

5

For FY22 and FY23, Upstream and Downstream leased assets have been totaled. For FY24, Downstream
leased assets are included in Leased assets.

11

6

47

80

These GHG emissions are calculated using industry-specific GHG emission factors in conjunction with
Autodesk’s spend. All spend-based data reported use US EPA supply chain GHG emission factors. This figure
includes downstream assets of subleased offices.

7

141,000

60,500

Beginning in FY24, Autodesk no longer purchases unbundled RECs to offset the estimated Scope 3
electricity usage of cloud-based vendors associated with cloud-based software, calculated using the EEIO
methodology. As a result, residual GHG emissions have increased in Category 1 (Purchased goods andservices).

8

All electricity data are calculated using the market-based accounting method, which takes into accountpurchased renewable energy credits.

9

Operational waste-related GHG emissions use US EPA WARM factors. Actual waste data at some of
Autodesk’s larger sites are extrapolated to represent all Autodesk sites.

1,050

11,5002,330

Indirect energy use (Scope 2)

25,20023,90023,300

Other indirect energy use (Scope 3)16

91,700106,000

34,900

Renewable electricity purchases (for all indirect energy use) [MWh]7

94,800127,000

80,800

Renewable electricity [as a percent of Indirect energy use from electricity (Scope 2)]

100%

100%

100%

Renewable electricity [as a percent of Indirect energy use from electricity]

100%

100%

100%

103,000

120,000

155,000

15 Indirect energy use (Scope 2) includes electricity from facilities and data centers, as well as purchased
heating and cooling.

100%

100%

100%

16 Other indirect energy use (Scope 3) includes energy from remote work, events, data centers, fuel- andenergy-related activities (FERA), and downstream leased assets.

12

9

9

Buildings with LEED certifications [as a percent of total active square footage]

14%

13%

15%

Waste generation [metric tons]

4,620

4,620

2,900

19 LEED certifications as of January 31, 2024, included facilities in Beijing, China; Tel Aviv, Israel; Singapore;
Bangalore, India; and San Francisco, California, United States.

Landfill diversion rate21

52%

15%

68%

20 Includes waste from major conferences and facilities. Data are extrapolated to Autodesk’s full real estate
portfolio based on the square footage of sites for which data are available.

Environmental violations and fines22

0/$0

0/$0

0/$0

14
15

17

Carbon credits from other projects [metric tons CO₂e]18
Carbon credits [as a percent of total Scope 1, 2, and 3 GHG emissions, market-based]
Number of facilities with LEED certifications

19

20

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERS

10 Business travel-related GHG emissions were calculated using actual data and Autodesk’s spend. All air
travel data are based on flights flown (rather than transactions). Beginning in FY24, Autodesk used travelrelated GHG emissions data reported by Egencia, its travel provider. Egencia calculated these emissions
using the same methodology as Autodesk. Data for all years stated reflect GHG emissions reductions fromsustainable aviation fuel purchases, calculated according to SBTi aviation sector guidance.
11 In FY24, commuting-related GHG emissions were calculated using data from an employee commuting
survey. To estimate home office energy consumption, we follow the Work from Home methodology “Basic
Survey” approach developed by Anthesis.
12 This category is not relevant to Autodesk’s carbon footprint for FY22, FY23, or FY24.
13 Includes regular employees only. Fixed term employees and interns excluded.
14 Direct energy use (Scope 1) includes natural gas for heating and mobile fuel.

17 Scope 3 indirect electricity use includes electricity from remote work, events, data centers, and FERA.
Beginning in FY24, Autodesk no longer purchases unbundled RECs to offset the estimated Scope 3
electricity usage of cloud-based vendors associated with cloud-based software, calculated using the EEIO
methodology. As a result, residual GHG emissions have increased in Category 1 (Purchased goods andservices). Beginning in FY24, Autodesk applies RECs to downstream leased assets.
18 For more information, see Autodesk’s California AB1305 disclosure.

21 Based on actual data and not estimated. FY23 value reflects incomplete data.
22 During the years noted, Autodesk did not receive any significant environmental violations—defined as
violations that incur significant monetary fines or nonmonetary sanctions.

ADVANCE INDUSTRIESOPERATE WITH INTEGRITY

105105APPENDIX
FY23 IMPACT REPORTEmployees

FY22

FY23

FY24

12,30013,40013,900Americas

52.1%

51.2%

50.9%

Asia Pacific

25.0%

26.5%

27.1%

Europe, Middle East, Africa

22.9%

22.3%

21.9%

Number of employees1
Regional breakdown of
employees [percent of
employees]1

Workforce hired in last 12
months7

Asian

24.6%

24.7%

25.4%

Hispanic or Latino

7.0%

7.3%

7.4%

US workforce

Black or African American

2.9%

3.5%

3.9%

Native American or Alaska Native

0.3%

0.3%

0.3%

Native Hawaiian or Pacific Islander

0.2%

0.2%

0.2%

Two or More Races

2.3%

2.7%

2.6%

9.7%

4.6%

Employee engagement [score from 1–100]2

82

82

83

$1,097$1,185$1,132

Not specified

0.1%

0.1%

0.9%

Recordable injury/illness rate

0.00

0.00

0.06

White

73.8%

70.6%

67.7%

Days away, restrictions, and transfers (DART) rate

0.00

0.00

0.05

Asian

18.8%

21.4%

22.7%

0

0

0

Hispanic or Latino

3.8%

3.4%

2.9%

Black or African American

1.4%

2.2%

2.9%

Male

64.9%

64.5%

64.4%

Native American or Alaska Native

0.2%

0.4%

0.6%

Two or More Races

2.0%

1.8%

1.8%

Female

35.0%

35.4%

35.6%

Not specified

0.0%

0.2%

1.4%

0.1%

0.1%

0.0%

White

51.2%

50.2%

48.8%

Male

50.0%

54.5%

54.5%

Asian

41.3%

41.3%

41.6%

Female

50.0%

45.5%

45.5%

Hispanic or Latino

4.2%

4.6%

4.5%

0%

0%

0%

Black or African American

1.5%

1.5%

1.9%

Male

67.0%

65.6%

65.3%

Native American or Alaska Native

0.0%

0.0%

0.0%

Female

33.0%

34.4%

34.7%

Native Hawaiian or Pacific Islander

0.1%

0.0%

0.1%

Male

77.0%

76.4%

75.8%

Two or More Races

1.7%

2.2%

2.1%

Female

23.0%

23.6%

24.2%

Not specified

0.1%

0.1%

0.1%

White

79.2%

76.9%

77.2%

Choose not to state

0.0%

0.1%

0.0%

Asian

5.7%

5.7%

3.9%

Male

70.0%

68.9%

68%

Hispanic or Latino

7.5%

7.9%

8.5%

Female

29.9%

31.0%

32%

Black or African American

4.8%

6.5%

6.7%

Choose not to state

0.1%

0.1%

0%

Native American or Alaska Native

0.6%

0.8%

0.7%

Male

59.9%

63.6%

62.2%

Two or More Races

1.7%

1.9%

1.8%

Female

39.9%

36.2%

37.7%

Not specified

0.5%

0.3%

1.1%

Choose not to state

0.2%

0.2%

0.1%

White

55.8%

52.6%

49%

Asian

25.9%

25.8%

30.4%

7.1%

8.5%

7.1%

7.9%

7.4%

9.6%

0.4%

0.1%

0.4%

Native Hawaiian or Pacific Islander

0.3%

0.6%

0.4%

Two or More Races

2.7%

4.7%

3.0%

Not specified

0.0%

0.3%

0.2%

Choose not to state

Sales workforce6

59.3%

11.1%

Choose not to state

Tech workforce5

61.2%

Voluntary turnover [percent of employees]1

Gender diversity

Leadership4

62.6%

9.1%

1

Board

White

US ethnic diversity1

12.4%

Fatalities

Overall workforce

FY24

14.0%

Training budgeted per employee globally, approximate [US$]Incident rates

FY23

Total turnover [percent of employees]

1

3

FY22

US leadership4

US tech workforce5

US sales workforce6

Hispanic or Latino
1

Data are as of the end of the fiscal year noted. Includes regular employees only. Fixed term employees andinterns excluded.

2

Represents the average employee engagement score over three pulses during a given fiscal year. The
engagement score is on a scale of 1 to 100 measuring the average outcome of two questions, eSat andRecommend. These data are reported on a calendar year basis. FY24 corresponds to calendar year 2023, andso forth.

FY24 IMPACT REPORT3

For consistency, we use US Occupational Safety & Health Administration (OSHA) definitions to record
incident data worldwide. Rates are calculated based on the OSHA standard using 200,000 labor hours,
which is equivalent to 100 employees working a full year. Contingent workers are not included in incident
rates. Data reflect injuries and illnesses at all sites worldwide, and are reported on a calendar year basis.
FY24 corresponds to calendar year 2023, and so forth.

4

Leadership as defined as director and above roles.

5

Tech workforce as defined according to Radford categorization.

6

Sales workforce as defined according to Radford categorization.

7

Regular employee hires via external hiring and mergers and acquisitions.

OVERVIEW

US workforce hired in last Black or African American
12 months7
Native American or Alaska Native

IMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESOPERATE WITH INTEGRITY

106106APPENDIX
FY23 IMPACT REPORT

Philanthropy

FY22

FY23

FY24

Autodesk, Inc. and Autodesk Foundation monetary contributions [US$]1$18,500,000$23,300,000$37,800,000

Company product donations [US$]2$41,300,000$53,400,000$42,000,000

Employee giving [US$]$2,900,000$2,500,000$2,600,000

Foundation match of employee giving of time and money [US$] (also included in the “Autodesk, Inc. and Autodesk Foundation monetarycontributions” line above)$2,700,000$2,800,000$2,700,000

Employee volunteer hours3

23,10020,00022,600

Employee Pro Bono Consulting volunteer hours (donated to nonprofits and impact-related start-ups)

5,400

3,680

1,840

Autodesk Foundation impact metrics

2021

2022

2023

203,000

165,000

255,000

14

20

20

Individuals directly impacted (cumulative)5

16,900,000

74,700,000

109,400,000

Realized GHG emissions reduction (annual, metric tons CO₂e)61,200,000

2,200,000

2,000,000

Individuals who accessed training (annual)

76,20026,10025,500Individuals obtained new or improved jobs (annual)

1,400

5,900

4,100

13,50021,2008,800

12,100,000

12,100,000

62,300Individuals trained (annual)

17,50027,10010,000

Certifications and credentials facilitated (annual)

13,80021,2003,500

Autodesk spending with US-based diverse businesses7

FY22

FY23

FY24

Minority-owned$21,400,000$35,800,000$32,000,000

Women-owned$8,000,000$7,800,000$7,700,000

Energy & Materials
Realized GHG emissions reduction (annual, metric tons CO₂e)
Potential GHG emissions reduction through 2050 (cumulative, metric gigatons CO₂e)4Health & Resilience

Work & Prosperity
Individuals obtained new or improved jobs (annual)
Individuals directly impacted (cumulative)5Service-disabled veteran-owned$800,000$2,300,000$3,600,000

Small businesses$4,700,000$5,500,000$6,900,000

Total$35,000,000$51,400,000$50,200,000

Total (% of addressable spend)

FY24 IMPACT REPORT

4.4%

OVERVIEWIMPROVE OUR OPERATIONS

6.9%

5.5%

PARTNER WITH CUSTOMERSADVANCE INDUSTRIES

1

Data reflect combined monetary giving from Autodesk, Inc., and the Autodesk Foundation.

2

Autodesk calculates its product donations at commercial value. These data do not include the valueof products granted to students, faculty, and educational institutions at no cost through the Autodesk
Education Community.

3

FY22 data includes all Pro Bono Consulting volunteer hours. FY23 and FY24 data do not include Pro Bono
Consulting volunteer hours. We estimate that approximately 20% of employee volunteer hours took place
during company time.

4

Cumulative potential GHG emissions reduction through 2050 from organizations that were a part of theAutodesk Foundation portfolio during the year noted. These data were calculated by third-party expert Rho
Impact in collaboration with portfolio organizations and the Autodesk Foundation.

5

Cumulative data from organizations, since their inception, that were a part of the Autodesk Foundation
portfolio during the year noted.

6

These data were calculated by portfolio organizations and the methodology was vetted by CEA Consulting.

7

Includes spend with US-based diverse businesses supporting Autodesk’s business operations, as well as
spend allocated to Autodesk that Autodesk’s suppliers spend with US-based diverse businesses. Segments
may not add up to total, due to rounding.

OPERATE WITH INTEGRITY

107107APPENDIX
FY23 IMPACT REPORTSustainability Accounting Standards Board index
Topic

Environmental Footprint ofHardware Infrastructure

Data Privacy and Freedomof Expression

Reference Code

MetricResponse

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

Data summary: Carbon footprint

SASB TC-SI-130a.3

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

Improve our operations: Our carbon footprint

SASB TC-SI-220a.1

Policies and practices relating to behavioral advertising and user privacy

Autodesk Privacy Statement; Autodesk Cookie Statement

SASB TC-SI-220a.3

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

Autodesk Annual Reports

SASB 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

Autodesk Trust Center – Data Protection and Privacy

SASB TC-SI-220a.5

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

Autodesk Trust Center – Data Protection and Privacy

SASB TC-SI-230a.1

Security incidents

Autodesk Trust Center – Incident Response

SASB TC-SI-230a.2

Approach to identifying and addressing data security risks, including use of third‑party cybersecurity standards

Autodesk Trust Center

SASB TC-SI-330a.1

Regional breakdown of employees

Data summary: Employees; Autodesk Diversity & Belonging

SASB TC-SI-330a.2

Employee engagement

Data summary: Employees; Autodesk Diversity & Belonging

SASB TC-SI-330a.3

Percentage of gender and racial/ethnic group representation for (1) leadership, (2) tech workforce, and (3) sales workforce

Data summary: Employees; Autodesk Diversity & Belonging

SASB TC-SI-520a.1

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

Disclosed in annual Form 10-K if material

SASB TC-SI-550a.1

Status of Autodesk Cloud Services

Autodesk Cloud Services Health Dashboard

SASB TC-SI-550a.2

Business continuity risks related to disruptions of operations

Autodesk’s Global Business Continuity Program seeks to:Data Security

Recruiting and Managing a Global,
Diverse, and Skilled Workforce

IP Protection and Competitive
Behavior; Managing
Systemic Risks

Protect the business and people from threats to our operations such that critical business functions
may incur an unacceptable interruption caused by:● Impact to our facilities● Threats or outages affecting critical systems, applications, and data
● Impact to or loss of key vendors● Regional events such as natural or man-made disasters, acts of war, or terrorism● Long-term occurrences, such as pandemics
Protect shareholders from threats to company reputation related to any of the incidents listed above.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESOPERATE WITH INTEGRITY

108108APPENDIX
FY23 IMPACT REPORTUnited Nations reporting
frameworks

SDG

Description

Autodesk helps customers worldwide address a broad range of water-related issues and increase the resilience of global water infrastructure. Through the Autodesk
Foundation, we support nonprofits and start-ups working to improve access to fresh drinking water in remote communities.

UN Global Compact

Customer story: Storing the water directly beneath an amphitheater
Learn more: Partner with customers: Architecture, Engineering & Construction: Health & Resilience; Advance industries: Autodesk Foundation: Health & Resilience

In 2011, Autodesk endorsed the United Nations (UN) Global
Compact, a voluntary initiative that outlines 10 principles in theareas of human rights, labor, environment, and anticorruption.

We are committed to sourcing 100% renewable energy in our operations, and to helping customers develop buildings, infrastructure, and products that are energy efficientand accelerate the use of clean energy. Complementing these efforts, we support nonprofits and start-ups working to expand access to renewable energy.

In 2015, Autodesk also endorsed Caring for Climate—an initiative
led by the UN Global Compact, the UN Environment Programme,
and the secretariat of the UN Framework Convention on Climate
Change—aimed at advancing the role of business in addressing
climate change. Information about Autodesk’s progressagainst the Caring for Climate commitments can be foundin the Advancing our sustainable business practices andOur carbon footprint sections and in the company’s CDP Climate
Change disclosure.

UN Sustainable Development Goals
The UN Sustainable Development Goals (SDGs) provide animportant framework to drive social, environmental, andeconomic progress globally. Although Autodesk addresses all 17
goals to varying degrees, we focus particularly on the following
goals to maximize our positive impact with our customers andthrough our products, operations, and philanthropic activities.

Customer story: The wind-powered future of net-zero maritime shipping
Learn more: Improve our operations: Energy & Materials; Partner with customers: Architecture, Engineering & Construction: Energy & Materials

We invest in our employees, customers, and communities, to put people at the center of the future of work transformation. Diversity fuels our innovation and belonging
unites us in our shared mission to help people imagine, design, and make a better world.
Customer stories: Closing the skilled labor gap with young talent; Families, workers, and the definition of a good job
Learn more: Improve our operations: Work & Prosperity; Partner with customers: Education; Advance industries: Autodesk Foundation: Work & Prosperity

We collaborate with customers, nonprofits, and start-ups to create infrastructure designed to better withstand natural disasters and the impacts of climate change,and products, buildings, and entire cities that foster healthy and resilient communities. We support more inclusive and sustainable industries through our business
operations and products.
Customer story: Harnessing AI to connect isolated communities
Learn more: Partner with customers: Architecture, Engineering & Construction: Health and Resilience; Advance industries: Autodesk Foundation: Health & Resilience
Urban centers will play a pivotal role in sustainability in the coming decades, as populations continue to swell. We collaborate with customers to design, build, andmaintain more sustainable, safe, and resilient cities, and we support nonprofits and start-ups to drive innovation in this area.
Customer stories: Saving lives with Türkiye’s National Flood Forecast Early Warning System (TATUS); Project Phoenix: Autodesk-led collaboration brings AI-powered, climatefriendly solution to affordable housing
Learn more: Partner with customers: Architecture, Engineering & Construction: Energy & Materials; Partner with customers: Architecture, Engineering & Construction: Healthand Resilience; Advance industries: Autodesk Foundation: Energy & Materials; Advance industries: Autodesk Foundation: Health & Resilience
We are working to drive progress toward a future with minimal pollution and waste, where materials maintain value while cycling through a circular economy. We equip ourcustomers, nonprofits, and start-ups to better understand the impact of design and make decisions on materials use, supporting them to make choices that benefit theircompanies, communities, and the world.
Customer stories: This new microfactory disassembles electronics for reuse and recycling; Embracing technology and innovation to support the planet
Learn more: Partner with customers: Architecture, Engineering & Construction: Energy & Materials; Partner with customers: Design & Manufacturing: Energy & Materials;
Advance industries: Autodesk Foundation: Energy & Materials
Autodesk has neutralized GHG emissions across our business and value chain, beginning in FY21, and we are driving progress toward new science‑based GHG emissions
reduction targets. We collaborate with customers, nonprofits, and start-ups to develop innovative solutions and help tackle climate change.
Customer story: What if Hurricane Harvey had hit San Antonio?
Learn more: Improve our operations: Energy & Materials; Partner with customers: Architecture, Engineering & Construction: Energy & Materials; Partner with customers
Design & Manufacturing: Energy & Materials; Partner with customers: Media & Entertainment: Energy & Materials; Advance industries: Autodesk Foundation: Energy &Materials; Advance industries: Autodesk Foundation: Health & Resilience

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESOPERATE WITH INTEGRITY

109109APPENDIX
FY23 IMPACT REPORTCustomer ESG commitments
and goals
We conduct research on our customers’ ESG commitments andgoals to better understand and address their needs. Recent
analysis demonstrates high and increasing commitment across a
broad range of ESG topics, including climate action, diversity andbelonging, and others.

UN Sustainable Development Goals prioritized by Autodesk customers1
SDG

UN Sustainable Development Goal

FY20

FY23

FY20

FY23

Commitment to sustainability on website

84%

92%

Commitment to UN SDGs

37%

61%

Published sustainability report within past 18 months
with progress against goals

46%

65%

Commitment to sustainability on website

19%

69%

Commitment to UN SDGs

7%

35%

Published sustainability report within past 18 months
with progress against goals

10%

46%

Named accounts2
Climate Action

69%

Responsible Consumption
and Production

65%

Affordable and Clean Energy

64%

84%

71%

64%

Mid-market customers3

FY24 IMPACT REPORT

Industry, Innovation, and Infrastructure

65%

65%

Sustainable Cities and Communities

50%

56%

Decent Work and Economic Growth

46%

70%

Gender Equality

35%

60%

OVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIES

1Percentage of customers assessed with a goal in each area. Percentage in FY20 is based on an FY20
Autodesk assessment of more than 1,300 customers’ public sustainability goals, spanning industries,
geographies, and sizes. Percentage in FY23 is based on an FY23 Autodesk assessment of more than 2,300
customers’ public sustainability goals, spanning industries, geographies, and sizes.

2

Named accounts are Autodesk’s largest accounts with multiple customer contacts and strategic
relationships. These large companies have global operations and are leaders in their industries. Basedon Autodesk assessments of 100% of named accounts in FY20 and in FY23, spanning industries andgeographies.

3

Mid-market customer characteristics vary widely, with operations ranging from regionally focused tomultinational. Based on Autodesk assessments of 517 mid-market customers in FY20 and more than 1,835
mid-market customers in FY23, spanning industries and geographies.

OPERATE WITH INTEGRITY

110110APPENDIX
FY23 IMPACT REPORT2024 State of Design &Make report

Attitude and action

Sustainability initiatives drive
long-term revenue
2023

The State of Design & Make report is a global, annual study forleaders who design and make places, objects, and experiences. It
identifies the most pressing issues shaping today’s businesses
and helps leaders make informed, strategic decisions about how
to prioritize and invest in the future.
The industries that design and make comprise a unique
category that connects the digital to the physical. Architecture,engineering, construction, built asset operations, product design,
manufacturing, game development, and filmmaking all requirecomplex human collaboration throughout a digital design
process and delivery of a physical result. Executives in theseindustries shared their approaches and points of view on thechallenges unique to their organizations and the opportunities
they are identifying.
Key areas of focus for this research include: a macro view of theindustries; staying resilient and relevant in an everchanging
world; attracting, training, and retaining a skilled workforce; andachieving sustainable outcomes.

>10%

18%

5%–
10%

27%

1%–
5%

23%

<1%

17%

Don’t
know

16%

2024
23%

56%

14%
6%

1%

Survey question: To the best of your knowledge, how much business value (as a % of annual
revenue) can sustainability measures generate in the long term for your company? 5-point scale.

Long-term vs. short-term business value of sustainability: A global view

For this year’s report, Autodesk surveyed and interviewed
5,399 industry leaders, futurists, and experts in architecture,engineering, construction, design, and operations from countries
around the globe.

Improving sustainability
practices is a goodshort-term business decision

79% 91%

Nordics

Canada

76% 94%

75% 83%

Netherlands

France76% 94%

USA

Read the 2024 State of Design & Make report to see key findings
from this research, including details at the sector and regional
level, and comprehensive data tables.

57% 90%52% 90%TurkeyChina

57% 72%

Italy

Japan

57% 74%Germany

Spain

Mexico48% 66%

68% 89%77% 85%
86% 86%

Global

34% 97%

UK

70% 89%69% 87%

Improving sustainability
practices is a good long-termbusiness decision

South Korea

68% 89%Middle East

68% 90%India

78% 92%

Brazil
82% 91%

Australia

Percentage of respondents who agree to statements: 1. Improving sustainability practices is agood long-term business decision. 2. Improving sustainability practices is a good short-termbusiness decision. 5-point scale. Top two = agree.

FY24 IMPACT REPORTOVERVIEWIMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIESOPERATE WITH INTEGRITY

111111APPENDIX
FY23 IMPACT REPORTSustainability-enabling
solutions

Building design and engineering● Design high-performance buildings● Optimize total carbon efficiencies• Reduce embodied carbon through design and material specification

Architecture, Engineering & Construction• Conduct energy analysis at key project stages

Autodesk solutions for architecture, engineering, andconstruction enable our customers to achieve more sustainableoutcomes by utilizing insights and optimizing efficiencies fromthe earliest stages of design and allowing data to flow acrossthe project lifecycle. These solutions help our customers address
challenges associated with energy and carbon reduction,
climate adaptation, water management, materials use, andwaste reduction.

• Optimize HVAC system design● Use clash detection during design to reduce waste in construction● Plan for smart decommissioning and materials recovery● Improve structural material efficiency● Optimize site planning with AI to make informed choices around daylight, noise, sun, and wind
● Help mitigate the urban heat island effect with microclimate analysis● Plan and design infrastructure for resilience and adaptation to climate change

Infrastructure● Visualize projects in context of the surrounding built and natural conditions● Import GIS data to design with geographic context and sustainability in mind to reduce overall design time and project complexity● Understand and verify existing conditions and as-built assets to gain insights and make better decisions in the planning phase● Perform simulations to assess environmental and social impacts of designs● Conduct traffic flow and mobility impact studies● Evaluate scenarios for grading optimization to minimize material waste and optimize movement of dirt
● Optimize outcomes for inland and coastal flooding projects● Manage bioretention and green stormwater infrastructure● Reduce roadway embodied carbon and natural resource inputs● Optimize water drainage network and pipes to mitigate flooding● Turn stormwater into a resource by designing sustainable urban drainage reservoirs for water reuse● Forecast storm and sewer surge events to ensure safety during construction● Model water distribution systems to ensure clean drinking water reaches end users● Model and simulate sewer collection, wastewater treatment plants, and other water quality–related systems● Use real-time, actionable insights to enhance water service reliability● Help prepare for emergencies and maintenance schedules● AI optimization for energy, chemical, and water use reduction at water and wastewater treatment plants● Reduce embodied carbon through low-carbon material procurement

Construction● Minimize waste in mechanical, electrical, and plumbing (MEP) fabrication and installation● Improve flow, reduce waste, and drive continuous improvement with end-to-end lean construction technology● Seamlessly integrate prefabrication into projects● Help improve worker health and safety● Avoid rework and prevent waste by always working from the right plans and docs
● Increase precision to maximize built performance

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112112APPENDIX
FY23 IMPACT REPORTSustainability-enabling
solutions
Design & Manufacturing
Autodesk solutions for design and manufacturing enable ourcustomers to achieve more sustainable outcomes by utilizing
insights and optimizing efficiencies from the earliest stages ofdesign and allowing data to flow across the project lifecycle.
These solutions help our customers address challenges
associated with energy consumption, emissions reduction,materials use, and waste reduction.

Materials efficiency and circularity● Improve materials efficiency, create lighter products, and reduce waste with generative design● Consolidate components for easier assembly/disassembly and reduced inventory with generative design● Explore and select sustainable materials with generative design● Nest pieces to optimize flat sheet cutting and reduce waste● Optimize material yield● Optimize additive manufacturing print settings for materials efficiency and quality, and minimize waste● Minimize waste by repairing parts with hybrid manufacturing● Analyze tolerances to increase quality and reduce scrap● Reduce redundant part creation or ordering through geometric duplicate detection and part standardization● Reduce machining cost and waste while maintaining proper fit with tolerance analysis● Design for durability with enhanced FEA simulations

Energy efficiency and smart manufacturing● Plan and validate factory layouts to optimize production performance and resource use● Design, simulate, and create energy-efficient electronics and machines with electronics and electronic cooling simulation● Reduce energy use in production by optimizing machine runtime and cooling cycles with injection molding● Audit suppliers to help ensure product quality and compliance

Responsible supply chain● Increase quality through failure analysis and reports● Comply with regulations with materials and supplier declarations

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FY23 IMPACT REPORT

Endnotes
Improve our operations
1 As part of our supplier engagement program, Autodesk has participated in the CDP
Supply Chain program since FY22 and received sustainability data from over 170
suppliers in FY24.
2 SBTi typically validates GHG emissions reduction targets on a five-year cycle.
3 Autodesk first committed to neutralizing our carbon emissions across Scopes 1, 2, and3 on an annual basis beginning in FY21.
4 This refers to a combination of renewable energy generated on-site, virtual powerpurchase agreements, and renewable energy certificates.
5 Greenhouse gas emissions from business travel are included in Scope 3: “Businesstravel” and Scope 1 (related to fleet business travel). Emissions from facilities areincluded in Scope 1, Scope 2, and Scope 3: “Waste generated in operations” and“Leased assets.” Emissions from cloud and data centers are included in Scope 2(related to purchased electricity) and Scope 3: “Purchased goods and services.”
Emissions from major conferences are included in Scope 3: “Purchased goods
and services.”
6 Autodesk University has been carbon neutral since FY16, One Team Conference since
FY17, and TechX since FY24.
7 To estimate home office energy consumption, we follow the Work from Home
methodology “No Survey” approach that was developed by Anthesis.
8 Based on Salary Increase and Turnover Study—Aon plc.
9 Includes spend with US-based diverse businesses supporting Autodesk’s business
operations, as well as spend allocated to Autodesk that Autodesk’s suppliers spend
with US-based diverse businesses.
10 Data was calculated by a nonprofit partner, based on input submitted by participating
Autodesk employees.

Partner with customers
1 Architecture 2030, “Why the built environment?” 2023, Analysis & Aggregation
by Architecture 2030 using data sources from IEA & Statista. https://www.
architecture2030.org/why-the-built-environment/
2 World Economic Forum, “How the water sector can lead the way to net-zero,”
March 2022, https://www.weforum.org/agenda/2022/03/water-sector-net-zerodecarbonization/
3 Architecture 2030, “Why the built environment?” 2023, Analysis & Aggregation
by Architecture 2030 using data sources from IEA & Statista. https://www.
architecture2030.org/why-the-built-environment/
4 Autodesk 2024 State of Design & Make report, Autodesk (2024), 28. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=28
5 Autodesk 2024 State of Design & Make report, Autodesk (2024), 31. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=31
6 Autodesk 2024 State of Design & Make report, Autodesk (2024), 63. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=63
7 Architecture 2030, “Why the built environment?” 2023, Analysis & Aggregation
by Architecture 2030 using data sources from IEA & Statista. https://www.
architecture2030.org/why-the-built-environment/
8 Architecture 2030, “Climate Positive Design of the Exterior Built Environment,”
September 2023, https://www.architecture2030.org/climate-positive-design/
9 Autodesk 2024 State of Design & Make: Spotlight on Decarbonization, Autodesk(2024), 10. https://damassets.autodesk.net/content/dam/autodesk/www/pdf/state-ofdesign-and-make-2023-special-edition-spotlight-on-decarbonization-en.pdf
10 Architecture 2030, “Why the built environment?” 2023, Analysis & Aggregation
by Architecture 2030 using data sources from IEA & Statista. https://www.
architecture2030.org/why-the-built-environment/
11 United Nations Environment Programme, 2020 Global Status Report for Buildings
and Construction: Towards a zero-emission, efficient and resilient buildings
and construction sector (Nairobi, 2020), 4. https://wedocs.unep.org/bitstream/
handle/20.500.11822/34572/GSR_ES.pdf

FY24 IMPACT REPORT

12 EPA, Local Topics—Energy Efficiency in Non-Governmental Buildings (2024), https://www.epa.gov/statelocalenergy/local-topics-energy-efficiency-non-governmentalbuildings
13 IEA, “The energy world is set to change significantly by 2030, based on today’s policy
settings alone,” October 2023, https://www.iea.org/news/the-energy-world-is-set-tochange-significantly-by-2030-based-on-today-s-policy-settings-alone
14 European Commission, “Construction and demolition waste,” https://environment.
ec.europa.eu/topics/waste-and-recycling/construction-and-demolition-waste_en
15 Gov.UK, Department for Business & Trade, Monthly Statistics of Building Materials
and Components (April 2023), 5. https://assets.publishing.service.gov.uk/government/
uploads/system/uploads/attachment_data/file/1157641/23-cs5-_Construction_
Building_Materials_-_Commentary_April_2023.pdf
16 United Nations Environment Programme, “UN plan promises massive emission cuts inthe construction sector – the most polluting and toughest to decarbonise,” September
2023, https://www.unep.org/news-and-stories/press-release/un-plan-promisesmassive-emission-cuts-construction-sector-most
17 Mahajan, Saurabh, “Adaptive reuse of commercial real estate: Turning vacant
properties into revenue-generators,” (Deloitte, 2017), https://www2.deloitte.com/us/
en/pages/financial-services/articles/adaptive-reuse-of-commercial-real-estate.html
18 United Nations Environment Programme, “UN plan promises massive emission cuts inthe construction sector – the most polluting and toughest to decarbonise,” September
2023, https://www.unep.org/news-and-stories/press-release/un-plan-promisesmassive-emission-cuts-construction-sector-most
19 National Oceanic and Atmospheric Administration, “Record shattering: Earth had
its hottest July in 174 years,” August 14, 2023, https://www.noaa.gov/news/recordshattering-earth-had-its-hottest-july-in-174-years#
20 United Nations Office for Disaster Risk Reduction, “Uncounted costs: Data gaps
hide the true human impacts of disasters in 2023,” https://www.undrr.org/explainer/
uncounted-costs-of-disasters-2023
21 Bertollini, Vanessa, “This is what trillions in global-infrastructure investment look
like,” May 2019, https://www.autodesk.com/design-make/infographics/globalinfrastructure
22 Global Infrastructure Hub, Global Infrastructure Outlook (June 2018), 3. https://cdn.
gihub.org/outlook/live/methodology/Global+Infrastructure+Outlook+factsheet++June+2018.pdf
23 The World Bank, Infrastructure (September 2023), https://www.worldbank.org/en/
topic/infrastructure/overview
24 IAQmatters, Reasons, https://www.iaqmatters.org/reasons/
25 Architecture 2030, “Why the built environment?” 2023, Analysis & Aggregation
by Architecture 2030 using data sources from IEA & Statista. https://www.
architecture2030.org/why-the-built-environment/
26 United Nations Department of Economic and Social Affairs (UNDESA), Water Scarcity,
https://www.un.org/waterforlifedecade/scarcity.shtml#
27 Elmer, Anja, “We need to take water scarcity more seriously. This is how technology
can help,” World Economic Forum, January 2023, https://www.weforum.org/
agenda/2023/01/davos23-water-security-scarcity-technology-science-leakages/
28 SafaAlharathy, “Storm Daniel destroyed 70% of civilian infrastructure in Libya’s hit
areas,” Libya Observer, September 19, 2023, https://libyaobserver.ly/news/stormdaniel-destroyed-70-civilian-infrastructure-libyas-hit-areas
29 IEA, Transport (2023), https://www.iea.org/energy-system/transport
30 IEA, Rail (2023), https://www.iea.org/energy-system/transport/rail
31 Ibid.
32 De La Parra Ramirez, Alexa, “Addressing the Global Construction Labor Shortage:
3 Proven Steps to Success,” October 2023, https://www.autodesk.com/blogs/
construction/navigating-labor-shortage/
33 National Institute of Building Sciences, “Accelerating Digital Transformation with the
U.S. National BIM Program,” Session Overview, November 9, 2023, 2. https://www.nibs.
org/sites/default/files/pdfs/NIBS_Accelerating_Digital_Transformation_Summary.pdf
34 National Skills Coalition, Construction and transportation workers need investmentin their digital skills (National Center for Education Statistics, 2020), https://nationalskillscoalition.org/wp-content/uploads/2020/12/Digital-Skills-Const-andtrans-final.pdf

OVERVIEW

35 Associated General Contractors of America (AGC). 2023 Workforce Survey Results,
https://www.agc.org/sites/default/files/Files/Communications/2023_Workforce_
Survey_National_Final.pdf
36 Autodesk 2024 State of Design & Make report, Autodesk (2024), 40. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=40
37 Autodesk 2024 State of Design & Make report, Autodesk (2024), 46. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=46
38 Data Mexico, Construction (Encuesta Nacional de Ocupación y Empleo,2024), https://www.economia.gob.mx/datamexico/en/profile/industry/
construction?genderOrInformal=genderOption
39 World Economic Forum, “Reducing the carbon footprint of the manufacturing industry
through data sharing,” October 2023, https://www.weforum.org/impact/carbonfootprint-manufacturing-industry/
40 IBM Newsroom, “IBM Global Consumer Study: Sustainability Actions Can Speak
Louder Than Intent,” April 2022, https://newsroom.ibm.com/2022-04-13-IBM-GlobalConsumer-Study-Sustainability-Actions-Can-Speak-Louder-Than-Intent
41 Frey, Sherry, Jordan Bar Am, Vinit Doshi, Anandi Malik, and Steve Noble, “Consumers
care about sustainability—and back it up with their wallets,” McKinsey & Company,
February 2023, https://www.mckinsey.com/industries/consumer-packaged-goods/ourinsights/consumers-care-about-sustainability-and-back-it-up-with-their-wallets
42 Reichheld, Ashley, John Peto, and Cory Ritthaler, “Research: Consumers’ Sustainability
Demands Are Rising,” Harvard Business Review, September 2023, https://hbr.
org/2023/09/research-consumers-sustainability-demands-are-rising
43 Autodesk 2024 State of Design & Make report, Autodesk (2024), 31. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=31
44 European Parliament, “Circular economy: definition, importance and benefits,” May
2023, https://www.europarl.europa.eu/topics/en/article/20151201STO05603/circulareconomy-definition-importance-and-benefits
45 World Economic Forum, “Reducing the carbon footprint of the manufacturing industry
through data sharing,” October 2023, https://www.weforum.org/impact/carbonfootprint-manufacturing-industry/
46 Autodesk 2024 State of Design & Make report, Autodesk (2024), 29. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=29
47 Association for Manufacturing Excellence (AME), “Global Skills Gap Leaves 10 Million
Manufacturing Positions Open,” 2012, https://www.ame.org/sites/default/files/global_
skills_gap.pdf
48 Autodesk 2024 State of Design & Make report, Autodesk (2024), 46. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=46
49 Autodesk 2024 State of Design & Make report, Autodesk (2024), 41. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=41
50 Lazar, Anna, “The CloudNC CAM Assist Automation Add-in for Fusion 360 Is Now
Available,” September 15, 2023, https://damassets.autodesk.net/content/dam/
autodesk/www/pdfs/sdm-report-final-022024-en.pdf#page=55
51 Autodesk 2024 State of Design & Make report, Autodesk (2024), 55. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=55
52 Autodesk 2024 State of Design & Make report, Autodesk (2024), 47. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=47
53 IBC2023, Media and Entertainment Sustainability on the Cloud (September 2023),
https://www.ibc.org/download?ac=24623
54 Microsoft, “Gaming Sustainability,” October 2023, https://learn.microsoft.com/en-us/
gaming/sustainability/sustainability-overview
55 Veltman, Chloe, “How Hollywood art directors are working to keep their sets out of thelandfill,” NPR, February 2024, https://www.npr.org/2024/02/13/1228136040/hollywoodset-waste-environment#

IMPROVE OUR OPERATIONSPARTNER WITH CUSTOMERSADVANCE INDUSTRIES

56 Autodesk 2024 State of Design & Make report, Autodesk (2024), 9. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=957 Autodesk 2024 State of Design & Make report, Autodesk (2024), 17. https://damassets.
autodesk.net/content/dam/autodesk/www/pdfs/sdm-report-final-022024-en.
pdf#page=1758 World Economic Forum, The Future of Jobs Report 2023, 3. Jobs outlook (April 2023),
https://www.weforum.org/publications/the-future-of-jobs-report-2023/in-full/3-jobsoutlook/
59 CVL Economics, Future Unscripted: The Impact of Generative Artificial Intelligenceon Entertainment Industry Jobs, (January 2024), 9. https://animationguild.org/wpcontent/uploads/2024/01/Future-Unscripted-The-Impact-of-Generative-ArtificialIntelligence-on-Entertainment-Industry-Jobs-pages-1.pdf
60 CVL Economics, Future Unscripted: The Impact of Generative Artificial Intelligenceon Entertainment Industry Jobs, (January 2024), 5. https://animationguild.org/wpcontent/uploads/2024/01/Future-Unscripted-The-Impact-of-Generative-ArtificialIntelligence-on-Entertainment-Industry-Jobs-pages-1.pdf
61 Autodesk Media & Entertainment, “Connecting Creative Workflows in the Cloud
Helps Scale Global Production,” June 2023, https://blogs.autodesk.com/media-andentertainment/2023/06/07/connecting-creative-workflows-in-the-cloud/62 Milberg, Tanya, “The Reskilling Revolution is upon us—by 2030, 1 billion people will beequipped with the skills of the future,” World Economic Forum, April 28, 2023, https://www.weforum.org/agenda/2023/04/growth-summit-2023-by-2030-1-billion-peoplewill-be-equipped-with-the-skills-of-the-future/

Advance industries
1 Cumulative data from organizations, since their inception, that were a part of theAutodesk Foundation portfolio during 2023.
2 Impact metrics in this section rely on data aggregated and sourced from financial
reports, annual reports, organizational key performance indicators, and self-reported
data from the Autodesk Foundation portfolio.
3 Cumulative data from organizations, since their inception, that were a part of theAutodesk Foundation portfolio during 2023.
4 2022 Review of Funding for Female Founders (Female Founders Fund, April 2023),
https://blog.femalefoundersfund.com/2022-review-of-funding-for-female-founderse928f8072655
5 Ferguson, Rebecca, “Why Catalytic Funding Is Key to Closing the Racial Equity Gap in
Philanthropy,” Inside Philanthropy, June 23, 2022, https://www.insidephilanthropy.
com/home/2022/6/23/why-catalytic-funding-is-key-to-closing-the-racial-equity-gapin-philanthropy
6 Visram, Talib, “1% of venture capital goes to Black founders. California’s new bill
hopes to shame VCs into change,” Fast Company, October 20, 2023, https://www.
fastcompany.com/90969457/1-of-venture-capital-goes-to-black-founders-californiasnew-bill-hopes-to-shame-vcs-into-change
7 Menasce Horowitz, Juliana and Kim Parker, How Americans View Their Jobs (Pew
Research Center, 2023), https://www.pewresearch.org/social-trends/2023/03/30/howamericans-view-their-jobs/

Operate with integrity
1 This refers to Autodesk employees who were active as of February 1, 2023.

OPERATE WITH INTEGRITY

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APPENDIX
FY23 IMPACT REPORTForward-looking statements
This report includes statements regarding future plans, expectations, beliefs, intentions and prospects that are “forward-looking statements” within
the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange
Act of 1934. These forward-looking statements may appear through the report and the words “may,” “believe,” “could,” “expect,” “anticipate,” “estimate,”“intend,” “strategy,” “future,” “opportunity,” “plan,” “should,” “will,” “would,” “seeks,” “targets,” “looks for,” “looks to,” “continues” and similar expressions,as well as statements regarding our focus for the future, are generally intended to identify forward-looking statements. Forward-looking statements
are based on current expectations and assumptions that are subject to risks and uncertainties that may cause actual results to differ materially.
Factors that might cause or contribute to such differences include, but are not limited to, those discussed in the section titled “Risk Factors” of ourForms 10-K and 10-Q. Undue reliance should not be placed on these forward-looking statements, which speak only as of the date of this report. We
undertake no obligation to update or revise publicly any forward-looking statements, whether because of new information, future events, or otherwise.

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time without notice, and is not responsible for typographical or graphical errors that may appear in this document. 2024 Autodesk, Inc. All rights reserved.

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