exo-is/governance-reporting-on-listed-companies huggingface dataset:
Keyword: tax
respectively. Interest and penalties are classified as income taxes in the Consolidated Statements of Income. 
The Company believes it is reasonably possible that approximately $6.2 of unrecognized tax benefits, resulting 
primarily from research and development tax credits, will be resolved within the next 12 months. As of December 
31, 2023, the United States Internal Revenue Service has completed examinations of the Company’s tax returns for 
all years through 2016. The Company’s tax returns for other major jurisdictions remain subject to examination for 
the years ranging from 2012 through 2023.
O.	
STOCKHOLDERS’ EQUITY
Accumulated Other Comprehensive Income (Loss): The components of AOCI and the changes in AOCI, net of tax, 
included in the Consolidated Balance Sheets and the Consolidated Statements o
Keyword: tax
Pre-tax expense increase (reduction) 
		
111.8
		
48.0
		
(33.7)
Tax (benefit) expense
		
(20.0)
		
(8.0)
		
9.5
After-tax expense increase (reduction)
		
91.8
		
40.0
		
(24.2)
Unrealized gains on marketable debt securities:
	
Marketable debt securities
Investment income
		
(3.6)
		
(1.6)
		
(2.1)
Tax expense
		
.9
		
.4
		
.5
After-tax income increase
		
(2.7)
		
(1.2)
		
(1.6)
Unrealized losses on pension plans:
Truck, Parts and Other
	
Actuarial loss
Interest and other expenses (income), net
		
4.7
		
28.9
		
58.7
	
Prior service costs
Interest and other expenses (income), net
		
1.4
		
.7
		
.8
Pre-tax expense increase
		
6.1
		
29.6
		
59.5
Tax benefit
		
(1.5)
		
(7.1)
		
(14.1)
After-tax expense increase
		
4.6
		
22.5
		
45.4
Total reclas
Keyword: tax
Deferred taxes and other liabilities
 
$ 131.1
 
$ 82.6
Foreign-exchange contracts:
 
 
 
 
	
Truck, Parts and Other:
 
 
 
 
	
	
Other current assets
1.5
 
57.3
 
	
	
Accounts payable, accrued expenses and other
 
21.1
 
9.5
	
Financial Services:
 
 
 
 
	
	
Other current assets
 
1.6
 
	
	
Deferred taxes and other liabilities
 
3.6
 
5.1
Commodity contracts:
 
 
 
 
	
Truck, Parts and Other:
 
 
 
 
	
	
Other current assets
1.2
 
1.5
 
	
	
Accounts payable, accrued expenses and other
 
.8
 
.6
$ 20.0
$ 156.6
$ 118.4
$ 97.8
Derivatives not designated as hedging instruments:
Foreign-exchange contracts:
	
Truck, Parts and Other:
	
	
Other current assets
$
1.0
 
$
1.0
 
	
	
Accounts payable, accrued expenses and other
 
$
3.4
 
$
.1
	
Financial Services:
Keyword: tax
Deferred taxes and other liabilities
 
.1
 
.1
Commodity contracts:
 
 
 
 
	
Truck, Parts and Other:
 
 
 
 
	
	
Accounts payable, accrued expenses and other
 
 
.2
$
1.0
$
3.5
$
1.0
$
.4
Gross amounts recognized in Balance Sheets
$ 21.0
$ 160.1
$ 119.4
$ 98.2
Less amounts not offset in financial instruments:
	
Truck, Parts and Other:
	
	
Foreign-exchange contracts
$ (1.6)
$ (1.6)
$
(.1)
$
(.1)
	
	
Commodity contracts
(.7)
(.7)
(.5)
(.5)
	
Financial Services:
 
 
 
 
	
	
Foreign-exchange contracts
(1.8)
(1.8)
	
	
Interest-rate contracts
(11.9)
(11.9)
(21.5)
(21.5)
Pro forma net amount
$
6.8
$ 145.9
$ 95.5
$ 74.3
N O T E S  T O  C O N S O L I D A T E D  F I N A N C I A L  S T A T E M E N T S
December 31, 2023, 2022 and 2021 (currencies in millions)
82
Th
Keyword: tax
The following table presents the pre-tax effects of (loss) gain on cash flow hedges recognized in other 
comprehensive income (loss) (OCI):
Year Ended December 31,
2023
2022
2021
	
interest-
	
rate
	
foreign-
	
exchange
	
interest-
	
rate
	
foreign-
	
exchange
	
interest-
	
rate
	
foreign-
	
exchange
(Loss) gain recognized in OCI:
	
Truck, Parts and Other
$
(65.7)
$
41.2
$
(18.5)
	
Financial Services
$
(110.5)
1.8
$
19.1
(25.5)
$
83.2
(1.9)
$
(110.5)
$
(63.9)
$
19.1
$
15.7
$
83.2
$
(20.4)
The pre-tax effects of loss on commodity hedges recognized in other comprehensive income (loss) (OCI) for Truck, 
Parts and Other was $.5, $17.1 and $8.6 in 2023, 2022 and 2021, respectively.
The amount of loss in AOCI at December 31, 2023 that is estimated to be reclassified into earnings in th
Keyword: tax
12 months if interest rates and exchange rates remain unchanged is approximately $5.0, net of taxes. The fixed 
interest earned on finance receivables will offset the amount recognized in interest expense, resulting in a stable 
interest margin consistent with the Company’s risk management strategy.
The amount of (losses) gains reclassified out of AOCI into net income based on the probability that the original 
forecasted transactions would not occur was nil for the year ended December 31, 2023, $1.0 for the year ended 
December 31, 2022 and $.1 for year ended December 31, 2021.
Net Investment Hedges
Changes in the fair value of derivatives designated as net investment hedges are recorded in AOCI as an adjustment 
to the Cumulative Translation Adjustment (CTA). The notional amount of the outstanding net investment hedges 
was $443.6, $34
Keyword: tax
7.0 and $360.7 at December 31, 2023, 2022 and 2021, respectively. The pre-tax (loss) gain 
recognized in OCI for the net investment hedges was $(8.2), $28.8 and $26.6 at December 31, 2023, 2022 and 2021, 
respectively.
Q.	
FAIR VALUE MEASUREMENTS
Fair value represents the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction 
between market participants at the measurement date. Inputs to valuation techniques used to measure fair value are either 
observable or unobservable. These inputs have been categorized into the fair value hierarchy described below.
Level 1 – Valuations are based on quoted prices that the Company has the ability to obtain in actively traded 
markets for identical assets or liabilities. Since valuations are based on quoted prices that are readily
Keyword: tax
U.S. tax-exempt securities
 
$
310.7
$
310.7
	
	
U.S. taxable municipal / non-U.S. provincial bonds
 
240.1
240.1
	
	
U.S. corporate securities
 
353.3
353.3
	
	
U.S. government securities
$
158.1
 
158.1
	
	
Non-U.S. corporate securities
 
524.2
524.2
	
	
Non-U.S. government securities
 
141.2
141.2
	
	
Other debt securities
 
90.6
90.6
	
	
	
Total marketable debt securities
$
158.1
$ 1,660.1
$ 1,818.2
 
 
	
Marketable equity securities
$
4.4
 
 
$
4.4
	
	
Total marketable securities
$
162.5
$ 1,660.1
$ 1,822.6
 
 
	
Derivatives
	
	
Cross currency swaps
$
13.2
$
13.2
	
	
Interest-rate swaps
4.1
4.1
	
	
Foreign-exchange contracts
2.5
2.5
	
	
Commodity contracts
1.2
1.2
	
	
	
Total derivative assets
$
21.0
$
21.0
 
 
Liabilities:
 
 
	
Derivatives
Keyword: tax
U.S. tax-exempt securities
 
$
445.1
$
445.1
	
	
U.S. taxable municipal / non-U.S. provincial bonds
 
180.8
180.8
	
	
U.S. corporate securities
 
251.0
251.0
	
	
U.S. government securities
$
115.0
115.0
	
	
Non-U.S. corporate securities
 
450.0
450.0
	
	
Non-U.S. government securities
 
76.4
76.4
	
	
Other debt securities
 
94.7
94.7
	
	
	
Total marketable debt securities
$
115.0
$
1,498.0
$
1,613.0
 
 
	
Marketable equity securities
$
1.2
 
 
$
1.2
	
	
Total marketable securities
$
116.2
$ 1,498.0
$
1,614.2
 
 
	
Derivatives
	
	
Cross currency swaps
$
49.1
$
49.1
	
	
Interest-rate swaps
8.9
8.9
	
	
Foreign-exchange contracts
59.9
59.9
	
	
Commodity contracts
1.5
1.5
	
	
	
Total derivative assets
$
119.4
$
119.4
 
 
Liabilities:
 
 
	
Derivatives
Keyword: tax
Tax benefit related to stock award exercises
5.4
2.6
4.9
Stock-based compensation
21.2
17.1
14.7
Tax benefit related to stock-based compensation
1.7
1.7
1.6
The summary of options as of December 31, 2023 and changes during the year then ended are presented below:
	
number
	
of shares
	
per share
	
exercise
	
price*
	
remaining
	
contractual
	
life in years*
	
aggregate
	
intrinsic
	
value
Options outstanding at January 1
4,205,200
$
51.10
 
 
	
Granted
898,100
72.00
 
 
	
Exercised
(1,174,400)
44.08
 
 
	
Cancelled
(105,600)
66.09
 
 
Options outstanding at December 31
3,823,300
$
57.77
6.64
$		 152.5
Vested and expected to vest
3,678,800
$
57.34
6.55
$		 148.3
Exercisable
1,498,400
$
45.45
4.25
$		
78.2
*	
Weighted Average
The fair value of r
Keyword: tax
income and expense, and income taxes. The Financial Services segment’s performance is evaluated based on income 
before income taxes. Geographic revenues from external customers are presented based on the country of the 
customer. The accounting policies of the reportable segments are the same as those applied in the consolidated 
financial statements as described in Note A.
Truck and Parts: The Truck segment includes the design and manufacture of high-quality, light-, medium- and heavy-
duty commercial trucks and the Parts segment includes the distribution of aftermarket parts for trucks and related 
commercial vehicles, both of which are sold through the same network of independent dealers. These segments derive 
a large proportion of their revenues and operating profits fr
Keyword: tax
Income (loss) before income taxes:
	
Truck
$ 3,799.9
$
1,753.3
$
804.9
	
Parts
1,702.6
1,446.6
1,110.0
	
Other*
(616.8)
(1.1)
28.3
4,885.7
3,198.8
1,943.2
	
Financial Services
540.3
588.9
437.6
	
Investment income
292.2
61.0
15.5
$ 5,718.2
$
3,848.7
$
2,396.3
Depreciation and amortization:
	
Truck
$
403.5
$
324.9
$
277.6
	
Parts
15.0
14.0
12.0
	
Other
25.3
23.9
21.9
443.8
362.8
311.5
	
Financial Services
480.1
427.4
591.8
$
923.9
$
790.2
$
903.3
Expenditures for long-lived assets:
	
Truck
$
584.8
$
466.0
$
547.2
	
Parts
65.7
21.1
29.4
	
Other
33.2
28.6
24.1
683.7
515.7
600.7
	
Financial Services
582.2
854.8
984.8
$ 1,265.9
$
1,370.5
$
1,585.5
Segment assets:
	
Truck
$ 8,038.5
$
7,218.1
$
6,912.1
	
Parts
1,912.1
1,742.1
1,505.1
	
Other
1,249.6
976.8
860.3
	
Cash and marketa
Keyword: governance
Sustainability Assessment for its environmental, social and governance practices. PACCAR, in partnership with the Science 
Based Targets Initiative (SBTi), has committed to vehicle emissions reductions of 25% and 35% from internal operations by 
2030 and is on schedule to meet those objectives. PACCAR’s manufacturing facilities have earned ISO 14001 environmental 
certification and continued to enhance their zero-waste-to-landfill programs during the year.
	
PACCAR is a leader in diversity and inclusion and PACCAR was again recognized as a top workplace for women by the 
Women in Trucking Association.
A LOOK AHEAD — PACCAR employees enable the company to distinguish itself as a global quality leader in trucks, 
technology, financial services and the aftermarket parts business. PACCAR’s strong internal process
Keyword: governance
(4) Nominating and Governance Committee 
96
D I V I S I O N S  A N D  S U B S I D I A R I E S
T R U C K S
Kenworth Truck Company
Division Headquarters:
10630 N.E. 38th Place
Kirkland, Washington 98033
Factories:
Chillicothe, Ohio
Renton, Washington
Peterbilt Motors Company
Division Headquarters:
1700 Woodbrook Street
Denton, Texas 76205
Factory:
Denton, Texas
PACCAR of Canada Ltd.
Markborough Place I
6711 Mississauga Road North 
Mississauga, Ontario
L5N 4J8 Canada
Factory:
Ste.-Thérèse, Quebec, Canada
Canadian Kenworth 
Company
Division Headquarters:
Markborough Place I
6711 Mississauga Road North 
Mississauga, Ontario
L5N 4J8 Canada
Peterbilt of Canada
Division Headquarters:
Markborough Place I
6711 Mississauga Road North 
Mississauga, Ontario
L5N 4J8 Canada
DAF Camin
Keyword: governance
Nominating/Governance 
board committee, officially 
establishing ESG oversight 
at the board level
Partnered with 
Aurora, to develop 
and commercialize 
autonomous trucks
DAF produces first 
aerodynamic heavy-
duty truck in Europe, 
improves fuel 
efficiency by up to 
10% compared to prior 
model 
Kenworth T680 and 
Peterbilt Model 579 
improve fuel efficiency 
by up to 7% compared 
to prior model 
Kenworth was honored with 
the Clean Energy 
Entrepreneur Award, by 
Clean & Prosperous 
Washington, a Washington 
state environmental group
DAF XF, XG and XG+ 
trucks awarded 
International Truck 
of the Year 2022
Hydrogen Internal 
Combustion DAF XF 
earned Innovation 
Truck of the Year 
2022
DAF XD distribution 
and vocational truck, 
earned the prestigious 
Inte
Keyword: governance
Governance
31
The Company’s Executive Compensation program — “Say On Pay” — passed with 93% shareholder support in 2023
The Charter for the Nominating and Governance Committee includes oversight of ESG 
matters. This adjustment to the charter is meaningful as it represents our commitment to 
incorporating ESG into overall business strategy. 
The board of directors is deeply engaged in the oversight of advanced vehicle technology 
development related to ESG.
We are committed to ESG oversight at the board level 
• Board leadership includes an 
Executive Chairman, CEO and 
an Independent Lead Director
• Annual election of directors
• Majority voting for directors
• Proxy access
• Board membership guidelines 
to promote diversity
• Separate Chairman and
Keyword: governance
We’re proud of our Excellent Governance practices:
C-Suite 
Executive
82%
Technology
64%
Engineering
55%
Leadership / Management
100%
Industrials / 
Manufacturing
82%
Cybersecurity & Systems Availability
32
PACCAR follows the National Institute of Standards and Technology Cyber Security Framework (NIST CSF) 
PACCAR maintains a robust and comprehensive cybersecurity management and governance program
•
Security Risk Council, including Chief Information Security Officer
•
Internal & external auditors; plus, third party assessments 
•
Detection and prevention tools
•
Penetration and compromise assessment tests
•
Simulations & incident responses to test preparedness
•
Monitoring cyber events and active disaster recovery plans
•
Architectural & privacy/security analysis for third-part
Keyword: tax
(C11.1) Are any of your operations or activities regulated by a carbon pricing system (i.e. ETS, Cap & Trade or Carbon Tax)?
Yes
C11.1a
(C11.1a) Select the carbon pricing regulation(s) which impacts your operations.
EU ETS
C11.1b
(C11.1b) Complete the following table for each of the emissions trading schemes you are regulated by.
EU ETS
% of Scope 1 emissions covered by the ETS
14
% of Scope 2 emissions covered by the ETS
0
Period start date
January 1 2022
Period end date
December 31 2022
Allowances allocated
3707
Allowances purchased
13407
Verified Scope 1 emissions in metric tons CO2e
17114
Verified Scope 2 emissions in metric tons CO2e
0
Details of ownership
Facilities we own and operate
Comment
None
C11.1d
(C11.1d) What is your strategy for complying with the systems you are regulated by or anticipate being regulated by?
The strategy is to reduce greenhous
Keyword: tax
vehicle safety, electrification, emissions reduction, alternative fuels, tax and trade policies, automation, and driver assistance technologies. The Engine Manufacturers
Association works cooperatively with regulatory agencies, including the US Environmental Protection Agency (EPA), the California Air Resources Board (ARB), the National
Highway Transportation Safety Administration (NHTSA), state governments and international regulatory agencies to develop and implement cost-effective and
technologically feasible emissions, fuel efficiency and safety regulations that result in fewer emissions, better fuel efficiency, and enhanced safety. EMA’s President recently
stated, “our members continue to increase fuel efficiency and lower greenhouse gas emission in line with standards that will continue to challenge us throug
Keyword: tax
vehicle safety, electrification, emissions reduction, alternative fuels, tax and trade policies, automation, and driver assistance technologies. In their position paper, ACEA
presents a ten point plan for addressing climate change risks and opportunities of road freight in Europe including industry support for reaching carbon neutrality in road
freight by 2050, predictions for market share of battery electric medium and heavy-duty vehicles in Europe by 2025 and 2030, as well as fuel cell electric vehicles by 2030,
recommended infrastructure targets for battery electric and fuel cell hydrogen refueling stations for 2025 and 2030, and recommendations to expedite the infrastructure roll
out by providing the necessary financial incentives to support both public and private investments, as well as transport operators tr
Keyword: governance
Governance 
Board level oversight: PACCAR’s Nominating and Governance 
Committee Charter states that the committee has responsibility 
for environmental, social, and governance matters 
C1.1, C1.1a, C1.1b 
Board expertise on climate related issues 
C1.1d 
Senior management accountability & feedback mechanism 
C1.2 
 
Executive remuneration linked to climate KPI’s 
C1.3, C1.3a 
 
 
 
Strategy 
1.5°C world aligned transition plan within business strategy & 
shareholder feedback 
C3.1 
Link between climate related risks, opportunities, & strategy. 
C3.3 
Details of scenario analysis 
C3.2, C3.2a, C3.2b 
Financial planning details associated with climate transition 
C3.4, C3.5, C3.5a 
Low carbon product & services 
C4.5, C4.5a 
Low carbon initiatives – d
Keyword: governance
C1. Governance    .......................................................................................................................................... 2 
C2. Risks and Opportunities   ....................................................................................................................... 4 
C3. Business Strategy    ............................................................................................................................... 14 
C4. Targets & Performance   ...................................................................................................................... 20 
C5. Emissions Methodology    ..................................................................................................................
Keyword: governance
C1. Governance
C1.1
(C1.1) Is there board-level oversight of climate-related issues within your organization?
Yes
C1.1a
(C1.1a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for climate-related issues.
Position of individual or
committee
Responsibilities for climate-related issues
Chief Executive Officer (CEO) PACCAR’s Chief Executive Officer (CEO), who is a member of the Board of Directors, has responsibility for climate-related issues. 
The CEO made a climate-related decision in 2022 to spend nearly 70% of PACCAR’s $341.2 million of R&D, on climate-related vehicle research and development to reduce product-
use greenhouse gas emissions. 
This is because climate strategy, planning and responses
Keyword: governance
Governance mechanisms into which climate-
related issues are integrated
Scope of
board-level
oversight
Please explain
Scheduled – all meetings
Overseeing major capital expenditures
Reviewing and guiding strategy
Overseeing value chain engagement
Reviewing and guiding the risk management process
Other, please specify (Reviewing and guiding major
plans of action; Reviewing and guiding business
plans)
<Not
Applicable>
Advanced vehicle technology such as hybrids, alternative low carbon fuels and electric vehicles
is an agenda topic at each Board meeting, including climate-related issues. 
In this way, the Board of Directors provides guidance and oversight to PACCAR's overall climate
change strategy related to advanced vehicle technology and low carbon tr
Keyword: governance
governance and oversight systems and processes the board has in place. Climate-related competent board members
understand the sense of urgency around climate change; the justification to transition to lower GHG emissions in the
timeline laid out in by the Science-Based Target Initiative (SBTi); has relevant experience in climate related risks and
opportunities facing PACCAR.
<Not Applicable>
<Not Applicable>
C1.2
(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Position or committee
Chief Technology Officer (CTO)
Climate-related responsibilities of this position
Managing major capital and/or operational expenditures related to low-carbon products or services (including R&D)
Develo
Keyword: governance
PACCAR's climate transition plan aligned with specific TCFD topics of Governance, Strategy, Risk Management, and Metrics & Targets. Information includes Science-
based targets of PACCAR aligned to the goals of the Paris Agreement – limiting global warming to well-below 2°C above pre-industrial levels and pursuing efforts to limit
warming to 1.5°. 
PACCAR hosts a conference on the morning of its quarterly earnings press release. the Quarterly Financial Results webcasts are held approximately three weeks following
the end of each calendar quarter (in late April, July, October and January) as a regular mechanism by which feedback is collected. In addition to quarterly calls, PACCAR
responds to requests for individual investor inquiries made directly or via www.paccar.com/investors/investor-contacts/ and conducts more than
Keyword: governance
Governance
Strategy
Risks & opportunities
Emissions figures
Emission targets
Comment
None
Publication
In voluntary sustainability report
Status
Complete
Attach the document
Y
SASB-ESG-combined-report-july-2023 rev1.pdf
Page/Section reference
SASB-ESG Annual Report pages 4-9, 14, 18-20
Content elements
Governance
Strategy
Emissions figures
Emission targets
Other metrics
Other, please specify (Global Code of Conduct; Supplier Code of Conduct)
Comment
None
C12.5
CDP
Page 
 of 69
65
(C12.5) Indicate the collaborative frameworks, initiatives and/or commitments related to environmental issues for which you are a signatory/member.
Environmental
collaborative
framework, initiative
and/or commitment
Describe your organization’s role within each framework, ini
Keyword: bribe
such as: anti-bribery and anti-corruption, conflicts 
of interest, record retention, positive and safe work 
environment, and avoiding illegal and questionable 
gifts and favors, among others. 
The Code of Ethics and Business Conduct is provided 
to new employees and reinforced through ongoing 
training. All employees are required to review and 
sign the Code of Ethics and Business Conduct 
annually. We also provide more targeted and topic-
specific training such as data privacy and security, 
anti-money laundering and anti-harassment. 
Suspected violations of our Code of Ethics and 
Business Conduct or company policies are recorded 
and investigated, and appropriate action is taken 
based on the findings. The Risk and Corporate 
Compliance Department, led by t
Keyword: corruption
such as: anti-bribery and anti-corruption, conflicts 
of interest, record retention, positive and safe work 
environment, and avoiding illegal and questionable 
gifts and favors, among others. 
The Code of Ethics and Business Conduct is provided 
to new employees and reinforced through ongoing 
training. All employees are required to review and 
sign the Code of Ethics and Business Conduct 
annually. We also provide more targeted and topic-
specific training such as data privacy and security, 
anti-money laundering and anti-harassment. 
Suspected violations of our Code of Ethics and 
Business Conduct or company policies are recorded 
and investigated, and appropriate action is taken 
based on the findings. The Risk and Corporate 
Compliance Department, led by the Senior Director
Keyword: tax
money to cover their required deductions, taxes and benefits each pay period.
** Certain fees, terms and conditions are associated with the use and maintenance of the 
Vault card. See the Cardholder Agreement linked at myvaultcard.com for more details.
Global HCM
Everyday
GONE
Letter From 
Our Co-CEOs
About This 
Report
Our Solution
Our Corporate 
Social 
Responsibility
Corporate 
Governance
Data 
Governance and 
Cybersecurity
Employee 
Benefits and 
Support
Our People
Our Culture
Our 
Community
Our World
Appendix 
Index
10
GONE™
GONE is an enhancement to Paycom’s Time-Off Requests tool. It 
allows businesses to automate time-off decisions to best fit their 
needs using a customizable decision engine for time-off approval 
and denial, including staffing needs, consecutive days requested
Keyword: governance
Governance
Data 
Governance and 
Cybersecurity
Our People
Our Culture
Our 
Community
Our World
Appendix 
Index
3
support. Since then, employee participation has increased, with 
20% of the workforce active in an ERG. ERGs drive meaningful 
conversations and build connections within Paycom. They also 
give back to the community.
In 2023, members of Paycom’s ERGs inspired increased 
involvement and financial support of touchstone community 
events like the Martin Luther King Jr. parade, Pride parade and 
Festival de Vida y Muerte, among others.
 
We serve
Serving communities where our employees live and work 
continues to drive our philanthropic efforts. In 2023, Paycom 
and its employees donated $2.3 million to local and national 
organizations, champ
Keyword: governance
Governance
Data 
Governance and 
Cybersecurity
Employee 
Benefits and 
Support
Our People
Our Culture
Our 
Community
Our World
Appendix 
Index
4
This report contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-
looking statements are any statements that look to future events and include, but are not limited to, statements regarding our corporate 
governance efforts, goals and objectives; our recruiting efforts; our efforts related to diversity, equity and inclusion and other important 
social causes; and our environmental, social and governance (ESG) operations, framework and responsibilities. In addition, forward-
looking statements also consist of statements involving trend analyses
Keyword: governance
Governance
Data 
Governance and 
Cybersecurity
Employee 
Benefits and 
Support
Our People
Our Culture
Our 
Community
Our World
Appendix 
Index
About Paycom
Welcome to the future of HR.
For 25 years, Paycom Software, Inc. (NYSE:PAYC) has simplified 
businesses and the lives of their employees. Its single, easy-to-
use HR and payroll software empowers employees with direct 
access to their data. And thanks to its industry-first tech, Beti, 
employees now do their own payroll and are guided to find and 
fix costly errors before payroll submission. From onboarding and 
benefits enrollment to talent management and more, Paycom’s 
software streamlines processes, drives efficiency and gives 
employees power over their data, all in one app. 
5
Revenue
Letter
Keyword: governance
Governance
Data 
Governance and 
Cybersecurity
Employee 
Benefits and 
Support
Our People
Our Culture
Our 
Community
Our World
Appendix 
Index
About Paycom
6
2022
2023
$1.056 billion
$1.694 billion
$1.375 billion
2021
Revenue
23%
2020-2023
Compound Annual
Growth Rate
From January 1, 2020 through December 31, 2023.
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Report
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About Paycom
Revenue
7
Our Solution
No one knows an employee’s personal data better than they 
do. When employees enter and manage the data themselves, 
they ensure their information is accurate.
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Global HCM
Everyday
GONE
8
Global HCM™
Global HCM allows U.S. businesses and their domestic and 
international employees to manage their HR needs within one 
easy-to-use software. With this tool, Paycom extends access to 
users in more than 180 countries and 15 languages and dialects. 
Global HCM, including Employee Self-Service® and Manager 
on-the-Go®, streamlines processes and allows HR to manage all 
employees in one software, eliminating the need for multiple 
systems, data points and logins. 
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Corporate 
Governa
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Global HCM
Everyday
GONE
9
Everyday™
Everyday is used in conjunction with Paycom’s Vault Visa® Payroll 
Card and Beti. Unlike other daily payroll options, Everyday allows 
employees to receive their pay early* without costly fees,** and 
employers benefit by automating compensation through a single 
software where employees manage their own payroll. Employers 
using Everyday also avoid potential losses from various factors 
that impact pay, including turnover, garnishments or benefit 
deductions that need to be collected.
	
The Vault Visa® Payroll Card is issued by The Bancorp Bank, N.A., Member FDIC, pursuant to 
a license fr
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GONE™
GONE is an enhancement to Paycom’s Time-Off Requests tool. It 
allows businesses to automate time-off decisions to best fit their 
needs using a customizable decision engine for time-off approval 
and denial, including staffing needs, consecutive days requested, 
individual hours worked, level of seniority and more.
Global HCM
Everyday
GONE
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WE INNOVATE.
WE
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Committed to Social Responsibility and Environmental Sustainability
caring for our employees and their families with
extensive benefits
supporting a variety of philanthropic efforts in our 
communities
strengthening our culture through inclusive conversations 
reducing our environmental impact by creating efficient 
products and processes
Committed to Social Responsibility
and Environmental Sustainability
We are committed to creating an inclusive workplace, 
giving back to the community and minimizing our 
environmental impact across our organization. As a 
leader in our industry, we continue to set an example
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Committed to Social Responsibility and Environmental Sustainability
13
Corporate Governance
Letter From Board Member Sharen Turney
On behalf of the Board of Directors, we are pleased to share Paycom’s 
sustainability progress with our stockholders, clients, employees, 
communities and other stakeholders. This report reflects how Paycom 
exemplified its values in 2023. 
Our company’s history of innovation, growth and value creation includes 25 
years of providing payroll software to simplify the lives of employees. Today, 
Paycom continues to build on its successes by expanding our offerings 
globally. Our Boar
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As the chair of the Nominating and Corporate Governance Committee, I 
feel it is my shared duty to ensure Paycom continues moving forward in its 
sustainability journey. We look forward to the year to come. 
Sharen J. Turney
Board Member
Chair, Nominating and Corporate Governance Committee 
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Board of Directors
Sustainability and Board Oversight
Risk Oversight
Ethics and Compliance
Reporting Workplace Conduct
Public Policy and Government Relations
Board of Directors
The Board of Directors is responsible for oversight of 
the business and affairs at Pay
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and Corporate Governance (N&CG) committee — are 
independent.
»	All committees maintain charters that clearly establish 
their respective roles and responsibilities.
For more information on the board’s structure, members and committees, please refer to our 2024 Proxy Statement and the Corporate Governance page on our website.
14
Letter From 
Our Co-CEOs
About This 
Report
Our Solution
Our Corporate 
Social 
Responsibility
Corporate 
Governance
Data 
Governance and 
Cybersecurity
Employee 
Benefits and 
Support
Our People
Our Culture
Our 
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Board of Directors
Sustainability and Board Oversight
Risk Oversight
Ethics and Compliance
Reporting Workplace Conduct
Public Policy and Government Relations
Sustainability and Board Oversight
W
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governance (ESG) issues will help drive long-term growth. 
Ultimate oversight for sustainability lies with the board. 
However, the board has delegated formal oversight of 
social responsibility and environmental sustainability to 
its N&CG committee with additional topics also reviewed 
by other committees as needed. Management provides 
formal ESG updates to the N&CG committee on a
quarterly basis.
Our Management Sustainability Committee is a cross-
functional group of leaders throughout the company 
that assists the Co-Chief Executive Officers and Board 
of Directors in understanding, managing and setting a 
general strategy relating to sustainability matters and 
initiatives. Key members of the committee include our 
Chief Financial Officer and m
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Board of Directors
Sustainability and Board Oversight
Risk Oversight
Ethics and Compliance
Reporting Workplace Conduct
Public Policy and Government Relations
16
Public Policy and Government Relations
Paycom actively monitors public policy and relevant legislation pertinent to our business 
practices throughout the jurisdictions in which we operate. We work to educate 
policymakers and advocate to advance the interests and goals of our employees, clients 
and company. We also engage with trade associations, working collaboratively with 
industry partners to promote our public policy interests and business goals
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Board of Directors
Sustainability and Board Oversight
Risk Oversight
Ethics and Compliance
Reporting Workplace Conduct
Public Policy and Government Relations
Data Governance and Cybersecurity 
Security Overview
At Paycom, protecting the security and privacy of all client information is a top priority. We employ 
comprehensive, in-depth, industry-proven standards and technologies to protect and defend client 
data in our environment. We take the same degree of care and caution to prevent unauthorized 
disclosure of client data as we do with our own data, including measures required by applicable 
privacy law. O
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IT Security and Privacy
IT Security and Privacy
IT Security
Risk-Based IT Security and Compliance
Paycom uses the Risk Management Framework for risk 
assessments as defined by the ISO 27001 Information 
Security Management Standard. Paycom is one of the few 
payroll processors to be ISO 9001, ISO 22301, ISO 27001 
and ISO 27701 certified. We also work with a third-party 
assurance provider and publish SOC 1 report semiannually 
and SOC 2 and SOC 3 reports annually. Our business 
continuity, information security, privacy and quality 
management systems are audited and certified by third 
parties. Paycom utilize
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IT Security and Privacy
19
Business Resiliency Program
Information security continuity is embedded in Paycom’s business 
continuity management systems to ensure that continuity operations 
do not present a potential compromise to Paycom’s security 
standards. Our in-house Incident Response and IT Security Operations 
Center provides around-the-clock security monitoring and incident 
investigation. Paycom’s information processing facilities have 
sufficient redundancies to meet ongoing availability requirements for 
both normal operations and business continuity/failover operations. 
Capacity planning takes cri
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20
Our People
Diversity, Equity and Inclusion
At Paycom, we value the unique perspective each employee brings to our company.
We strive to provide an inclusive environment that allows employees to thrive both in 
their careers and their personal lives. From attracting diverse talent to developing our 
people, diversity, equity and inclusion (DEI) is at the center of Paycom’s culture. We 
support employees of all backgrounds reaching their highest potential. We believe our 
commitment to DEI results in happier, more productive employees who stay longer and 
bring more innovative ideas.
L
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DEI Strategy
Employee Resource Groups
OKC PrideFest
Better Conversations
DEI Training
Demographics
21
DEI Strategy
Our DEI mission is to build and design a 
measurable diversity, equity and inclusion 
strategy that improves the lives of 
employees through:
attracting diverse talent
building a culture that embraces their 
uniqueness and helps employees feel 
valued
providing employees with the specific 
tools and resources they need to 
succeed
Employee Resource Groups
Our ERGs help people from a variety of backgrounds make 
connections, find support and give back to our communities while 
fostering a diverse a
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DEI Strategy
Employee Resource Groups
OKC PrideFest
Better Conversations
DEI Training
Demographics
22
OKC PrideFest
In June 2023, Paycom was the presenting sponsor of OKC PrideFest in 
downtown Oklahoma City. Paycom was at the front of the parade line 
and led more than 70 organizations through downtown Oklahoma City, 
passing out Paycom-branded rainbow fans along the route. Paycom 
was awarded the People’s Choice award from OKC Pride Alliance. 
Endpoint Systems Administrator Eric Scholl volunteered at PrideFest. 
He serves as the vice chair of the PRIDE ERG. He said it was wonderful 
to represent a company th
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Better Conversations
DEI Training
Demographics
23
Better Conversations
Through our Better Conversations series, employees 
share personal experiences, stories and topics often 
avoided at work. These sessions create a structured 
space that encourages dialogue, not debate. Employees 
can build cultural competency while using the talking/
listening boundaries method to interact across 
differences on current events and polarizing topics.
Better Conversations help employees expand opinions, 
build capacity to interact and find value across 
differences. In 2023
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24
8.8% of all employees identify as disabled
3.7% of all employees identify as active military or veteran
Demographics 
We continue to be transparent in our DEI journey by 
providing our team member demographic data. We are 
excited to report “nonbinary” as an option under gender 
as well as “not specified” for both gender and ethnicity 
for those who choose not to disclose. As of December 
31, 2023, women represented 48.8% of our workforce. 
Additionally, 36.9% of all team members are from 
minority ethnic grou
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American Indian
or Alaskan Native
2.3%
2.5%
—
Race and Ethnicity
All Employees
First/Midlevel Officials and Managers
Executive/ Senior Level Officials and Managers
Asian
10.4%
5.8%
1.6%
Black or African American
9.2%
2.9%
—
Hispanic or Latino
10.6%
3.7%
—
Two or more races
4.1%
2.5%
—
White
58.7%
76.3%
96.8%
Not Specified
4.4%
6.1%
1.6%
Native Hawaiian
or Pacific Islander
0.3%
0.2%
—
Male
49.3%
45.4%
60.3%
U.S. Workforce Demographics
Gender
All Employees
First/Midlevel Officials and Managers
Executive/Senior Leve
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Our Culture
Talent Acquisition and Development
At Paycom, our goal is to attract and retain top 
talent for our corporate campuses and locations 
across the United States. In 2023, we achieved this 
goal through internships, summer engagement 
programs, partnerships with universities that serve 
diverse populations and more. Further, we work to 
apply this strategy as we expand globally.
Recruiting a Diverse Workforce
In 2023, Paycom revamped our recruiting 
program with the help of our Talent Acquisition 
Campus
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Internships
Awards and Recognition
Employee Training Development
All Employees
Future Leaders
Rising Leaders
Experienced Leaders
Talent Management
Employee Engagement
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Internships
At Paycom, our internships aren’t about busywork and 
errands. Here, students receive the same welcome as any 
other employee. Our paid internships provide real-world 
experience working alongside industry experts. Four 
internship programs provide opportunities for students 
looking to hone business skills or gear up for a career at 
Paycom. In 2023, we had more than 300 paid interns across 
our organization.
We also offer short-t
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Awards and Recognition
At Paycom, we play to win. We’re proud to highlight a few of the awards we received in 2023.
Honored as one of 57 
worldwide winners of the 
2023 Gallup Exceptional 
Workplace Award 
Honored as one of 
America’s Greatest 
Workplaces for Diversity 
by Newsweek
Received Comparably’s 
Best Marketing Team 
award for the second 
consecutive year
Recognized for our innovative 
approach to branding and 
marketing Beti®
Named on
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Employee Training and Development
Training and development start on each employee’s first day. Our new, 
extensive employee orientation offers robust training on all matters 
needed to succeed at Paycom, including digital tools, business 
strategy and more. We have a dedicated team focused on creating an 
environment where all employees have the opportunity to learn, grow 
and perform at their best. By establishing a common language and 
pract
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All Employees
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Talent Management
Employee Engagement
At Paycom, we develop successful leaders through 
education and training. We offer extensive 
leadership training that includes courses in areas 
such as decision-making, effective workplace 
communication and leading through change. 
Our programs are available to all employees 
through our Employee Self-Service platform, 
accessible through their mobile devices and 
desktop computers. Plus, we partner with external 
leadership coaching programs
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Talent Management
Employee Engagement
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Awards and Recognition
Employee Training Development
All Employees
Future Leaders
Rising Leaders
Experienced Leaders
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All Employees
Rising Leaders
Internships
Awards and Recognition
Employee Training Development
All Employees
Future Leaders
Rising Leaders
Experienced Leaders
Talent Management
Employee Engagement
Exper
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33
Future Leaders
Base Camp: Foundation
for Future Leaders
Learning Experience
A development program that provides emerging leaders with 
leadership foundations, resources and tools. The program works 
to develop skills and behaviors beneficial to future leadership 
roles or the development of self-leadership.
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Talent Management
Employee Engagement
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35
Experienced Leaders
Elevate: Navigator Journey
Learning Experience
This program helps leaders navigating their way through the 
middle levels of leadership to guide, develop and motivate their 
front-line leaders to reaching new heights.
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Awards and Recognition
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Employee Benefits and Support
Well-being 
Paycom celebrates bringing the “whole person” to work. Our employees are 
much more than their professional role. We recognize many factors contribute 
to a positive work environment and employees’ engagement with Paycom.
Paycom’s eight-pillar approach accounts for the holistic well-being of 
employees. Some specific benefits include:
INTELLECTUAL
SOCIAL
SPIRITUAL
OCCUPATIONAL
ENVIRONMENTAL
WELL-BEING