Company: TENB
Filing Date: 2025-04-03
Form Type: DEF 14A
Source: 0001660280-25-000058
Chunk: 42

Company: Tenable Holdings, Inc.
Filing Date: 2025-04-03
Form: DEF 14A
Chunk 42
---
 and respect, presented with opportunities to make a difference and provided with resources to enable them to grow.

Tenable's Engagement & Inclusion (E&I) mission aligns all initiatives with three pillars—Workforce, Workplace, and Community—to enhance the overall employee value proposition. It emphasizes that an inclusive culture fosters employee engagement, fuels innovation, and yields outstanding business results.

Our E&I strategy at Tenable is aligned to three major objectives:

• Workforce: Attract, retain, and develop top talent through strategic partnerships, employer branding, and inclusive engagement and development opportunities for all employees.

<div align='center'>37</div>

• Workplace: Cultivate an inclusive environment where all employees feel they belong and are given the support they need to thrive.

• Community: Increase our commitment to supporting the next generation of science technology, engineering and mathematics (STEM) talent.

To support our initiatives, we are strengthening collaboration with external organizations to expand our outreach and establish Tenable as a recognized brand within all communities. We are rolling out initiatives that foster global connections through inclusive programming. Finally, we are focused on empowering our employees by enhancing programs to ensure all employees feel valued and supported, focusing on professional growth, leadership development, and opportunities to make meaningful contributions to our success.

| Employee Engagement |

Our ability to fulfill core values depends on how well we listen to our employees. We constantly ask employees what they need to do their best work and we act on their input. We have several different methods of soliciting employee feedback to ensure we hear from all parts of the business. We also create regular opportunities for two-way communication with our executives to help our people better understand how decisions are made. Our methods include the following:

• conducting an annual employee engagement survey combined with periodic division - or region-specific check-ins;

• soliciting employee feedback at various stages of their employment cycle, from onboarding to offboarding;

• holding frequent executive "coffee chat" sessions during which employees can engage with our senior leaders to exchange information, provide feedback and brainstorm ideas in small-group settings;

• staging monthly company-wide All Hands meetings led by our co-CEOs, with an open question-and-answer period;

• empowering departmental, regional or team leaders to host their own town halls for their direct reports;

• encouraging people managers to hold regular check-in meetings with their direct reports where they can focus on real-time feedback, recognition, coaching, and professional development; and

• ensuring executive sponsorship of each Employee Resource Group, providing each cohort with a direct path to communicate